DISC Model :Evaluation Behaviour Assessment

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Welcome to the DISCstyles™ Online Report 

INTRODUCTION 

DISC is a simple, practical, easy to remember and universally applicable model. It focuses on individual patterns of  external, observable behaviors and measures the intensity of characteristics using scales of directness and  openness for each of the four styles: Dominance, Influence, Steadiness, and Conscientious.  

Using the DISC model, it is easy to identify and understand our own style, recognize and cognitively adapt to  different styles, and develop a process to communicate more effectively with others.  

HOW TO USE THIS REPORT 

The DISC report is divided into 3 parts introducing the DISC model, helping you understand your own style, and  identifying ways that you can apply your style strengths or modify your style weaknesses in order to meet the  needs of others. 

•  Part I focuses on understanding each of the DISC styles and identifying characteristics, including the  tendencies of each behavioral style  
•  Part II is about understanding yourself and will reveal information about the tendencies that make you  unique  
•  Part III examines and explores adaptability and offers actionable recommendations for you and others  who interact with you 

With this personalized and comprehensive report, DISC gives you tools to help you become a better you - to  develop and use more of your natural strengths while recognizing, improving upon, and modifying your limitations.  Then, because we can easily see and hear these behaviors, we can quickly and accurately “read” other people and  use our knowledge to enhance communication and grow our relationships. 

Please Note: Any behavioral descriptions mentioned in this report are only tendencies for your style group and  may or may not specifically apply to you personally.

Part I Understanding DISC 

BEHAVIORAL STYLES 

Historical and contemporary research reveal more than a dozen various models of our behavioral differences, but  many share one common thread: the grouping of behavior into four basic categories. 

The DISC styles are Dominance, Influence, Steadiness, and Conscientious. There is no “best” style. Each style has  its unique strengths and opportunities for continuing improvement and growth. 

The DISCstyles™ assessment examines external and easily observable behaviors and measures tendencies using  scales of directness and openness that each style exhibits. 

PACE AND PRIORITY represent two of the main sources of tension between the styles. 

•  D&C and I&S have different PACES: D and I are faster-paced, and S and C are slower-paced. 
•  D&I and S&C have different PRIORITIES: D and C are task-oriented, and I and S are  people oriented. 
•  D&S and I&C have BOTH PACE AND PRIORITY DIFFERENCES. 

A DEEPER LOOK AT THE FOUR DISCStyles™ 

Below is a chart to help you understand some of the characteristics of each of the Four Basic DISC Styles, so you  can interact with each style more effectively. Although behavioral style is only a partial description of personality,  it is quite useful in describing how a person behaves, and is perceived, in personal, social and work situations. 

Part II Understanding Yourself 

General Characteristics 

The narration below serves as a general overview of your behavioral tendencies. It sets the stage for the report which follows,  and provides a framework for understanding and reflecting on your results. We've occasionally provided some coaching ideas so  that you can leverage your strengths whenever possible to maximize your personal success. 

Others may tend to seek you out for assistance or advice. This is because they perceive you as being sensitive to their needs,  and because you provide a stable and consistent point of view for them. You may be seen as a coach or counselor that they can  count on to listen to ideas and input. That's good, as long as it doesn't hamper your ability to complete your own tasks. 

Your responses indicate that you tend not to force your own ideas on others with edicts, but rather by offering carefully  considered suggestions. This can be a key point of success in a variety of areas. It helps build both rapport and credibility with  others and is a strength that you can affirm in a genuine way. The combination of your listening skills, people skills, and innate  sincerity allow you to influence others and thus affect the results. 

Your response pattern to the instrument indicates that you have an empathetic listening style. As you know, this is a rare gift.  Some listening skills can be taught, but the inherent, sincere listening that you demonstrate is something innate. 

You show the ability to meet new people easily and confidently. Some individuals are reticent about meeting others, but you  have a warmth and comfort to your style that makes new acquaintanceships easy for you. Your inherent optimism also helps  exude a personal confidence without coming off as arrogant. It's a rare gift to show confidence while keeping your ego in check,  and others are likely to welcome this style. 

You score like those who prefer to establish long-term relationships, rather than brief, superficial ones. This perhaps comes from  your preference toward stability in your lifespace, and longer-term relationships may bring that stability. Friendships and  acquaintanceships you have made in the past are important to you, even now. 

You have the ability to persuade others, not with hype, but rather with warmth, sincerity, and understanding. These are perhaps  considered "soft sell" tools, but they can make a big impact. This skill comes from the merging of your "people skills," along with  the fact that you tend to be more modest when dealing with people. 

You score like those who are socially poised without being overly controlling. You have the ability to project confidence and  poise that is perceived as sincere and genuine. Others are likely to notice this, allowing you to develop trust and credibility with  them easily. 

Scott, your score pattern suggests a high degree of persistence and patience in working on projects. This can be especially  important when the assignments are long, detailed, and involve a multitude of personal or complex tasks. Where others may  lose patience and perhaps allow overall quality to lapse, you bring a unique pulse and tempo that can serve as a model for  others.

Style Overview 

DISC describes you based on your observable behavior which can provide insights for others regarding your  communication preferences and how you will likely interact with and respond to them.  

Through this report you have an opportunity to discover (observe and evaluate) your behavioral responses in  various environments. You can explore your reactions to a variety of situations and contexts, including the actions  and reactions of others, to determine the most effective communication strategy or course of action. 

Your Behavioral Style: Coach 

Coaches are adept at solving "people problems." They are seen as warm, empathetic and insightful. They like to  form extended personal relationships and often develop a reputation for unobtrusive, contributory efforts when  working with others. They can become too lenient with marginal contributors and tend to be too mild when  issuing corrections, directions and expectations. 

Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.

• Emotional characteristic: Wants to be seen as warm and open by others. 
• Goals: Building personal connections and positive feelings. 
• How others are valued: Favorable recognition of others; finds the basic decency in them.
• Influences group: Through personal relationships and being open to others' ideas, problems and needs. 
• Value to the organization: Will bring stability to group efforts with predictable actions and will possess  good listening skills. 
• Cautions: Can become too tolerant and may avoid needed direct confrontations. 
• Under Pressure: Can become too accommodating, trusting and sharing too much with others.
• Fears: Having to pressure others or being seen or blamed as the source of pain or problems by others.

WORD SKETCH - Adapted Style 

DISC is an observable “needs-motivated” instrument based on the idea that emotions and behaviors are neither “good” nor  “bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one’s  actions, it is easier to “read” and anticipate their likely motivators and needs. 

This chart shows your ADAPTED DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do and  what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or  (C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC  intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area. 

DISCstyles Graphs for Scott Borland 

Your Adapted Style indicates you tend to use the behavioral traits of the I style(s) in your selected Work focus. Your Natural Style indicates that you naturally tend to use the behavioral traits of the IS  style(s). 

Your Adapted Style is your graph displayed on the left. It is your perception of the behavioral tendencies you think  you should use in your selected focus (work, social or family). This graph may change when you change roles or  situations. The graph on the right is your Natural Style and indicates the intensity of your instinctive behaviors and  motivators. It is often a better indicator of the “real you” and your “knee jerk,” instinctive behaviors. This is how you  act when you feel comfortable in your home environment and are not attempting to impress. It is also what shows  up in stressful situations. This graph tends to be fairly consistent, even in different environments. 

If you have scores under 10 or over 90, these are extended scores where the behavior becomes a need. If  expressing that behavior isn’t possible, you’ll likely create situations where that behavioral need can be met.  

If the bars are similar, it means that you tend to use your same natural behaviors in either environment. If your  Adapted Style is different from your Natural Style, this may cause stress if over a long period of time. You are then  using behaviors that are not as comfortable or natural for you. 

The higher or lower each D, I, S, C point is on your graph, the greater or lesser your behavior impacts your results  at work and with others around you. Once aware, you can adapt your style to be more effective. Can you change?  Of course! You do it every day depending on your situations. However, permanent behavioral change comes only  with awareness and practice. 

Behavioral Pattern View 

The BPV has eight behavioral zones. Each zone identifies a different combination of behavioral traits. The  peripheral descriptors describe how others typically see individuals with your style. Plots on the outer edges of the  BPV identify that one factor (DISC) of your style will dominate the other three. As you move towards the center of  the BPV, two and eventually three traits combine to moderate the intensity of your style descriptors within a  specific behavioral zone. +The plus sign indicates that the preceding style score is higher, moving you closer to that  style zone (i.e. CD+S: The D score is stronger than in CDS so it plots closer to the D behavioral zone). 

THE SCORING LEGEND 

D = Dominance: How you deal with Problems and Challenges 

I = Influence: How you deal with People and Contacts 

S = Steadiness: How you deal with Pace and Consistency 

C = Conscientious/Compliance/Structure: How you deal with Procedure and Constraints 

Communication Tips for Others 

The following suggestions can help others who interact with you understand and be aware of your communication  preferences. To use this information effectively, share it with others and also discuss their preferences.  

Check the two most important ideas when others communicate with you (dos & don’ts) and transfer them to the  Summary of Your Style page. 

When Communicating with Scott, DO: 

•  Put the details in writing, but don't plan on discussing them too much. 
•  Present your ideas and opinions in a non-threatening way. 
•  Break the ice with a brief personal comment. 
•  Provide assurances about Scott's input and decisions. 
•  Be certain to conclude the communication with some modes of action and specific next steps for all  involved. 
•  Be candid, open, and patient. 
•  Plan to talk about things that support Scott's dreams and goals. 

When Communicating with Scott, DON’T: 

•  Be impersonal or judgmental. 
•  Be rude or abrupt in your delivery. 
•  Leave the idea or plan without backup support. 
•  Talk down to Scott. 
•  Leave decisions hanging in the air. Be certain all decision points have reached closure and result in plans  for action. 
•  Be vague or ambiguous. 
•  Be overly task-oriented.

Your Motivators: Wants and Needs 

Motivation is the enthusiasm or willingness to do something. Everybody is motivated; however, all people are  motivated for their own reasons, not somebody else’s. Simply, people are motivated by what they want.  

Our behaviors are also driven by our needs. Each style has different needs. If one person is stressed, they may need  quiet time alone; another may need social time around a lot of people. Each has different ways to meet their  needs. The more fully our needs are met, the easier it is to perform at an optimal level.  

Choose the two most important wants and the two most important needs and transfer them to the Summary of  Your Style page. 

You Tend to Be Motivated By: 

•  Acceptance as a positive and supportive member of the organization and team.  
•  Flexibility to circulate and talk with a variety of people. 
•  Evidence that a new process has been successful in similar applications. 
•  A supervisor, manager, or board who practices a democratic leadership process. 
•  A work culture that is supportive of family activities and commitments. 
•  Projects and assignments that provide interpersonal contact, and an opportunity to help both internal and  external stakeholders. 
•  Identification with the organization, team, and others with whom a spirit of work responsibility has been  established. 

People With Patterns Like You Tend to Need: 

•  A sense of belonging to the team or organization as a whole. 
•  To learn to say "no" more often in order to avoid spreading yourself too thin. 
•  More direction toward work tasks, and less focus on chatting and socializing. 
•  To be more realistic and ambitious in setting deadlines for team projects. 
•  To get better control of files and record keeping. 
•  Increased urgency in decision making. 
•  Encouragement to keep the positive spirit and optimism when the pressure is on.

What You Bring to the Organization 

This page provides useful insights for a job or as you work together on a team or family project. These are the  talents and tendencies you bring. When used in environments that you are most effective in, you are likely to be  self-motivated to accomplish great things. It is possible that you may not always be in an environment that allows  you to be your best. We recommend you speak with your leader to see what can be incorporated into your current  environment to help maintain your motivation. Check the two most important strengths, the two most important  work style tendencies and the two most important environmental factors and transfer them to the Summary of  Your Style page. 

Your Strengths: 

• You are able to build positive relationships with internal and external stakeholders.
• You are a good listener. 
• You are very people-oriented and, as a result, are able to talk with new people very easily in small groups  or in large audiences.  
• You are able to reach goals by working with and supporting the efforts of others on the team.
• You possess a positive sense of humor and never make jokes at the expense of  others.
• You are able to negotiate conflicts into win-win situations. 
• Your excellent listening style stands as a model for others to observe and follow. 

Your Work Style Tendencies: 

• On the job, you have a strong need to be patient, polite, and create an environment of good-will for  internal and external stakeholders. 
• You tend to be an excellent "teacher" to peers on the team, at all levels of the organization.
• You show a high degree of persistence in working on projects, especially over the long haul.
• At work, you tend to have a "long fuse," and are not easily angered, although you may take some of the  anger home to vent. 
• You meet new people easily and prefer networking with others rather than working in solitary conditions.
• You tend not to force your own ideas on others with edicts, but rather by offering considered suggestions.
• You are optimistic and motivated to be an excellent team player, able to defer your ego when working  with others who may prefer having more control of the situation. 

You Tend to Be Most Effective In Environments That Provide: 

• A balance between some stable, predictable work activities and some variety and change on a regular  basis. 
• Specialized assignments that also involve working and communicating with a variety of people.
• A participatory manager or board with whom a democratic relationship has been established.
• A work culture that takes pride in the systems, processes, and people working behind the scenes.
• A work culture that allows for your natural interest in helping others learn and grow professionally.
• Support and appreciation of your individual efforts. 
• Clear responsibility and lines of authority to avoid confusion or overlapping initiatives. 

The I Style 

Under Stress - Perceptions, Behavior and Needs for the I 

Stress is unavoidable. The perceptions of our behavior may have a significant impact on our effectiveness - both in how we  perceive ourselves and how others perceive us. The way we behave under stress can create a perception that is not what we  intend. The descriptions below of perceptions by others may seem somewhat extreme at times (especially if our behavior is  an over-extended strength that becomes a weakness or limitation). As you understand these perceptions more clearly, you  are able to modify your behavior to maximize your own effectiveness and ensure that others see you as you intend. 

Potential Self Perception: 

• Not an extremist  
• Accepting of others 
• A stabilizing presence 
• Easy to make friends  

Under Stress You Need: 

• Action and interaction  
• To get credit  
• Prestige  

Under Stress, May be Perceived by Others:

•  Doesn’t take a stand  
•  Indirect and vague  
•  Overly tolerant with non-producers  
•  Doesn’t meet deadlines  

Your Typical Behaviors in Conflict:  

• If a conflict persists or your anger increases, you are likely to lash out with a strong verbal attack on the  other person. This may have a startling effect on others since it is so unlike your normal behavior.
• You are quite uncomfortable with conflict, aggression and anger. You do whatever you can do to avoid  them. If possible, you may physically avoid an environment filled with conflict or anger. If that is not  possible, you will probably seek to use your natural humor and story-telling ability to reduce the level of  tension. If neither approach works, you may attempt to ignore the conflict. Given your strong focus on  relationships, however, this tactic is rarely successful.  
• Your anger is generally a response to a personal attack or, possibly, the failure of someone to support you  when you were really counting on that person's support. Of course you may interpret a comment  intended to refer to a task-related problem as a personal attack, especially if it concerns your contribution  to the problem.  

Strategies to Reduce Conflict and Increase Harmony: 

• Take time to clarify the commitments and expectations of others. Do not make any assumptions about  what others will do. Always get a specific commitment.  
• Recognize that you can never resolve conflict by avoiding it. While you may be concerned that you will  damage a relationship while expressing your needs or clarifying your expectations, respectfully dealing  with issues will allow you to leave them behind you. Be sure, of course, to listen attentively to their  concerns and respond appropriately.  
• Avoid giving others a false impression of the level of support you will give them. When promising your  support, make clear precisely what it is that you will do. 

Potential Areas for Improvement 

Everyone has struggles, limitations, or weaknesses. Oftentimes, it’s simply an overextension of our strengths which  may become a weakness. For example, the directness of a High D may be a strength in certain environments, but  when overextended they may tend to become bossy.  

As you consider ways to continue to improve to be a better communicator, we recommend you focus on no more  than two at a time, practice and strengthen them, and then choose another area to focus on and improve.  

Check the two most important areas you are committed to improve upon and transfer them to the Summary of  Your Style page. 

Potential Areas for Improvement: 

• You may need some coaching in time management; for instance, in setting more ambitious deadlines. 
• You may show less emphasis on productivity and more emphasis on the "people side" of a project. 
• You may have difficulty with quick decision making because of your need to consider the "people side" of  all issues. 
• You may be rather indirect in providing instructions, because you don't want to impose your will on  others. 
• You may tend to take constructive criticism personally, possibly losing focus as to how it relates to the  task. 
• You may be a bit of a grudge-holder toward those who offer criticism. 
• You may hesitate to correct or discipline those who report to you, for fear of offending someone.

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