DISC assessment Helene Fernandez

Management-Staff

Helene FernandezProgrammatic/RTB Media TRaderSeventhPoint12-24-2014

Copyright © 1984-2013. Target Training International, Ltd.

IntroductionBehavioral research suggests that the most effective people are those who understandthemselves, both their strengths and weaknesses, so they can develop strategies to meetthe demands of their environment.

A person's behavior is a necessary and integral part of who they are. In other words, much of ourbehavior comes from "nature" (inherent), and much comes from "nurture" (our upbringing). It isthe universal language of "how we act," or our observable human behavior.

In this report we are measuring four dimensions of normal behavior. They are:

How you respond to problems and challenges.

How you influence others to your point of view.

How you respond to the pace of the environment.

How you respond to rules and procedures set by others.

This report analyzes behavioral style; that is, a person's manner of doing things. Is the report100% true? Yes, no and maybe. We are only measuring behavior. We only report statementsfrom areas of behavior in which tendencies are shown. To improve accuracy, feel free to makenotes or edit the report regarding any statement from the report that may or may not apply, butonly after checking with friends or colleagues to see if they agree.

"All people exhibit all four behavioralfactors in varying degrees of intensity."

–W.M. Marston

1Helene Fernandez


General CharacteristicsBased on Helene's responses, the report has selected general statements to provide abroad understanding of her work style. These statements identify the basic naturalbehavior that she brings to the job. That is, if left on her own, these statementsidentify HOW SHE WOULD CHOOSE TO DO THE JOB. Use the generalcharacteristics to gain a better understanding of Helene's natural behavior.

Helene likes quality social relationships. She often will become friends with hercustomers or clients. She influences most people with her warmth. She doesnot like close supervision. She wants to be seen as her own person, butusually projects it in friendly terms. Helene is optimistic and usually has apositive sense of humor. She is optimistic about her ability to do any job. Shelikes public recognition for her achievements. One of her motivating factors isrecognition and "strokes." She believes in getting results through other people.She prefers the "team approach." Helene prefers working for a participativemanager. She does her best work in this kind of environment. She projects aself-assured and self-confident image.

Helene likes working for managers who make quick decisions. Because of hertrust and willing acceptance of people, she may misjudge the abilities of others.She usually makes decisions after gathering some facts and supporting data.She is good at solving problems that deal with people. Helene prefers notdisciplining people. She may sidestep direct disciplinary action because shewants to maintain the friendly relationship. She likes to be involved in thedecision-making process. When she has strong feelings about a particularproblem, you should expect to hear these feelings, and they will probably beexpressed in an emotional manner. She may be inconsistent in discipliningothers.

Adapted Style

100

90

80

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50

40

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0

D

35

I

92

S

34

C

38

Natural Style

100

90

80

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50

40

30

20

10

0

D

43

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86

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45

C

28

2Helene Fernandez


General Characteristics Continued

Helene is people-oriented and verbally fluent. It is important for Helene to useher people skills to "facilitate" agreement between people. She tends to look atall the things the group has in common, rather than key in on the differences.Some see her as too talkative and emotional. She is comfortable with mostpeople and can be quite informal and relaxed with them. Even when dealingwith strangers, Helene will attempt to put them at ease. Helene tends to masksome of her directness in friendly terms and is usually recognized as a friendlyand trusting person. She tends to influence people to her way of thinking byusing verbiage as compared with others who like to use reports. She may useher time imprecisely because she likes to talk to people. She judges others bytheir verbal skills and warmth.

Adapted Style

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90

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10

0

D

35

I

92

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34

C

38

Natural Style

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D

43

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3Helene Fernandez


Value to the OrganizationThis section of the report identifies the specific talents and behavior Helene brings tothe job. By looking at these statements, one can identify her role in the organization.The organization can then develop a system to capitalize on her particular value andmake her an integral part of the team.

Bottom line-oriented.

Accomplishes goals through people.

Builds confidence in others.

People-oriented.

Creative problem solving.

Optimistic and enthusiastic.

Positive sense of humor.

Dedicated to her own ideas.

Big thinker.

Adapted Style

100

90

80

70

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50

40

30

20

10

0

D

35

I

92

S

34

C

38

Natural Style

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90

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50

40

30

20

10

0

D

43

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45

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4Helene Fernandez


Checklist for CommunicatingMost people are aware of and sensitive to the ways with which they prefer to becommunicated. Many people find this section to be extremely accurate and importantfor enhanced interpersonal communication. This page provides other people with alist of things to DO when communicating with Helene. Read each statement andidentify the 3 or 4 statements which are most important to her. We recommendhighlighting the most important "DO's" and provide a listing to those who communicatewith Helene most frequently.

Ways to Communicate

Appeal to the benefits she will receive.

Confront when in disagreement.

Plan interaction that supports her dreams and intentions.

Look for her oversights.

Leave time for relating, socializing.

Provide ideas for implementing action.

Provide "yes" or "no" answers--not maybe.

Speak at a rapid pace.

Provide testimonials from people she sees as important.

Provide a warm and friendly environment.

Talk about her, her goals and the opinions she finds stimulating.

Be brief--be bright--be gone.

Use a balanced, objective and emotional approach.

Adapted Style

100

90

80

70

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50

40

30

20

10

0

D

35

I

92

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34

C

38

Natural Style

100

90

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50

40

30

20

10

0

D

43

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86

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45

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28

5Helene Fernandez


Checklist for Communicating Continued

This section of the report is a list of things NOT to do while communicating withHelene. Review each statement with Helene and identify those methods ofcommunication that result in frustration or reduced performance. By sharing thisinformation, both parties can negotiate a communication system that is mutuallyagreeable.

Ways NOT to Communicate

Ramble.

"Dream" with her or you'll lose time.

Legislate or muffle--don't overcontrol the conversation.

Hesitate when confronted.

Leave decisions hanging in the air.

Be curt, cold or tight-lipped.

Waste time trying to be impersonal, judgmental or too task-oriented.

Be dictatorial.

Talk down to her.

Let her overpower you with verbiage.

Drive on to facts, figures, alternatives or abstractions.

Adapted Style

100

90

80

70

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50

40

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10

0

D

35

I

92

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34

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38

Natural Style

100

90

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70

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50

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30

20

10

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D

43

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86

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45

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28

6Helene Fernandez


Communication TipsThis section provides suggestions on methods which will improve Helene's communications with others. The tipsinclude a brief description of typical people with whom she may interact. By adapting to the communication styledesired by other people, Helene will become more effective in her communications with them. She may have topractice some flexibility in varying her communication style with others who may be different from herself. Thisflexibility and the ability to interpret the needs of others is the mark of a superior communicator.

When communicating with a person who isambitious, forceful, decisive, strong-willed,independent and goal-oriented:

Be clear, specific, brief and to the point.Stick to business.Be prepared with support material in awell-organized "package."

Factors that will create tension ordissatisfaction:

Talking about things that are not relevant to theissue.Leaving loopholes or cloudy issues.Appearing disorganized.

When communicating with a person who ismagnetic, enthusiastic, friendly, demonstrativeand political:

Provide a warm and friendly environment.Don't deal with a lot of details (put them in writing).Ask "feeling" questions to draw their opinions orcomments.


Being curt, cold or tight-lipped.Controlling the conversation.Driving on facts and figures, alternatives,abstractions.

When communicating with a person who ispatient, predictable, reliable, steady, relaxed andmodest:

Begin with a personal comment--break the ice.Present your case softly, nonthreateningly.Ask "how?" questions to draw their opinions.


Rushing headlong into business.Being domineering or demanding.Forcing them to respond quickly to yourobjectives.

When communicating with a person who isdependent, neat, conservative, perfectionist,careful and compliant:

Prepare your "case" in advance.Stick to business.Be accurate and realistic.


Being giddy, casual, informal, loud.Pushing too hard or being unrealistic withdeadlines.Being disorganized or messy.

7Helene Fernandez


Ideal EnvironmentThis section identifies the ideal work environment based on Helene's basic style.People with limited flexibility will find themselves uncomfortable working in any job notdescribed in this section. People with flexibility use intelligence to modify theirbehavior and can be comfortable in many environments. Use this section to identifyspecific duties and responsibilities that Helene enjoys and also those that createfrustration.

Position with a tolerant manager.

Work tasks that change from time to time.

Freedom of movement.

Work with a results-oriented team.

Democratic supervisor with whom she can associate.

Forum for her ideas to be heard.

Freedom to try new approaches.

Tasks involving motivated groups and establishing a network of contacts.

Freedom from control and detail.

Adapted Style

100

90

80

70

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10

0

D

35

I

92

S

34

C

38

Natural Style

100

90

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30

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10

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D

43

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86

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45

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28

8Helene Fernandez


PerceptionsSee Yourself as Others See You

A person's behavior and feelings may be quickly telegraphed to others. This sectionprovides additional information on Helene's self-perception and how, under certainconditions, others may perceive her behavior. Understanding this section willempower Helene to project the image that will allow her to control the situation.

Self-PerceptionHelene usually sees herself as being:

Enthusiastic Outgoing

Charming Inspiring

Persuasive Optimistic

Others' Perception - Moderate Under moderate pressure, tension, stress or fatigue, others may see her asbeing:

Self-Promoting Glib

Overly Optimistic Unrealistic

Others' Perception - ExtremeUnder extreme pressure, stress or fatigue, others may see her as being:

Overly Confident Talkative

Poor Listener Self-Promoter

Adapted Style

100

90

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10

0

D

35

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92

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34

C

38

Natural Style

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D

43

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86

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45

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9Helene Fernandez


DescriptorsBased on Helene's responses, the report has marked those words that describe herpersonal behavior. They describe how she solves problems and meets challenges,influences people, responds to the pace of the environment and how she responds torules and procedures set by others.

Demanding

Egocentric

DrivingAmbitiousPioneering

Strong-WilledForceful

DeterminedAggressiveCompetitive

DecisiveVenturesome

InquisitiveResponsible

Conservative

CalculatingCooperative

HesitantLow-Keyed

UnsureUndemanding

Cautious

MildAgreeable

ModestPeaceful

Unobtrusive

Dominance

Effusive

Inspiring

MagneticPolitical

EnthusiasticDemonstrative

PersuasiveWarm

ConvincingPolishedPoised

Optimistic

TrustingSociable

Reflective

FactualCalculatingSkeptical

LogicalUndemonstrative

SuspiciousMatter-of-Fact

Incisive

PessimisticMoody

Critical

Influencing

Phlegmatic

RelaxedResistant to ChangeNondemonstrative

Passive

Patient

Possessive

PredictableConsistentDeliberate

SteadyStable

Mobile

ActiveRestless

AlertVariety-OrientedDemonstrative

ImpatientPressure-Oriented

EagerFlexible

ImpulsiveImpetuous

Hypertense

Steadiness

Evasive

WorrisomeCareful

DependentCautious

ConventionalExacting

Neat

SystematicDiplomaticAccurateTactful

Open-MindedBalanced Judgment

Firm

IndependentSelf-WilledStubborn

Obstinate

OpinionatedUnsystematic

Self-RighteousUninhibited

ArbitraryUnbending

Careless with Details

Compliance

10Helene Fernandez


Natural and Adapted StyleHelene's natural style of dealing with problems, people, pace of events andprocedures may not always fit what the environment needs. This section will providevaluable information related to stress and the pressure to adapt to the environment.

Problems - Challenges

Natural Adapted

Helene is somewhat conservative inher approach to solving problems.She will accept challenges by beingquite calculating in her response tothe problem or challenge. Helenewill be quite cooperative by natureand attempt to avoid confrontation asshe wants to be seen as a personwho is "easy" to work with.

Helene sees no need to change herapproach to solving problems ordealing with challenges in herpresent environment.

People - Contacts

Natural Adapted

Helene's natural style is to usepersuasion and emotion to theextreme. She is positive and seeksto win by the virtues of herpersonality and verbal skills. She willconvince you that what she is sayingis not only right, but is exactly what isneeded. She displays enthusiasmfor almost any project.

Helene sees no need to change herapproach to influencing others to herway of thinking. She sees her naturalstyle to be what the environment iscalling for.

Adapted Style

100

90

80

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10

0

D

35

I

92

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34

C

38

Natural Style

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20

10

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D

43

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86

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45

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28

11Helene Fernandez


Natural and Adapted Style Continued

Pace - Consistency

Natural Adapted

Helene likes mobility and theabsence of routine does nottraumatize her. She feelscomfortable juggling differentprojects and is able to move fromone project to another fairly easily.

Helene sees her natural activity styleto be just what the environmentneeds. What you see is what you getfor activity level and consistency.Sometimes she would like the worldto slow down.

Procedures - Constraints

Natural Adapted

Helene is independent by nature andfeels comfortable in situations wherethe constraints are few and farbetween. She will follow rules aslong as she feels that the rules arehers. She has a tendency to rebelfrom rules set by others and wantsinput into any constraints.

Helene shows little discomfort whencomparing her basic (natural) style toher response to the environment(adapted) style. The difference is notsignificant and Helene sees little orno need to change her response tothe environment.

Adapted Style

100

90

80

70

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40

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0

D

35

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92

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34

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38

Natural Style

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D

43

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86

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12Helene Fernandez


Adapted StyleHelene sees her present work environment requiring her to exhibit the behavior listedon this page. If the following statements DO NOT sound job related, explore thereasons why she is adapting this behavior.

Coping with rapid changes in the work arena.

Making tactful decisions.

Meeting deadlines.

Positive, outgoing, friendly behavior.

Motivating people to take action by using persuasive skills.

Flexibility.

Obtaining results through people.

Exhibiting an active and creative sense of humor.

Questioning the status quo, and seeking more effective ways ofaccomplishment.

Participative decision making.

Contacting people using a variety of modes.

Maintaining an ever-changing, friendly, work environment.

Adapted Style

100

90

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0

D

35

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92

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34

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38

Natural Style

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D

43

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86

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45

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13Helene Fernandez


Keys to MotivatingThis section of the report was produced by analyzing Helene's wants. People aremotivated by the things they want; thus wants that are satisfied no longer motivate.Review each statement produced in this section with Helene and highlight those thatare present "wants."

Helene wants:

More time in the day.

Outside activities so there is never a dull moment.

Participation in meetings on future planning.

Freedom to talk and participate on the team.

Travel or changing work stations.

A support system to do the detail work.

Work assignments that provide opportunity for recognition.

A variety of work activities.

Public recognition of her ideas and results.

A friendly work environment.

Group activities outside the job.

Working conditions with freedom to move and to talk to people.

Adapted Style

100

90

80

70

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50

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10

0

D

35

I

92

S

34

C

38

Natural Style

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D

43

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14Helene Fernandez


Keys to ManagingIn this section are some needs which must be met in order for Helene to perform at anoptimum level. Some needs can be met by herself, while management must providefor others. It is difficult for a person to enter a motivational environment when thatperson's basic management needs have not been fulfilled. Review the list with Heleneand identify 3 or 4 statements that are most important to her. This allows Helene toparticipate in forming her own personal management plan.

Helene needs:

To maintain focus on results and not sacrifice productivity just to makeeveryone happy.

To focus conversations on work activities--less socializing.

Bottom-line measurement.

A rational approach to decision making--analyze the facts.

To relax and pace herself.

Recognition that limits and rules do exist, and why.

People to work and associate with.

To mask emotions when appropriate.

Support in doing excessive detail work.

Help on controlling time and setting priorities.

More control of body language.

To handle routine paperwork only once.

To be informed of things which affect her.

Adapted Style

100

90

80

70

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10

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D

35

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92

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34

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38

Natural Style

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15Helene Fernandez


Areas for ImprovementIn this area is a listing of possible limitations without regard to a specific job. Reviewwith Helene and cross out those limitations that do not apply. Highlight 1 to 3limitations that are hindering her performance and develop an action plan to eliminateor reduce this hindrance.

Helene has a tendency to:

Be inattentive to details--only attentive to results: "Don't ask how I did it,just if I succeeded."

Make decisions based on surface analysis.

Be unrealistic in appraising people--especially if the person is a "friend."

Be overly enthusiastic about her own shortcomings (weaknesses) and theshortcomings of others.

Overuse praise in motivating others.

Be optimistic regarding possible results of her projects or the potential ofher people.

Overestimate her ability to motivate people or change others' behavior.

Adapted Style

100

90

80

70

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D

35

I

92

S

34

C

38

Natural Style

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D

43

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86

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45

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28

16Helene Fernandez


Action Plan

Professional Development

1. I learned the following behaviors contribute positively to increasing my professionaleffectiveness: (list 1-3)

2. My report uncovered the following behaviors I need to modify or adjust to make me moreeffective in my career: (list 1-3)

3. When I make changes to these behaviors, they will have the following impact on my career:

4. I will make the following changes to my behavior, and I will implement them by ____________:

17Helene Fernandez


Action Plan

Personal Development

1. When reviewing my report for personal development, I learned the following key behaviorscontribute to reaching my goals and the quality of life I desire: (list 1-3)

2. The following behaviors were revealed, which show room for improvement to enhance thequality of my life: (list 1-3)

3. When I make changes to these behaviors, I will experience the following benefits in my qualityof life:

4. I will make the following changes to my behavior, and I will implement them by ____________:

18Helene Fernandez


Behavioral HierarchyThe Behavioral Hierarchy graph will display a ranking of your natural behavioral stylewithin a total of twelve (12) areas commonly encountered in the workplace. It will helpyou understand in which of these areas you will naturally be most effective.

1. Frequent Interaction with Others - Dealing with multipleinterruptions on a continual basis, always maintaining a friendlyinterface with others.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

9.0

6.2*

2. People Oriented - Spending a high percentage of time successfullyworking with a wide range of people from diverse backgrounds toachieve "win-win" outcomes.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.0

6.8*

3. Versatility - Bringing together a multitude of talents and awillingness to adapt the talents to changing assignments as required.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.0

5.3*

4. Frequent Change - Moving easily from task to task or being askedto leave several tasks unfinished and easily move on to the new taskwith little or no notice.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.0

5.2*

5. Customer Relations - A desire to convey your sincere interest inthem.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

6.5

6.6*

6. Urgency - Decisiveness, quick response and fast action.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.0

4.3*

7. Competitiveness - Tenacity, boldness, assertiveness and a "will towin" in all situations.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.0

4.7*

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

Adapted Style

100

90

80

70

60

50

40

30

20

10

0

D

35

I

92

S

34

C

38

Natural Style

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90

80

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50

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30

20

10

0

D

43

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19Helene Fernandez


Behavioral Hierarchy

8. Following Policy - Complying with the policy or if no policy,complying with the way it has been done.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.0

6.9*

9. Consistency - The ability to do the job the same way.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.8

6.5*

10. Follow Up and Follow Through - A need to be thorough.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

4.0

6.3*

11. Analysis of Data - Information is maintained accurately forrepeated examination as required.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

2.5

5.5*

12. Organized Workplace - Systems and procedures followed forsuccess.0. . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

2.0

5.2*

* 68% of the population falls within the shaded area.SIA: 35-92-34-38 (03) SIN: 43-86-45-28 (03)

Adapted Style

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D

35

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92

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34

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38

Natural Style

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43

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20Helene Fernandez


Style Insights®

Graphs12-24-2014

Adapted Style

Graph I

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35

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38%

Norm 2014 R4

Natural Style

Graph II

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28%

Norm 2014 R4

T: 9:15

21Helene Fernandez


The Success Insights®

Wheel

The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to the text youhave received about your behavioral style, the Wheel adds a visual representation that allows youto:

View your natural behavioral style (circle).

View your adapted behavioral style (star).

Note the degree you are adapting your behavior.

If you filled out the Work Environment Analysis, view the relationship of your behavior to yourjob.

Notice on the next page that your Natural style (circle) and your Adapted style (star) are plotted onthe Wheel. If they are plotted in different boxes, then you are adapting your behavior. The furtherthe two plotting points are from each other, the more you are adapting your behavior.

If you are part of a group or team who also took the behavioral assessment, it would beadvantageous to get together, using each person's Wheel, and make a master Wheel thatcontains each person's Natural and Adapted style. This allows you to quickly see where conflictcan occur. You will also be able to identify where communication, understanding andappreciation can be increased.

22Helene Fernandez


The Success Insights®

Wheel12-24-2014

D

IS

CCONDUCTO

R

PE

RS

UA

DE

R

PROM

OTER

RELATER

SUPPORTER

CO

OR

DIN

AT

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ANALYZER

IMPLEMENTOR 1

2

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45

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4142

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484950

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5859

60

Natural: (3) PROMOTER

Adapted: (3) PROMOTER

Norm 2014 R4

T: 9:15

23Helene Fernandez


DISC assessment Helene Fernandez

Documents

Transcript of DISC assessment Helene Fernandez