DISCstyles Assessment - aaatv.com · DISCStyles Assessment HRD Press, Inc. • Amherst •...

DISCStyles Assessment

HRD Press, Inc. • Amherst • Massachusetts

Copyright © 2006. Produced under license agreement to HRD Press, Inc.

All rights reserved. No part of this questionnaire may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of the publisher.

Published by: HRD Press, Inc. 22 Amherst Road Amherst, MA 01002 800-822-2801 (U.S. and Canada) 413-253-3488 413-253-3490 (fax) http://www.hrdpress.com

ISBN 0-87425-881-2

Production services by Anctil Virtual Office Cover design by Eileen Klockars

Table of Contents

Part I—The DISCStyles Assessment Introduction to the DISCStyles Assessment ............................................. 3 DISCStyles Assessment—Instructions ..................................................... 5 Style Graphs ............................................................................................ 7 The Combination Style Graph .................................................................. 9 Style Table ............................................................................................... 10

Part II—Interpretive and Developmental Material High D ...................................................................................................... 13 High I........................................................................................................ 14 High S ...................................................................................................... 15 High C ...................................................................................................... 16 High D–I (D Higher).................................................................................. 17 High D–I (Tied)......................................................................................... 18 High D–S.................................................................................................. 19 High D–C (Tied) ....................................................................................... 20 High I–D (I Higher) ................................................................................... 21 High I–S (I Higher).................................................................................... 22 High I–C ................................................................................................... 23 High S–I (S Higher) .................................................................................. 24 High S–C.................................................................................................. 25 High D–S–C ............................................................................................. 26 High I–S–C............................................................................................... 27 What is Behavioral Adaptability? .............................................................. 28 How to Identify Another Person’s Behavioral Profile................................. 29 Tension Among the Profiles ..................................................................... 32 Tension Among the Profiles Model........................................................... 33 Tension Among the Profiles Worksheet ................................................... 34 How to Modify Your Directness and Openness ........................................ 35 Action Plans With All Four Profiles . . . ..................................................... 36 The Dominant Profile................................................................................ 37 The Interactive Profile .............................................................................. 38 The Steady Profile.................................................................................... 39 The Cautious Profile................................................................................. 40

Part I—The DISCStyles Assessment

3

Introduction to the DISCStyles Assessment

Congratulations on your decision to use the DISCStyles Assessment. Completing the DISCStyles Assessment could be one of the most important relationship-building decisions you will ever make.

Many of us grew up firmly believing the wisdom of treating others the way you would like to be treated—the Golden Rule. We soon realized that another practical rule to live by seemed to be what we call The Platinum Rule™—”Treat others the way they want to be treated.”

Think about your interactions every day. Have you succeeded spectacularly with one person, only to hopelessly “bomb out” with another the next moment? We all have at one time or another and probably try to shrug it off thinking “That’s just the way it is.” However, things do not have to be that way. Nearly every contact with every person in all areas of your life can be a success—if you know how to make it happen.

With the DISCStyles Assessment, you have the tools to be successful. Your assessment will not only help you become a better you, it will help you behave more maturely and productively by teaching you how to focus on your goals instead of your fears. Then you can develop and use more of your natural strengths, while recognizing, improving upon, and modifying your limitations. This assessment does not deal with values or judgments. Instead, it concentrates on your natural tendencies that influence your behavior.

Behavioral Profiles Historical as well as contemporary research reveals 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 DISCStyles Assessment focuses on patterns of external, observable behaviors using scales of directness and openness that each profile exhibits (see below). Because we can see and hear these external behaviors, it becomes much easier to “read” people. This model is simple, practical, and easy to remember and use.

Profile Tendencies Dominant Tends to be direct and guarded Interactive Tends to be direct and open Steady Tends to be indirect and open Cautious Tends to be indirect and guarded

How to Use This Assessment Begin today. First, complete the assessment. If you are using DISCStyles in a group, wait for directions to begin from your facilitator. If you are self-administering DISCStyles, read the directions carefully before beginning.

Once you have completed the assessment, you will be ready to begin understanding your profile characteristics in many environments—at work, socially, under stress, etc.—and review strategies for increasing your personal effectiveness. Please note that there is no “best” profile. Each profile has its unique strengths and opportunities for continuing improvement and growth. Any behavioral descriptions mentioned in this assessment are only tendencies for your profile group and may or may not specifically apply to you personally.

4

Introduction to the DISCStyles Assessment (concluded)

Part II offers action plans for you and others who interact with you. We recommend that you share these action plans with others to greatly enhance each of those relationships.

Adaptability In addition to understanding your behavioral profile, the assessment will identify ways that you can apply your profile strengths or modify your profile weaknesses in order to meet the needs of a particular situation or relationship. This is called adaptability. Through your successful and less successful interactions with others, and your values, you may have already learned to modify and adapt some of your behavioral profile preferences. Social scientists call it “social intelligence.”

There has been a lot written lately on how your social intelligence is just as important as your Intelligence Quotient (IQ) in being successful in today’s world. In some cases, social intelligence is even more important than IQ.

It makes sense when you think about it. Often, when we do what comes naturally to us, we alienate others without realizing it because that same behavior may not be natural for them. It is essential that we become aware of our natural tendencies—and their natural preferences! Then we can defuse extreme behaviors before we sabotage ourselves. We do this by quickly identifying the individual needs of others based on the behavioral signals they will send to us, and then adapting our own behavior to make them feel comfortable. Your ideas do not change, but you can change the way you present those ideas. Moreover, the best part is people will teach you how to treat them if you know how to read the signals their behavioral profiles send you.

Adaptability is the key to building all successful relationships. Adaptable people realize there is a difference between their self (who they are) and their behavior (how they choose to act). They consciously decide whether and how to respond to a person, a situation, or an event. You can commit to learn to be more adaptable. When you understand each of the four profiles, how to recognize them in others, and how to adapt to them in key ways, you can have command of almost any interpersonal situation.

5

DISCStyles Assessment—Instructions

The DISCStyles Assessment is based on current 21st Century research and data. It provides you with the latest information on behavioral style preferences. These preferences are flexible and change over time. These preferences also change as our job responsibilities change, and even moment by moment as various demands are placed on our talent and expertise.

On the Answer Sheet, you’ll find 24 groups of words describing preferences. For each group of four words, choose the ONE word that MOST describes your preferences ON THE JOB and place an “X” in the box in the “Most” column.

Then, out of the remaining three words, choose the ONE word that LEAST describes your preferences ON THE JOB and place an “X” in the box in the “Least” column. Make sure you make two choices, “Most” and “Least,” for each of the 24 groups of words.

If you are using DISCStyles in a group, wait for directions to begin from your facilitator. If you are self-administering DISCStyles, go to your Answer Sheet and proceed with the assessment.

Coaching note: The more clearly you maintain a focus on a specific aspect of your behavioral preferences, the more specific your results will be. That is, if you are in sales, then on the Focus line, write “Sales,” or for other roles such as “Management” or “Support,” please indicate a descriptor of your role or title. Then, during the assessment if you are in a quandary about choices, please refer to your focus and respond accordingly.

7

Style Graphs

Work Style Graph Basic Style Graph

Place your “Most” scores from your Scoring Sheet here:

Place your “Least” scores from your Scoring Sheet here:

D I S C D I S C

Plot these scores on the Work Style Graph above.

Plot these scores on the Basic Style Graph above.

After plotting your scores, draw a line connecting your scores to complete your style profile. (See example at right.)

Optional: Turn to page 8 to complete your Combination Style.

8

Style Graphs (concluded)

Combination Style Graph

To complete your Combination Style Graph, subtract your “Least” scores from your “Most” scores for D-I-S-C and place each result in the appropriate box below.

D I S C

Plot these scores on the Combination Style Graph above, then draw a line to complete your style profile.

9

The Combination Style Graph

All DISC instruments are ipsitive designs, which means they are self-reporting instruments. As such, they are dependent upon the insight, integrity, and focus of the respondent.

The two-graph system provides information about potential preferences in behavioral style from two focus points. The Basic Style graph describes one’s preferences in their home-based “comfort zone”. The Work Style graph describes one’s preferences as they meet the demands of their job or external environment. The third graph simply averages the two primary graphs; as a result the Combination Style graph becomes of secondary importance. While some instruments emphasize this graph (which we believe is a mistake), others minimize it, and some don’t use it at all. It is offered herein as a choice-point for the end user.

For example, some members of a research team (including this one), may be low in “C” trait preferences in their Basic Style, but become “High C” in their Work Style in order to maintain top quality control. Since they are aware of this behavioral shift, it causes no stress for them.

When using the Combination graph to average the high and low “C” traits, the result is an intermediary “C” position. The description for the middle “C” position, if used as the primary description, is an inaccurate statement of the respondent’s traits or tendencies. The respondent is either a “Low C” in their Basic Style, or a “High C” in their Work Style, but seldom a “Middle C” as the Combination graph might indicate. Please be aware of this as you interpret your own information, and as you evaluate other DISC-based instruments.

10

Style Table

Review the profiles below. Choose the one that is closest to your own profile and turn to the appropriate page.

Part II—Interpretive and Developmental Material

13

High D

Basic Style Characteristics Loves challenges, competition, and difficult assignments Wants authority equal to his/her area of responsibility Sets high goals for him-/herself and others, and expects

both to meet those goals Excellent problem solver, and can think quickly on his/her

feet to solve a variety of issues Very direct, forthright, and straightforward in

communicating with others Works long hours in creating the best solutions possible,

and has expectations of others to do the same

Work Style Characteristics Speaks his/her mind, and may sometimes be blunt or

even sarcastic A strong self-starter who shows a high sense of urgency

to get things done . . . now Prefers a change-oriented environment for optimal

motivation May become bored when the pace slows or the challenge

has been conquered Likes to generate new ideas and have others work on the

details of the project

Primary Strengths Rapid problem solver A strong self-starter who doesn’t wait for things to happen Motivated to challenge him-/herself and others Brings innovative ideas and solutions Direct, bottom-line dealer

Ideal Job Culture Freedom from details and minutia Few, if any, controls or limitations on his/her authority Variety and fast pace in the environment Multi-threaded and multi-tasking operations and activities Wide sphere of influence and responsibility

Needs for Increased Effectiveness Needs to know the results that are expected of him/her

and also needs to be judged on the results, not on the methods used to achieve the results

An understanding of the empowerment boundaries will prevent overstepping his/her authority

Provide challenging assignments; high Ds thrive in that environment

May need to soften his/her approach a bit and “take it down a notch” so as not to be so blunt and critical at times

Appreciates an environment with bottom-line, straight-forward, direct communication

Wants for Long-Term Motivation Control over his/her own destiny and career path Authority equal to his/her responsibility Opportunity for advancement and career expansion Questions answered in brief and precise ways A change-oriented work culture Someone else whom he/she trusts to do the detailed work

and the follow-through People around him/her who are efficient in getting things

done and effective in working with people

Communication DOs (for others) Be specific about what’s needed to be done and who is

going to do it Get to the point quickly, and don’t ramble Be prepared to handle some objections When disagreeing, take issue with the methods or

procedures, not with the person When agreeing, support the ideas and potential results,

not the person

Communication DON’Ts (for others) Avoid trying to build friendships and personal

relationships Don’t be sloppy or disorganized Don’t confuse or distract him/her from the business issues

at hand Avoid making guarantees and assurances when there is a

risk in meeting them Don’t make decisions for him/her

Continuous Improvement Homework Can be a selective listener, hearing only what he/she

wants to hear May become verbally impatient when things don’t go as

expected Is sometimes blunt and critical, and forgets about

appropriate tact May take on too much because of liking to work in a

pressure situation Wants control, so hesitates to delegate tasks to others

To fine tune this page to your specific style, please check those two to three areas in each category that most apply to you. Share with others in your group or team also using this instrument.

Your notes:

14

High I

Basic Style Characteristics Very people-oriented: Likes people, and wants to be liked

in return Very good at promoting ideas and generating enthusiasm

in others Trusting in the ability of others on the team to carry out

their responsibilities and commitments Tends to be an easy person to be around, and won’t

deliberately antagonize others Tends to be optimistic and relies on that optimism to

engage and motivate others He/She tends to be very well networked and knows a

wide variety of people within the profession. This can be of enormous benefit to the team or organization as additional contacts become necessary

Work Style Characteristics Able to generate team involvement through friendly

conversation and gentle persuasion of team members in a one-on-one manner

Shows confidence in the ability to motivate and persuade others into the behaviors required for the desired outcome of the project

He/she shows the ability to speak to audiences and motivate others with poise, confidence, and excellent verbal skills

While he/she may tend toward surface analysis in some cases, he/she will also show very keen awareness of important details

Tends to be action-oriented and able to handle many projects simultaneously

Primary Strengths Excellent people skills Excellent verbal skills Able to generate enthusiasm in others Flexible problem solver An excellent team player Able to speak to small and large audiences with equal

poise and confidence

Ideal Job Culture Public recognition for accomplishments Freedom of speech and expression Activities with many opportunities for interaction

with people Freedom from many controls, detail, and paperwork Projects needing him/her to motivate and persuade

people

Needs for Increased Effectiveness A greater control over time management Clear and specific job descriptions and role

responsibilities Need to be more practical and less ideological A democratic environment in which he/she can work

and associate An environment where there is frequent communication

and contact with people

Wants for Long-Term Motivation Awards to confirm ability, skill, or achievements Freedom of speech and people to listen Supportive and encouraging work environment Assignments that allow for a variety of people contacts Acceptance as an important member of a group or team An environment largely free of hostility and conflict A system of support to assist with the details and follow-

through

Communication DOs (for others) Plan to talk about things that support his/her dreams

and goals Join in with some name-dropping, and talk positively

about people and their goals Put the details in writing, but don’t plan on discussing

them too much Ask for his/her input regarding people and specific

assignments Offer input on how to make the ideas become reality

Communication DON’Ts (for others) Don’t legislate Don’t be curt, cold, or tight-lipped Avoid getting bogged down in facts, figures, or

abstractions Avoid being impersonal or judgmental Avoid being overly task-oriented Don’t talk down to him/her Don’t stick too rigidly to the agenda

Continuous Improvement Homework May trust people a bit too much, and may get burned in

the process Could use help in time management skills May be overly optimistic in ability to persuade or manage

others May be a selective listener, hearing only what he/she

wants to hear May be more interested in being liked by others than in

making concrete things happen


Your notes:

15

High S

Basic Style Characteristics Shows extremely high levels of patience in working with

others Tends to be friendly and easygoing without being an

extremist As a leader or member of a project team, he/she may

show a deliberate, dispassionate, and serious approach to solving problems

Probably wouldn’t consider him-/herself a high risk taker or immediate innovator

Respects operating protocol as it is: “If it isn’t broken, don’t try to fix it”

Shows a high degree of internal loyalty to people, projects, and ideals, and as a result, is able to model the professional stability necessary to grow within an organization

Work Style Characteristics Known by others to have a “long fuse” and is not easily

angered while on the job, although they may take some of the anger and vent it at home

Tends to prefer to socialize with a rather small group of associates and build deeper relationships than have shallow relationships with a wide number of people

Known to say “yes” more than “no” when asked to help out with a colleague’s project or problem

Known as one who prefers maintaining the status quo at a high level of quality control rather than making changes just for the sake of change

Tends to resist the impulses toward fad solutions, and prefers to establish their own processes instead

Primary Strengths Willing to work hard for a mission, cause, project, or

purpose Builds good team relationships without being an extremist Excellent listening style Can be depended upon to do what he/she says he/she

will do People oriented in a stable and sincere way

Ideal Job Culture A secure work situation, in exchange for the loyalty and

work-ethic demonstrated Established practices, procedures, and protocols A work environment that sincerely cares for the

people in it Clear areas of responsibility with minimal ambiguities Specific lines of authority and reporting structure

Needs for Increased Effectiveness Sufficient time to consider alternatives prior to making

changes Options for increasing efficiency of certain methods or

procedures Reassurance for taking appropriate and calculated risks Competent and able associates with whom to work An environment with minimal sudden changes and crises

Wants for Long-Term Motivation A moderate to greater level of security in the environment Established procedures on which a base of successful

processes can be built An environment with minimal interpersonal conflict and

hostility Sincerity from peers and colleagues Appreciation for the competence and work ethic

demonstrated over the long haul

Communication DOs (for others) Break the ice with a brief personal comment Show sincere interest in him/her as a person Be candid, open, and patient Present your ideas and opinions in a non-

threatening way Be certain that individual responsibilities are

clear, and there are no ambiguities

Communication DON’Ts (for others) If you disagree, don’t let it reflect on him/her personally,

and don’t let it affect the relationship Don’t rush into business or the agenda; provide some

time to break the ice Don’t be vague or ambiguous Don’t threaten with position or power Don’t manipulate or bully him/her in agreeing

Continuous Improvement Homework May hold too much to past tradition in procedures and

processes When sudden change is suggested, may become

indecisive when pressured May take some criticism personally, even though it was

directed at a work process May need help in prioritizing: Under pressure, all items

may be ranked as most important May hold back and wait for others to initiate an idea or

process


Your notes:

16

High C

Basic Style Characteristics Very high degree of quality control awareness Very well-prepared for meetings and appointments: Does

his/her homework Places importance on having accurate data on which to

make decisions Prefers order over chaos, and will work to create and

preserve order Highly aware of the dangers of making mistakes through

hasty decisions

Work Style Characteristics Completes projects with a high degree of precision and

accuracy Sets an example for others in being systematic and

logical in developing procedures Emotions are cool, calm, collected, and controlled Tends to be conventional and a bit cautious about sudden

decisions that impact quality or policy Demonstrates excellent critical-thinking ability

Primary Strengths High degree of quality-control orientation Remains objective in emotive situations Technically skilled and proficient in his/her area of

specialty Excellent time management skills and deadline

conscious High degree of accuracy in project details

Ideal Job Culture Security in the work setting to maintain high quality control

standards Time to reflect and think about pros and cons to solutions Complete information, details, and examples with no gaps

or surprises Freedom from intense pressured decisions Complete explanations of areas of responsibility and

control

Needs for Increased Effectiveness Less time to be spent on details, and more attention to

the big picture Greater participation in team efforts and activities Increased authority to delegate routine tasks and

procedures Increased urgency in making decisions A wider scope of perspective and operations Sufficient time for effective planning

Wants for Long-Term Motivation Security in knowing that the products and services are of

highest quality Standard operating procedures that can support a quality

initiative without being changed dramatically Quality control standards that are adhered to by all

members of the organization, not just by a few people Tasks completed the “right” way the first time so that

errors don’t have to be corrected later To be included as a part of the work group in social

functions

Communication DOs (for others) Prepare your case in advance; don’t “wing-it” using

charm alone Use a thoughtful and logical approach to discussing

ideas and options Take your time: Be precise and thorough Keep on task with the business agenda Provide logical and practical evidence

Communication DON’Ts (for others) Don’t be disorganized or sloppy Don’t be casual, informal, or loud Don’t rush the issues or the decision-making process Don’t be vague about what’s expected of either of you Don’t fail to follow through: If you say you’re going to do

something, do it

Continuous Improvement Homework May be extremely cautious about decision making as to

avoid acting without firm precedent May be so quiet in a team meeting that others may

question what his/her opinion really is May be overly defensive about his/her position, especially

when faced with change or threats May avoid taking responsibility for problems that

might occur May get overly bogged down in details, especially as a

safety blanket when the climate becomes pressured


Your notes:

17

High D–I (D Higher)

Basic Style Characteristics May be seen by some as aggressive and determined to

meet or exceed goals or expectations Certainly known to others as a self-starter A hard-driver, even in the face of opposition Wants to achieve tangible, measurable, real-time results Able to see the big picture and communicate it clearly

to others Brings a very high sense of urgency to projects and tasks:

Gets things done . . . now

Work Style Characteristics Has a high expectation for others to keep up and maintain

a rapid pace Motivated to be a very active agent in all he/she does Able to grab a project, even in mid-stream, take charge of

it, and work hard to make it a success Seems to thrive in, and motivated to seek, positions of

power, authority, and responsibility Fueled by ego and optimism, he/she may be seen as a

bold risk taker

Primary Strengths Thrives in competitive situations Approaches challenges in a forceful, direct, and bottom-

line manner Has the ability to be both firm and friendly as the situation

demands Ready to take the credit or the blame for the results Strong ability to motivate and manage others through

optimistic attitude and firm delegation of tasks

Ideal Job Culture Challenges to solve new problems A climate that supports innovative ideas for success in

the future Freedom from details An environment with a high degree of people contacts

and problems to solve Opportunity to see immediate results

Needs for Increased Effectiveness To become more aware of his/her impact and approach

toward others in the organization To become more sensitive to the climate of the situation,

and adjust intensity accordingly To not overreact to things as frequently An organization that practices participatory leadership A team of competent people who understand times of

high urgency requirements

Wants for Long-Term Motivation Authority equal to the responsibility he/she is given in

his/her role An environment with new problems to solve and new

goals to achieve An environment with little or no routine work A forum in which to offer his ideas and solutions An environment that provides rapid advancement to

positions of higher responsibility

Communication DOs (for others) Be specific about what’s needed to be done, and who

is going to do it Be prepared to handle some objections Ask “what” oriented questions that close the issue

or topics When disagreeing, take issue with the methods or

procedures, not with the person Plan to talk about things that support his/her dreams

and goals

Communication DON’Ts (for others) Don’t forget or lose things necessary for the meeting or

project Avoid leaving loopholes or vague issues hanging in

the air Avoid asking rhetorical questions or useless ones Don’t make decisions for him/her When disagreeing, don’t let it reflect on him/her

personally

Continuous Improvement Homework May act too impulsively at times: A combination of the ego

and optimism May be so focused on the big picture as to ignore some

important details Could get more accomplished through people by using a

greater amount of patience with individuals and teams Rather than emphasizing the positive, may sometimes be

too fault-finding with teams and results While directing team projects, may tend to avoid direct

participation with others in the project


Your notes:

18

High D–I (Tied)

Basic Style Characteristics Very strong verbal and persuasive skills Able to think quickly on his/her feet Able to combine both direction of others and persuasion

of others into a powerful skill of inspiring others to reach their maximum potential

Able to direct the actions of others using both a charming influence and a firm delegation of tasks and responsibilities

High sense of urgency to get things done

Work Style Characteristics Likes to maintain control over the project or systems

activities Projects emotional strength and a leadership power in

working with others Tends to be a confident and independent person who is a

self-starter and has a strong competitive edge On the job, will react, adjust, and modify his/her behavior

in a variety of situations Pace of personal operations is faster than many people,

and may be a primary example of “multi-tasking”

Primary Strengths Excellent at initiating activity and direction for the team or

organization Demands high performance of him-/herself and others on

the team Able to set high goals, then works hard with people to

achieve those goals Able to use discipline in an appropriate manner to achieve

a win-win situation A very active agent in all that he/she does

Ideal Job Culture A workplace that provides freedom from many details and

heavy supervision Challenging assignments High stakes opportunity for success An arena where he/she can verbalize his ideas and

opinions An evaluation system based on the results achieved, not

the process used to achieve the results An environment that rewards innovation

Needs for Increased Effectiveness The work environment should have variety, many

activities, and an occasional surprise situation Opportunities for involvement with a wide variety of

people both internal and external to the organization Freedom to express his/her own ideas, initiatives, and

creativity Needs to be aware of where his/her authority begins

and ends Freedom from repetitive tasks, routine, or details, or

provide support personnel to complete these operations

Wants for Long-Term Motivation Authority equal to the responsibility he/she is given As much independence and autonomy as possible A leadership position to channel energy and direction

toward success Accomplishments that can be seen quickly and

measurably Direct answers to questions Flexible job culture

Communication DOs (for others) Stay on track and talk about the issue at hand Be clear in your explanations Be efficient: Hit the major points first When disagreeing, take issue with the methods or

procedures, not with the person When agreeing, support the ideas and potential results,

not the person

Communication DON’Ts (for others) Avoid rambling discussion and wasting his/her time Don’t confuse or distract him/her from the business issues

at hand Avoid leaving loopholes or vague issues hanging in

the air Avoid making guarantees and assurances when there is a

risk in meeting them Don’t come in with a ready-made decision, unless you are

ready to accept changes

Continuous Improvement Homework May sometimes overuse the “ends justify the means”

adage May be a selective listener, hearing only what he/she

wants to hear at times Could increase sensitivity to others and increase the

sincerity-factor a bit Could be a bit more willing to share talents to help others

grow in their own learning and professional development May sometimes intimidate others with power, position, or

politics


Your notes:

19

High D–S

Basic Style Characteristics Is hard working and industrious Judges others by his/her ability to achieve bottom-line,

concrete results Leads others by showing accountability for his/her

own work Desires to blend group goals into personal goals for

optimal success Finds success in hard work and action, rather than in

generating enthusiasm in others to do the same

Work Style Characteristics Becoming involved in satisfying and productive working

relationships Working easily with those who notice and appreciate

his/her attention to detail May check on the progress of others’ part of the project

to be certain that they are meeting their responsibilities May withdraw from group activities periodically for self-

reflection Uses facts and details more than emotions in decision

making

Primary Strengths Sets goals for him-/herself, even if no goals are made

explicit Is self-directed and has a sense of accountability Ability to find inefficiencies and overlapping efforts on

a system or project Values integrity in him-/herself and others Looks for better ways to solve complex problems Takes a sense of pride in being ready for anything

Ideal Job Culture Likes to be able to set his/her own pace and maintain that

pace Prefers freedom from close, continuous supervision Likes to develop a systematic approach to a project, with

clear tasks for all May at times enjoy working more with things than with

people Enjoys a continuous, seamless effort, with few snags and

surprises

Needs for Increased Effectiveness To negotiate commitment on a one-to-one basis To know the results expected on a project Challenging assignments with problems to solve To understand teamwork, and the roles of others on

the team An occasional shock to maintain attention level on the

projects

Wants for Long-Term Motivation Appreciates rewards and sincere reinforcements as they

amplify self-esteem Provide opportunities for him/her to help solve problems

that baffle others on the team Recognize his/her responsible performance and follow-

through on professional tasks and obligations Responsibility and authority to achieve results Freedom from controls, supervision, and details

Communication DOs (for others) Take issue with the facts, not the person if you disagree Support the results, not the person, if you agree Provide details of the problem or issue in writing Begin, however briefly, with a personal comment or an

icebreaker Be clear, specific, brief, and to the point

Communication DON’Ts (for others) Don’t be disorganized Don’t leave things open for interpretation Don’t pretend to be an expert if you are not Don’t let disagreement reflect on him/her personally Don’t ramble on or waste his/her time

Continuous Improvement Homework May need to reduce “either/or” thinking, and realize that

“both/and” solutions are possible Reduce use of ultimatums when things aren’t going

his/her way May need to increase ability to make compromises with

others on the team Be certain that future tasks are clear and that optional

approaches are established Under pressure he/she may be more likely to be one who

does rather than one who delegates


Your notes:

20

High D–C (Tied)

Basic Style Characteristics A drive toward aggression and assertiveness is softened

a bit by an internal sensitivity Brings a future-oriented awareness to problems and

solutions Enjoys developing unusual responses or new ideas or

solutions to existing problems Handles assertive and aggressive people with a manner

of blunt or critical response Shows dominance in many new situations and an ability

to quickly analyze the facts

Work Style Characteristics Motivated toward a freedom and flexibility to investigate

and reexamine results and conclusions Wants authority equal to his/her responsibility Persuades others by being a pace-setter in finding

solutions to problems Makes day-to-day operations decisions very quickly and

easily; puts substantially more time, effort, and caution into larger decisions

On the job, enjoys developing unusual responses or new ideas or solutions to existing problems

Primary Strengths Strong agent of change Able to make decisions with the bottom-line in mind Maintains a strong business focus on problems, ideas,

and solutions A very creative thinker and innovator Brings a sense of rapid solutions and high quality control

to the organization

Ideal Job Culture Power and authority to make decisions and create change Direct but detailed answers to questions Opportunity for advancement to positions allowing for

creativity Specialized and challenging assignments An environment that allows for one to work alone and to

think things through

Needs for Increased Effectiveness May need help in reaching closure on decisions or

projects, but may view offers to help as being intrusive Needs to be able to trust others on the team for their

competence and high standards Others on the team should be ready for changes, even

in mid-project Needs an area where he/she can work uninterrupted

when necessary Could win over more team members with a bit more

warmth and sincere concern about them as people

Wants for Long-Term Motivation Authority equal to the responsibility he/she has

been given To see immediate results for the high quality effort

provided on any project Direct, factual answers to questions, supported by

accurate data Time to react to sudden changes and to analyze the

impact it has on overall quality Efficient methods to get things done in less time, but

not sacrificing quality

Communication DOs (for others) Three rules: Be brief, be bright, and be gone Be specific about what’s needed to be done, and who is

going to do it Stick to business matters only Present your items in a logical way Offer specific evidence about the probability of success

or effectiveness of some of the options


relationships Don’t be sloppy or disorganized Avoid leaving loopholes or vague issues unresolved Avoid wild speculations without factual support Avoid making guarantees and assurances when there

is a risk in meeting them

Continuous Improvement Homework May overuse bluntness, critical comments, and attitude of

aloofness May work in a rapid burst for a while, followed by periods

of quiet reflection Has a high need for perfection, and may not show

satisfaction until it is reached May like to work under pressure and put others under

pressure, even if it’s not their preference May sulk or withdraw if not given attention for ideas

brought to the table


Your notes:

21

High I–D (I Higher)

Basic Style Characteristics A high trust level in working with others Evaluates others by their ability to express themselves

verbally and fluently Persuades others by his/her personal and friendly

approach Appreciates others who show a high degree of flexibility

and spontaneity Excellent at working with people and getting things done

through mutual cooperation

Work Style Characteristics Motivated to bring a high sense of enthusiasm to projects

and ideas Wants to be seen as able to influence others by his/her

enthusiasm and openness to alternatives When pressured on the job, may become more

persuadable and less firm in opinions May fear limitations or restrictions on his/her flexibility or

spontaneity Can move the team or organization toward his/her own

goals with great skill

Primary Strengths Potential to be an engaging presenter Thinks quickly on his/her feet Handles objections, questions, and pressure with poise

and confidence Able to delegate responsibility to others in an enthusiastic

and personable way A high sense of urgency to get things done . . . now

Ideal Job Culture Authority equal to his/her responsibility Ability to see rapid results from his/her efforts Opportunities to learn, grow, and advance rapidly New and varied activities; a change-oriented workplace

culture Freedom from controls, details, and minutia Challenging assignments

Needs for Increased Effectiveness Needs opportunities for involvement with a wide scope

of people Provide some independence and flexibility in work

projects, activities, and schedules A support system to handle some of the details and

minutia An environment where he/she can talk about projects and

issues openly with peers and managers A greater control over time management

Wants for Long-Term Motivation Recognition for his/her contributions to the success

of a project The organization to use his/her skills to lead, persuade,

and delegate responsibility Opportunity to learn, grow, and advance at a rapid pace Social recognition of leadership or communication ability Power, authority, and control to make decisions to

achieve successful results

Communication DOs (for others) Be clear in your explanations Provide options for him/her to express their opinions

and make some of the decisions Offer specific evidence about the probability of success

or effectiveness of some of the options Plan to talk about things that support his/her dreams

and goals Plan some extra time in your schedule for talking, relating,

and socializing

Communication DON’Ts (for others) Don’t be curt, cold, or tight-lipped Avoid getting bogged down in facts, figures, or

abstractions Avoid being overly task-oriented Don’t “dream” too much with him/her or you’ll lose time Avoid making guarantees and assurances when there

is a risk in meeting them Don’t make decisions for him/her

Continuous Improvement Homework May sometimes overuse the enthusiastic attitude to the

point of becoming obtrusive May oversell his/her own ideas at times May sometimes be a selective listener, hearing only what

he/she wants to hear May be somewhat disorganized behind the scenes, but

the public presence will maintain an orderly image May sometimes act impulsively, emotions over facts


Your notes:

22

High I–S (I Higher)

Basic Style Characteristics Excellent, empathic listening style Socially poised without being an extremist Excellent team player because of the high optimism and

the ability to defer ego to others who may prefer more attention or control of the situation

High degree of persistence in working on projects, especially over the long haul

Excellent coach or counselor with others on the team

Work Style Characteristics Is known for being sensitive to the needs of others on

the team Able to get along with a wide variety of others Tends to be unselfish, ready to assist others Persuades others not with hype, but rather with warmth,

sincerity, and understanding Listens carefully to alternatives before making a judgment

Primary Strengths Works hard for the team objectives and goals Able to build positive relationships with internal and

external stakeholders Excellent listening style, a model for others to observe

and follow Demonstrates a high degree of patience in working with

others Brings a high “sincerity-factor” to the team climate

Ideal Job Culture Favorable working climate with positive attitudes and

optimistic spirit A job culture where there is little hostility, confrontation,

or anger A balance between some stable, predictable work

activities and some variety and change on a regular basis Freedom to circulate among other stakeholders Clear responsibility and lines of authority to avoid

confusion or overlapping initiatives

Needs for Increased Effectiveness Is most participatory and productive in a favorable

climate, absent of high pressure or chaos May need some coaching in setting more realistic and

ambitious deadlines for team projects Is competent to work with on the team May need to direct people-contacts more toward work

tasks, and less on chatting and socializing May need to be kept in the information-loop regarding

projects and initiatives within the organization

Wants for Long-Term Motivation A favorable working environment and a team-oriented

climate The ability to relate to people in a positive and supportive

manner A supervisor, manager, or board who practices a

democratic leadership process Acceptance as a positive and supportive member of the

organization and team Systems of support or utilities to reduce amount of time

spent on detail work


and goals Put the details in writing, but don’t plan on discussing

them too much Be certain to conclude the communication with some

modes of action and specific next-steps for all involved Ask for his/her input regarding people and specific

assignments Be certain to emphasize next action-steps

Communication DON’Ts (for others) Don’t legislate or issue edicts Don’t leave decisions unresolved; be certain all decision-

points have reached closure and action-plans are the result

Don’t “dream” too much with him/her or you’ll lose time Don’t stick too rigidly to the agenda If you disagree, don’t let it reflect on him/her personally,

and don’t let it affect the relationship

Continuous Improvement Homework May be overly tolerant with individuals who are

unproductive for the team’s efforts May be rather indirect in providing instructions, not

wanting to impose his/her will on others May need some coaching in time management tools and

in setting deadlines that are more ambitious May have some difficulty in quick decision making

because of need to consider the people-side of all issues


Your notes:

23

High I–C

Basic Style Characteristics Shows the ability to handle both the people-side and the

detail-side of a project with equal skill and confidence Able to help initiate complex processes and activity May overuse the power of his/her position or detail

orientation to get his/her way May become somewhat impatient or aggressive when

under pressure Has ability to take the seed of an idea and make it

develop into a successful solution

Work Style Characteristics Motivated to accomplish complex tasks by working

enthusiastically with people May fear losing on a project or proposal On the job he/she brings a high optimism and desire

to win Maintains high quality control standards while also being

sensitive to the needs of others on the team Has the ability to carry out detailed action plans and

verbalize the steps in an articulate manner

Primary Strengths The ability to handle both people and details with equal

skill and confidence An active agent with a moderately high sense of urgency

to get things done Brings a sense of genuine enthusiasm to the team and

organization Uses tact in directing projects or assignments An optimistic team player

Ideal Job Culture Public recognition for accomplishments Freedom of speech and expression Activities with many opportunities for interaction with

people A democratic supervisor and work environment Projects needing him/her to motivate and persuade

people

Needs for Increased Effectiveness Clear and specific job descriptions and role

responsibilities An environment where there is frequent communication

and contact with people To have confidence in the project, product, goals, and

leadership Friendly, active people to associate with Sufficient time for effective planning

Wants for Long-Term Motivation Security in knowing that the products and services are of

highest quality Procedures that can support a quality initiative and have

the flexibility to be changed when necessary Complete explanations of systems and processes that

impact his/her work environment Social recognition for success on a project or achieving

a goal A democratic environment with a free exchange of ideas

Communication DOs (for others) Plan some extra time in your schedule for talking, relating,

and socializing Be certain to conclude the communication with some

modes of action and specific next-steps for all involved Ask for his/her input regarding people and specific

assignments Do your homework, because they will have already done

their share of it Be certain that the information you have is credible

Communication DON’Ts (for others) Don’t be curt, cold, or tight-lipped Avoid being impersonal or judgmental Don’t be dogmatic Don’t rush the issues or the decision-making process until

you have buy-in Don’t fail to follow through; if you say you’re going to do

something, do it Don’t be unrealistic with deadlines

Continuous Improvement Homework The high enthusiasm may be seen by some as shallow or

self-absorbed May tend to promise a bit more than they can deliver, then

enlist the help of others to help deliver it May tend to oversell his/her ideas May be overly optimistic in judging the ability of others May withdraw ideas or position in order not to make

waves or create controversy


Your notes:

24

High S–I (S Higher)

Basic Style Characteristics Able to appropriately handle both the human side and the

task side of many projects and situations Shows sincere interest in both internal and external

stakeholders on a project Excellent team player and supportive of team efforts Excellent listening style; known by others as an active and

interested listener Will not show hostility toward others, even if it is present—

no good can come from creating hostility or dissention

Work Style Characteristics Tends to be empathic, showing a high “sincerity-factor” in

the things he/she says and does Motivated to be a team player and supportive of team

efforts Very inclusive of others on the team—no one feels

left out An ability to get along with a wide variety of other people Ready, willing, and able to help others become more

effective and successful

Primary Strengths Very supportive of team efforts Excellent team player High degree of service-orientation Able to show empathy to others on the team, especially

when under pressure Brings enthusiasm and optimism to team projects

Ideal Job Culture Public recognition for accomplishments Freedom of speech and expression Activities with many opportunities for interaction with

people Building a network of people and contacts with groups Variety in the work tasks and multiple projects

Needs for Increased Effectiveness A greater control over time management Clear and specific job descriptions and role

responsibilities More objectivity and less emotional connection to decision

making An environment where there is frequent communication

and contact with people An increased sense of urgency to get things

done . . . now

Wants for Long-Term Motivation A moderate to greater level of security in the environment Established procedures on which a base of successful

processes can be built Sincerity from peers and colleagues Sufficient time to adjust to change so as not to disrupt

systems and processes Projects and challenges of a specialized nature to

demonstrate skills and competence


and goals Be candid, open, and patient Be certain to emphasize next action-steps Use his/her own words to direct you back to the topic or

issue at hand Find some areas of common interest and involvement

Communication DON’Ts (for others) Avoid getting bogged down in facts, figures, or

abstractions Avoid being impersonal or judgmental Don’t stick too rigidly to the agenda Don’t manipulate or bully him/her into agreeing Don’t rush into business or the agenda; provide some

time to break the ice

Continuous Improvement Homework May prefer to maintain silence in a negative situation than

to work in a pro-active way to create changes May tend to overuse a kind and easy-going style, even

when asked to take a firm stand on an issue Could be more self-assertive at times; provide specific

input without hedging or softening position Needs to learn to say “no” more often to both on- and off-

the-job requests for help Could use help in time management skills


Your notes:

25

High S–C

Basic Style Characteristics High degree of self-discipline Makes decisions through logic, not emotion Has a high need to see projects reach completion

and closure, and will work hard to ensure success along the way

High degree of tenacity and follow-through in complex and detailed process activity

May tend to be most productive when working alone and undisturbed

Work Style Characteristics Persuades others on the team through perseverance and

determination to get the project completed Shows excellent emotional control on the job, even during

tense situations Possesses a sometimes hidden sense of urgency that is

not readily visible to some on the team Provides a long, hard, tireless work ethic to solving

complex problems On the job, persuades others with patience and

persistence rather than emotion and sales

Primary Strengths Brings a high degree of objectivity to the organization’s

systems and projects High degree of follow-through, and completeness of

thought and action Patient in working with others Excellent in working on technical problems and processes

involving many facets Provides excellent support and expertise to challenging

problems and assignments

Ideal Job Culture Prefers a direct, detailed approach to what needs to be

done on a project Prefers to sometimes work alone on the project and to

solicit help only when needed A job culture where his/her critical thinking skills can be

maximized A culture that respects data and logic in problem solving Freedom from constraints, direct supervision, and process

bottlenecks

Needs for Increased Effectiveness A supportive team that is tolerant of the occasional blunt

or critical remarks Provide an environment where there is little interruption

from others Freedom from changing time schedules and a fluctuating

sense of urgency Freedom from carrying responsibility for the quality control

of other stakeholders A management and leadership environment that

encourages creative and calculated risk taking

Wants for Long-Term Motivation Provide up-to-date facts and figures for analysis and

critical thinking As few barriers, bottlenecks, and snags in systems as

possible Clear lines of communication and responsibility A reduction in the amount of unnecessary change,

and sufficient time to modify procedures when change does occur

Ability to take calculated risks in developing new solutions, processes, or utilities

Communication DOs (for others) Stay on track and talk about the issue at hand Motivate and persuade him/her by referring to objectives

and expected results Use a thoughtful and logical approach to discussing

ideas and options Find some areas of common interest and involvement Be candid, open, and patient


relationships Don’t forget or lose things necessary for the meeting

or project Avoid leaving loopholes or vague issues unresolved Avoid wild speculations without factual support Avoid making guarantees and assurances when there

is a risk in meeting them

Continuous Improvement Homework May become rather stubborn once their mind is made up

on a decision or procedure Could gain more buy-in from others on the team by

warming up and showing a bit more empathy May show strong criticism and even sarcasm when others

don’t measure up to his/her standards May become verbally impatient when things don’t go as

expected When sudden change is suggested, may become

indecisive when pressured


Your notes:

26

High D–S–C

Basic Style Characteristics High degree of self-discipline High degree of tenacity and follow-through in complex and

detailed process activity Persuades others on the team through perseverance and

determination to get the project completed Provides a very realistic position and approach to projects

and ideas Shows excellent emotional control, even during tense

situations

Work Style Characteristics Makes job-related decisions through logic, not emotion May tend to be most productive when working alone and

undisturbed On the job, persuades others with patience and

persistence rather than emotion and sales Able to demonstrate patience in working with people, but

also maintains a bit of an emotional distance from others on the team

Provides a long, hard, tireless work ethic to solving complex problems

Primary Strengths Brings a high degree of objectivity to the organization’s

systems and projects High degree of follow-through, and completeness of

thought and action Patient in working with others Excellent in working on technical problems and processes

involving many facets Provides excellent support and expertise to challenging

problems and assignments

Ideal Job Culture Prefers a direct, detailed approach to what needs to be

done on a project Prefers to sometimes work alone on projects and to solicit

help only when needed A job culture where his/her critical-thinking skills can be

maximized A small team where there is a climate of trust, respect,

and equally high attention to quality control and detail by all members of the team

Freedom from constraints, direct supervision, and process bottlenecks

Needs for Increased Effectiveness A supportive team that is tolerant of the occasional blunt

or critical remarks Provide an environment where there is little interruption

from others Freedom from carrying responsibility for the quality control

of other stakeholders Freedom from changing time schedules and a fluctuating

sense of urgency A management and leadership environment that

encourages creative and calculated risk taking

Wants for Long-Term Motivation Provide up-to-date facts and figures for analysis and

critical thinking Established and efficient procedures for accomplishing

projects of a detailed and complex nature As few barriers, bottlenecks, and snags in systems as

possible Clear lines of communication and responsibility Ability to take calculated risks in developing new

solutions, processes, or utilities

Communication DOs (for others) Be specific about what’s needed to be done

and who is going to do it Stick to business matters only Present your items in a logical way Be prepared to handle some objections Present your ideas and opinions in a non-

threatening way


relationships Don’t be sloppy or disorganized Avoid asking rhetorical questions or useless ones Avoid wild speculations without factual support Avoid making guarantees and assurances when there is a

risk in meeting them

Continuous Improvement Homework Could use more people-skills in motivating and

managing others Could gain more buy-in from others on the team by

warming up and showing a bit more empathy Could project a bit more enthusiasm at times; this will help

to build team spirit and morale May show strong criticism and even sarcasm when

others don’t measure up to his/her standards Can be a selective listener, hearing only what he/she

wants to hear


Your notes:

27

High I–S–C

Basic Style Characteristics Demonstrates a high degree of competence in his/her

area of expertise Has the ability to self-manage much of his/her own

organizational activity and workload Will be verbal with others if workload or areas

of responsibility need partial delegation to other professionals on the team

Has a large knowledge-base and a continuing appetite to learn more

Tends to be rather friendly and easy-going in interacting with others

Work Style Characteristics He/she will desire to become the best they can or an

expert in a specific area In the work environment, he/she is verbal and articulate

about many different topics and issues Places high expectations on him-/herself and others, and

is able to help coach others into a stronger quality orientation

Tends to be optimistic and demonstrate high personal standards and set high goals for him-/herself

Primary Strengths Able to provide strengths in both the people side and the

technical side of projects and operations Very good at developing new procedures, processes, and

systems, and communicating with other stakeholders Very proficient in his/her area of expertise Excellent at motivating others toward the team goals Solves problems with people in mind

Ideal Job Culture Public recognition for accomplishments A democratic supervisor and work environment A non-hostile working environment An environment where they can work with people with

whom they have developed trust, rapport, and credibility Standard, accepted operating procedures that support

sometimes complex processes

Needs for Increased Effectiveness Clear and specific job descriptions and role

responsibilities Greater emphasis on tasks, organizational work,

business, or profits Needs to feel valued as a team member in order

to work at top effectiveness An increased sense of urgency to get things

done . . . now Needs to have confidence in the project, product, goals,

and leadership

Wants for Long-Term Motivation Social recognition for success on a project or achieving

a goal Wants to work with a team of people with whom he/she

can show his/her high trust level A democratic environment with a free exchange of ideas A strong, visible group or organization with which to

identify Appreciation for the competence and work ethic

demonstrated over the long haul

Communication DOs (for others) Join in with some name-dropping and talk positively

about people and their goals Be certain to emphasize next action-steps Ask for his/her input regarding people and specific

assignments Be candid, open, and patient Outline individual tasks and responsibilities in writing

Communication DON’Ts (for others) If you disagree, don’t let it reflect on him/her personally,

and don’t let it affect the relationship Don’t leave things up in the air, or to work out by chance Don’t use someone else’s opinions as evidence Don’t be unrealistic with deadlines Don’t rush into business or the agenda; provide some

time to break the ice

Continuous Improvement Homework When under pressure, may become overly sensitive to

criticism May become verbally aggressive when the climate

becomes unfavorable May sometimes show unreasonable expectations of

the capability or capacity of others on the team May trust people a bit too much, and may get “burned”

in the process May be overly optimistic in ability to persuade or

manage others


Your notes:

28

What is Behavioral Adaptability?

Adaptability is your willingness and ability to adjust your approach or strategy based on the particular needs of the situation or relationship at a particular time. It’s something applied more to yourself (your patterns, attitudes and habits) than to others.

No one profile is naturally more adaptable than another. For any situation, the strategic adjustments that each profile needs to make will vary. The decision to employ specific adaptability techniques is made on a case-by-case basis: you can choose to be adaptable with one person, and not so with others. You can even choose to be quite adaptable with one person today and less adaptable with that same individual tomorrow. Adaptability concerns the way you manage your own behaviors.

You practice adaptability each time you slow down for a C or S Profile; or when you move a bit faster for the D or I Profiles. It occurs when the D or C Profiles take the time to build the relationship with an S or I Profile, or when the I or S Profiles focus on facts or get right to the point with D or C Profiles. It means adjusting your own behavior to make other people feel more at ease with you and the situation.

Adaptability does not mean “imitation” of the other person’s profile. It does mean adjusting your openness, directness, pace, and priority in the direction of the other person’s preference, while maintaining your own identity.

Adaptability is important to all successful relationships. People often adopt a different profile in their professional lives than they do in their social and personal lives. We tend to be more adaptable at work with people we know less, and we tend to be less adaptable at home and with people we know better.

Adaptability at its extreme could make you appear wishy-washy and two-faced. A person who maintains high adaptability in all situations may not be able to avoid stress and inefficiency. There is also the danger of developing tension from the stress of behaving in a “foreign” profile. Usually, this is temporary and may be worth it if you gain rapport with others. At the other end of the continuum, no adaptability would cause others to view someone as rigid and uncompromising because they insist on behaving according to their own natural pace and priority.

Effectively adaptable people meet other people’s needs and their own. Through practice, they are able to achieve a balance, strategically managing their adaptability by recognizing when a modest compromise is appropriate, or, when the nature of the situation calls for them to totally adapt to the other person’s behavioral profile, doing so. Adaptable people know how to negotiate relationships in a way that allows everyone to win. They are tactful, reasonable, understanding, and non-judgmental.

Your adaptability level influences how others judge their relationship with you. Raise your adaptability level and trust and credibility goes up; lower your adaptability level and trust and credibility goes down. Adaptability enables you to interact more productively with difficult people and helps you to avoid or manage tense situations. With adaptability you can treat the other people the way they want to be treated.

29

How to Identify Another Person’s Behavioral Profile

How do you quickly and accurately identify each of the four behavioral profiles in order to practice adapt-ability? You do this by focusing on two areas of behavior—directness and openness.

To quickly identify the profiles of other people ask these two questions:

1. Are they more direct and fast-paced or indirect and slower-paced? 2. Are they more guarded and task-oriented or open and people-oriented?

Directness

Direct/Faster-Paced People (D and I Profiles above the horizontal line) Direct Behaviors

• Frequently uses gestures and voice intonation to emphasize points

• Less patient; more competitive • Often makes emphatic statements • Sustained eye contact • Frequent contributor in groups • Firm handshake • Expresses opinions readily • More likely to introduce self to others

30

Indirect/Slower-Paced People (S and C Profiles below the horizontal line) Indirect Behaviors

• Infrequent use of gestures and voice intonation to emphasize points

• More patient and cooperative • Often makes qualified statements • Gentle handshake • Infrequent contributor in groups • More likely to wait for others to

introduce themselves • Reserves expression of opinions

Openness

Open/People-Oriented People (I and S Profiles right of the vertical line) Open Behaviors

• Shows feelings and enthusiasm freely • More relaxed and warm • Emphasizes main ideas • Goes with the flow • Conversation includes digressions • Opinion-oriented • Animated facial expressions • Easy to get to know • Friendly handshake • Initiates/accepts physical contact

31

Guarded/Task-Oriented People (D and C Profiles left of the vertical line) Guarded Behaviors

• Keeps feelings private • Limited range of facial expressions • More formal and proper • Avoids/minimizes physical contact • Goes with the agenda • Speaks in specifics; cites facts and

examples • Formal handshake • Conversation stays on subject

The Whole Picture

When you combine both scales, you create each of the four different behavioral profiles. Individuals who exhibit guarded and direct behaviors are Dominant Profiles; direct and open behaviors are Interactive Profiles; open and indirect behaviors are Steady Profiles; and indirect and guarded behaviors are Cautious Profiles.

32

Tension Among the Profiles

Each profile has a unique set of priorities as to whether the relationship or the task aspect of a situation is more important, and each has its own pace in terms of how quickly things should be done.

The Tension Among the Profiles Model on the next page relates pace and priority characteristics to behavioral profiles. Refer to this model while reading this section.

Notice that the Dominant Profile (D) and Interactive Profile (I) tend to prefer a faster pace, while the Steady Profile (S) and Cautious Profile (C) both tend to prefer a slower pace. These profile combinations will get along well as far as pace is concerned, but watch out for their priorities!

Take a relationship between a Dominant Profile and an Interactive Profile. Both are relatively fast-paced behavioral types, yet the Interactive Profile places more emphasis on people than on tasks, while the Dominant Profile tends to pursue goals with less concern for relationships or feelings. Some degree of tension is likely to result in their interaction due to their difference in priorities.

Where priorities are concerned, the Interactive Profile does better with the Steady Profile. These two will still be getting to know each other while the Cautious Profile and the Dominant Profile are well into the task. However, without some awareness and accommodation for their differences in pace, tension may build in the Interactive-Steady interaction when these two finally do get around to the tasks at hand. The Interactive Profile usually wants it yesterday, while the Steady Profile wants to take a slower approach.

Consider the goal/task-oriented pair of the Dominant Profile and Cautious Profile, another example of pace-based tension. The faster-paced Dominant Profile likes to make quick decisions, while the slower-paced Cautious Profile gets uptight when having to make decisions without an opportunity to fully analyze all the alternatives.

When dissimilar pairings occur, as they often do in many business and social encounters, one or the other of the individuals must make adjustments in their behavior to avoid increasing tension in the other person. This does not mean you must sacrifice your personality or become something you are not; ideally, both people would demonstrate some adaptability and move part of the way. Depending on the circumstances, however, only one of the individuals may recognize the potential problem, or be sufficiently motivated to do something about it.

When interactions join profiles that differ in both their pace and priority preferences (a diagonal relationship on the model), things really get interesting! Here the probability of relationship tension is even greater. This occurs in the Dominant Profile and Steady Profile relationship, as well as in the Interactive Profile and Cautious Profile relationship.

Take the case of the Dominant Profile and Steady Profile interaction: the Dominant Profile should try to show some concern for people rather than appearing to treat them only as a resource toward goal accomplishment. The Steady Profile should try to show more concern for task completion, even if it means putting the personal relationships aside temporarily. Both individuals should also attempt adjustments in pace and, perhaps, meet in the middle with a moderate pace.

The same applies to the Interactive Profile and the Cautious Profile relationship; adjustments should be made in both pace and priority.

The key to managing tension is to know when to expect pace and priority problems, and have a strategy to prevent or deal with these differences.

33

Tension Among the Profiles Model

34

Tension Among the Profiles Worksheet

Everybody has a few tension-filled relationships. You can have the highest regard and/or loving feelings toward the person, but still it seems no matter what you do, your interactions are usually stressful. If this is behavior related, applying The Platinum Rule™—Treat others the way they want to be treated—may be helpful. Complete this worksheet to gain insights on how to improve the relationship. If you feel comfortable, you may discuss with the other person things you can do to ease the tension.

First, refer to the section on How to Identify Another Person’s Profile and determine their primary behavioral profile. Then refer to the Tension Model to identify their pace and priority preferences. Next, see which preferences are different than yours and note the strategy you will take to modify your behavior. If both preferences are the same as yours, then determine where you will allow their needs be placed above yours. For example, if you are a High I with fast-pace and people-oriented preferences and the other person is as well, you might let them have the center stage at times when it is not as important for you. A little give and take will go a long way.

YOUR INFORMATION

MY PROFILE: C

Pace: Slower Paced Priority: Goal/Task Oriented

SAMPLE RELATIONSHIP

Name: John Doe Profile: High I

Pace: Faster-Paced Priority: People Oriented Difference: Pace and Priority Strategy: Be more personable, social, upbeat and

faster paced with John

RELATIONSHIP 1

Name: __________________ Profile: _____

Pace: ___________________________________

Priority:_________________________________

Difference: ______________________________

Strategy: ________________________________

RELATIONSHIP 2

Name:___________________ Profile: ______

Pace: ___________________________________

Priority: _________________________________

Difference:_______________________________

Strategy: ________________________________

35

How to Modify Your Directness and Openness

In some interpersonal situations, you will only be able to identify another person’s directness or openness, but not both. In these situations, you need to know how to practice adaptability, one behavioral dimension at a time. With that in mind, let’s look at what you can do to modify YOUR level of Directness or Openness before looking at specific guidelines for being more adaptable with each of the four profiles.

To Increase Directness • Speak and move at a faster pace • Initiate conversation and decisions • Give recommendations • Use direct statements rather than

roundabout questions • Use a strong, confident voice • Challenge and tactfully disagree, when

appropriate • Face conflict openly, but don’t conflict with

the person • Increase your eye contact

To Decrease Directness • Talk, walk and decide more slowly • Seek and acknowledge others’ opinions • Share decision-making and leadership • Lessen your energy level; be more mellow • Do not interrupt • When talking, provide pauses to give others

a chance to speak • Refrain from criticizing, challenging, or

acting pushy • When disagreeing, choose words carefully

To Increase Openness • Share feelings; show more emotion • Respond to the expression of others’

feelings • Pay personal compliments • Take time to develop the relationship • Use friendly language • Communicate more; loosen up and

stand closer • Be willing to digress from the agenda

To Decrease Openness • Get right to the task—the bottom line • Maintain more of a logical, factual orientation • Keep to the agenda • Do not waste the other person’s time • Do not initiate physical contact • Downplay your enthusiasm and body movement • Use businesslike language

36

Action Plans With All Four Profiles . . .

DOMINANT PROFILE INTERACTIVE PROFILE Characteristics: Concerned with being #1 Think logically Want facts and highlights Strive for results Like personal choices Like changes Prefer to delegate Want others to notice accomplishments Need to be in charge Tendency towards conflict

So You . . . — Show them how to win; new

opportunities — Display reasoning — Provide concise data — Agree on goal and

boundaries, then support or get out of their way

— Allow them to “do their thing,” within limits

— Vary routine — Look for opportunities to

modify their work-load focus — Compliment them on what

they’ve done — Let them take the lead, when

appropriate, but give them parameters

— If necessary, argue with conviction on points of disagreement, backed up with facts; don’t argue on a “personality” basis

Characteristics: Concerned with approval and appearances Seek enthusiastic people and situations Think emotionally Want to know the general expectations Need involvement and people contact Like changes and innovations Want others to notice THEM Often need help getting organized Look for action and stimulation Surround themselves with optimism Want feedback that they “look good”

So You . . . — Show them that you admire

and like them — Behave optimistically and

provide upbeat setting — Support their feelings when

possible — Avoid involved details; focus

on the “big picture” — Interact and participate with

them — Vary routine; avoid requiring

long-term repetition by them — Compliment them personally

and often — Do it together

— Keep up a fast, lively, pace — Support their ideas and don’t

poke holes in their dreams; show them your positive side

— Mention their accomplishments, progress, and your other genuine appreciation

CAUTIOUS PROFILE STEADY PROFILE Characteristics: Concerned with aggressive approaches Think logically Seek data Need to know the process Utilize caution Prefer to do things themselves Prefer to do things themselves Want others to notice their accuracy Gravitate toward quality control Avoid conflict Like to contemplate

So You . . . — Approach them in an indirect,

non-threatening way — Show reasoning — Give it to them in writing — Provide explanations and

rationale — Allow them to think; inquire

and check before they make decisions

— When delegating, let them check before they make decisions

— When delegating, let them check on others’ progress and performance

— Compliment them on their thoroughness and correct-ness, when appropriate

— Let them assess and be involved in the process when possible

— Tactfully ask for clarification and assistance you may need

— Allow them time to find the best or “correct” answer, within available limits

— Tell them “why” and “how”

Characteristics: Concerned with stability Think logically Want documentation and facts Like personal involvement Need to know step-by-step sequence Want others to notice their patient perseverance Avoid risks and changes Dislike conflict Accommodate others Look for calmness and peace Enjoy teamwork Want sincere feedback that they’re appreciated

So You . . . — Show how your idea

minimizes risk — Show reasoning — Provide data and proof — Demonstrate your interest in

them — Provide outline and/or one-

two-three instructions as you personally “walk them through”

— Compliment for their steady follow-through

— Give them personal assurances

— Act non-aggressively, focus on common interest or needed support

— Allow them to provide service or support for others

— Provide relaxing, friendly atmosphere

— Provide them with a cooperative group

— Acknowledge their easygoing manner and helpful efforts, when appropriate

37

THE DOMINANT PROFILE

They’re time-sensitive, so don’t waste their time. Be organized and get to the point. Give them relevant information and options, with probabilities of success. Give them written details to read at their leisure—all on a single page.

The Dominant Profiles are goal-oriented, so appeal to their sense of accomplishment. Stroke their egos by supporting their ideas and acknowledge their power and prestige. Let the D Profile call the shots. If you disagree, argue with facts, not feelings. In groups, allow them to have their say because they are not the type who will take a back seat to others.

With the Dominant Profile, in general, be efficient and competent.

At Work—Help Them To • More realistically gauge risks • Exercise more caution and deliberation before making decisions • Follow pertinent rules, regulations, and expectations • Recognize and solicit others’ contributions • Tell others the reasons for decisions • Cultivate more attention/responsiveness to emotions

Sales and Service Strategies with Dominant Profiles • Plan to be prepared, organized, fast-paced, and always to the point • Meet them in a professional and businesslike manner • Learn and study their goals and objectives: what they want to accomplish, how they currently are

motivated to do things, and what they would like to change • Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate

specifically to their goals • Get to the point • Provide options and let them make the decision, when possible • Let them know that you don’t intend to waste their time

In Social Settings • Convey openness and acceptance of them • Listen to their suggestions • Summarize their achievements and accomplishments • Give them your time and undivided attention • Appreciate and acknowledge them when possible

38

THE INTERACTIVE PROFILE

The Interactive Profiles thrive on personal recognition, so pour it on sincerely. Support their ideas, goals, opinions, and dreams. Try not to argue with their pie-in-the-sky visions; get excited about them.

The I Profiles are social butterflies, so be ready to flutter around with them. A strong presence, stimulating and entertaining conversation, jokes, and liveliness will win them over. They are people-oriented, so give them time to socialize. Avoid rushing into tasks.

With the Interactive Profiles, in general, be interested in them.

At Work—Help Them To • Prioritize and organize • See tasks through to completion • View people and tasks more objectively • Avoid overuse of giving and taking advice • Write things down

Sales and Service Strategies with Interactive Profiles • Show that you’re interested in them, let them talk, and allow your animation and enthusiasm to emerge • Take the initiative by introducing yourself in a friendly and informal manner, and be open to new topics

that seem to interest them • Support their dreams and goals • Illustrate your ideas with stories and emotional descriptions that they can relate to their goals or

interests • Clearly summarize details and direct these towards mutually agreeable objectives and action steps • Provide incentives to encourage quicker decisions • Give them testimonials

In Social Settings • Focus on a positive, upbeat, warm approach • Listen to their personal feelings and experiences • Respond openly and congenially • Avoid negative or messy problem discussions • Make suggestions that allow them to look good • Don’t require much follow-up, detail, or long-term commitments • Give them your attention, time, and presence • Publicly and privately acknowledge them • Focus on how glad you are when they succeed

39

THE STEADY PROFILE

The Steady Profiles are relationship-oriented and want warm and fuzzy relationships, so take things slow, earn their trust, support their feelings, and show sincere interest. Talk in terms of feelings, not facts. The S Profiles don’t want to ruffle feathers. They want to be assured that everyone will approve of them and their decisions. Give them time to solicit co-workers’ opinions; never back a Steady Profile into a corner. It is far more effective to apply warmth to get this chicken out of its egg than to crack the shell with a hammer.

With the Steady Profile, in general, be non-threatening and sincere.

At Work—Help Them To • Utilize shortcuts and discard unnecessary steps • Track their growth • Avoid doing things the same way • Realize there is more than one approach to tasks • Become more open to some risks and changes • To feel sincerely appreciated • Speak up and voice their thoughts and feelings • Modify the tendency to do what others tell them • Get and accept credit and praise, when appropriate

Sales and Service Strategies with Steady Profiles • Get to know them more personally and approach them in a non-threatening, pleasant, and friendly but

professional way • Develop trust, friendship, and credibility at a relatively slow pace • Ask them to identify their own emotional needs as well as their task or business expectations • Get them involved by focusing on the human element… that is, how something affects them and their

relationships with others • Avoid rushing them and give them personal, concrete assurances, when appropriate • Communicate with them in a consistent manner on a regular basis

In Social Settings • Focus on a slower-paced, steady approach • Avoid arguments and conflict • Respond sensitively and sensibly • Privately acknowledge them with specific, believable compliments • Allow them to follow through on concrete tasks • Show them step-by-step procedures • Behave pleasantly and optimistically • Give them stability and a minimum of change

40

THE CAUTIOUS PROFILE

The Cautious Profiles are time-disciplined, so be sensitive to their schedules. They need details, so give them data. They are task-oriented, so don’t expect to become their friend before working with them. Friendship may develop later, but, unlike the Interactive Profiles, it is not a prerequisite.

Support the Cautious Profiles in their organized, thoughtful approach to problem solving. Be systematic, logical, well prepared, and exact with them. Give them time to make decisions and work independently. Allow them to talk in detail. In work groups, do not expect the C Profiles to be leaders or outspoken contributors, but do rely on them to conduct research, crunch numbers, and perform detailed footwork for the group. If appropriate, set guidelines and exact deadlines. The Cautious Profiles like to be complimented on their brainpower, so recognize their contributions accordingly.

With the Cautious Profiles, in general, be thorough, well prepared, detail-oriented, business-like, and patient.

At Work—Help Them To • Share their knowledge and expertise with others • Stand up for themselves with the people they prefer to avoid • Shoot for realistic deadlines and parameters • View people and tasks less seriously and critically • Balance their lives with both interaction and tasks • Keep on course with tasks, with less checking • Maintain high expectations for high priority items, not everything

Sales and Service Strategies with Cautious Profiles • Prepare so that you can answer as many of their questions as soon as possible • Greet them cordially, but proceed quickly to the task; don’t start with personal or social talk • Hone your skills in practicality and logic • Ask questions that reveal a clear direction and that fit into the overall scheme of things • Document how and why something applies • Give them time to think; avoid pushing them into a hasty decision • Tell them both the pros and cons and the complete story • Follow through and deliver what you promise

In Social Settings • Use a logical approach • Listen to their concerns, reasoning, and suggestions • Respond rather formally and politely • Negative discussions are okay, so long as they aren’t personally directed • Privately acknowledge them about their thinking • Focus on how pleased you are with their procedures • Solicit their insights and suggestions • Show them by what you do, not what you say

DISCstyles Assessment - aaatv.com · DISCStyles Assessment HRD Press, Inc. • Amherst •...

Documents

Transcript of DISCstyles Assessment - aaatv.com · DISCStyles Assessment HRD Press, Inc. • Amherst •...