DISC Report with TEAMS & Values

DISC with TEAMS & ValuesStyle: Precisionist

DISC with TEAMS & ValuesFriday, January 21, 2011

Introduction

DISCwithTEAMS&Values

YourreportusestheDISCPersonalitySystem.TheDISCPersonalitySystemistheuniversallanguageofbehavior.Researchhasshown thatbehavioralcharacteristicscanbegroupedtogetherinfourmajorgroups.Peoplewithsimilarstylestendtoexhibitspecificbehavioral characteristicscommontothatstyle.Allpeoplesharethesefourstylesinvaryingdegreesofintensity.TheacronymDISCstandsforthe 2011,PeopleKeys,Inc. fourpersonalitystylesrepresentedbytheletters: l

D=Dominant,Driver

DISC with TEAMS & ValuesFriday, January 21, 2011

Introduction


YourreportusestheDISCPersonalitySystem.TheDISCPersonalitySystemistheuniversallanguageofbehavior.Researchhasshown thatbehavioralcharacteristicscanbegroupedtogetherinfourmajorgroups.Peoplewithsimilarstylestendtoexhibitspecificbehavioral characteristicscommontothatstyle.Allpeoplesharethesefourstylesinvaryingdegreesofintensity.TheacronymDISCstandsforthe fourpersonalitystylesrepresentedbytheletters: l l l l

D=Dominant,Driver I=Influencing,Inspiring S=Steady,Stable C=Correct,Compliant

KnowledgeoftheDISCSystemempowersyoutounderstandyourself,familymembers,coworkers,andfriends,inaprofoundway. Understandingbehavioralstyleshelpsyoubecomeabettercommunicator,minimizeorpreventconflicts,appreciatethedifferencesin othersandpositivelyinfluencethosearoundyou. Inthecourseofdailylife,youcanobservebehavioralstylesinactionbecauseyouinteractwitheachstyle,tovaryingdegrees,everyday. Asyouthinkaboutyourfamilymembers,friendsandcoworkers,youwilldiscoverdifferentpersonalitiesunfoldbeforeyoureyes. l

Doyouknowsomeonewhoisassertive,tothepoint, andwantsthebottomline? Somepeopleareforceful,direct,andstrongwilled. ThisistheDStyle

l

Doyouhaveanyfriendswhoaregreatcommunicators andfriendlytoeveryonetheymeet? Somepeopleareoptimistic,friendly,andtalkative. ThisistheIStyle

l

Doyouhaveanyfamilymemberswhoaregood listenersandgreatteamplayers? Somepeoplearesteady,patient,loyal,andpractical. ThisistheSStyle

l

Haveyoueverworkedwithsomeonewhoenjoys gatheringfactsanddetailsandisthoroughinall activities? Somepeopleareprecise,sensitive,andanalytical. ThisistheCStyle


Thechartbelowhelpsputthefourdimensionsofbehaviorintoperspective. Seeks Strengths D=Dominant Control Administration Leadership Determination Impatient Insensitive PoorListener I=Influencing Recognition Persuading Enthusiasm Entertaining LackofDetail ShortAttentionSpan LowFollowThrough S=Steady Acceptance Listening Teamwork FollowThrough Oversensitive SlowtoBegin DislikesChange C=Compliant Accuracy Planning Systems Orchestration Perfectionist Critical Unresponsive

2011,PeopleKeys,Inc.Challenges

Somepeopleareprecise,sensitive,andanalytical. ThisistheCStyle


Thechartbelowhelpsputthefourdimensionsofbehaviorintoperspective. Seeks Strengths D=Dominant Control Administration Leadership Determination Impatient Insensitive PoorListener Inefficiency Indecision Decisive I=Influencing Recognition Persuading Enthusiasm Entertaining LackofDetail ShortAttentionSpan LowFollowThrough Routines Complexity Spontaneous S=Steady Acceptance Listening Teamwork FollowThrough Oversensitive SlowtoBegin DislikesChange Insensitivity Impatience Conferring C=Compliant Accuracy Planning Systems Orchestration Perfectionist Critical Unresponsive Disorganization Impropriety Methodical

Challenges

Dislikes Decisions

Becausehumanpersonalityiscomprisedofvaryingintensitiesofthefourbehavioralstyles,theDISCgraphhelpsmakethepersonality stylemorevisual.TheDISCgraphplotstheintensityofeachofthefourstyles.Allpointsabovethemidlinearestrongerintensities,while pointsbelowthemidlinearelesserintensitiesofDISCcharacteristics.ItispossibletolookataDISCgraphandinstantlyknowthe personalityandbehavioralcharacteristicsofanindividual.

BelowareyourthreeDISCgraphs,andabriefexplanationofthedifferences betweenthegraphs.

DISCgraph1representsyour"publicself"(themask)Thisgraphdisplaystheyouotherssee.Itreflectshowyouperceivethedemandsofyourenvironment,andyourperceptionof howyoubelieveothersexpectyoutobehave.

DISCgraph2representsyour"privateself"(thecore)Thisgraphdisplaysyourinstinctiveresponsetopressure,andidentifieshowyouaremostlikelytorespondwhenstressor tensionarepresent.Thiswouldbeyourinstinctivereaction.

DISCgraph3representsyour"perceivedself"(themirror)Thisgraphdisplaysthemannerinwhichyouperceiveyourtypicalbehavior.Itcouldbereferredtoasyourselfperception. Althoughattimesyoumaybeunawareofthebehavioryouusewithotherpeople,thisgraphshowsyourtypicalapproach.

DescriptionunderstandingyourstyleDISCwith'sstyleisidentifiedbythekeyword"Precisionist".DISCwith,asaPrecisioniststyle,isasystematicthinkerwhotendstofollowproceduresinboth personalandbusinesslife.Proceedinginanorderly,predeterminedmanner,Precisionistsare preciseandattentivetodetail.Theyactinahighlytactful,diplomaticfashionandrarely antagonizetheirassociatesconsciously.Beingextremelyconscientious,DISCwithpainstakingly requiresaccuracyinworkandmaintainshighstandards.Precisionistsmaytendtogetbogged 2011,PeopleKeys,Inc. downindetails,particularlywhendecisionsmustbemade.DISCwithdesiresstandardoperating proceduresandnosuddenchanges. AsaPrecisionist,DISCwithlikesaprotectedandsecureenvironmentgovernedbyrulesand regulations.APrecisionistenjoyspeople,butprefersafewclosefriendstohavingmany


Careful,methodical, thinkingthingsthrough Sensitive,practical Loyal,predictable Disciplined,logical

DISCgraph3representsyour"perceivedself"(themirror)Thisgraphdisplaysthemannerinwhichyouperceiveyourtypicalbehavior.Itcouldbereferredtoasyourselfperception. Althoughattimesyoumaybeunawareofthebehavioryouusewithotherpeople,thisgraphshowsyourtypicalapproach.

DescriptionunderstandingyourstyleDISCwith'sstyleisidentifiedbythekeyword"Precisionist".DISCwith,asaPrecisioniststyle,isasystematicthinkerwhotendstofollowproceduresinboth personalandbusinesslife.Proceedinginanorderly,predeterminedmanner,Precisionistsare preciseandattentivetodetail.Theyactinahighlytactful,diplomaticfashionandrarely antagonizetheirassociatesconsciously.Beingextremelyconscientious,DISCwithpainstakingly requiresaccuracyinworkandmaintainshighstandards.Precisionistsmaytendtogetbogged downindetails,particularlywhendecisionsmustbemade.DISCwithdesiresstandardoperating proceduresandnosuddenchanges. AsaPrecisionist,DISCwithlikesaprotectedandsecureenvironmentgovernedbyrulesand regulations.APrecisionistenjoyspeople,butprefersafewclosefriendstohavingmany acquaintances.Precisionistsprefersmallgroupsratherthanlargecrowds.Theywillbecorrect mostofthetimeduetohowprecisetheyare.Precisionistsmaybeoverlysensitiveandperhaps donothandlecritiquewell.Theymayneedtodevelopconfidenceandbemoreindependent. Theytendtobesomewhatconcernedaboutwhatpeoplethinkofthemandtheyavoidconflict andchangeatallcosts. BeingexactisimperativeineverythingDISCwithdoes.Precisionistscanbecountedontocarry outanytaskscorrectly.Theywantexactfactsandfiguresbeforetheywillmakeadecisionthey feeluneasywhenforcedtomakeaquickdecision.Precisionistswilloftenkeepfeelingsto themselves.Othersmaynotbeawareoftheirstrongbeliefs.DISCwithwillnotblowupeasily whenpressuredorstressed,butmaywithdraw.DISCwithwantsasteadyhomeandwork environmentwhichpromotessecurity.Themorestable,organizedandnonconfrontationalthe environment,thehappieraPrecisionistwillbe. DISCwithpreferstoworkthroughproblemsbyanalyzingthingsthatworkedinthepast.Thisis someonewhoisabletolead,ifnecessary,butusuallypreferstowaitandseeifanotherperson volunteersfirst.DISCwithiswillingtofollowanotherperson'sleadiftheydisplayadequateability andifDISCwithhasconfidenceintheirability. DISCwithprefersarationalandmoderateapproachwhenfirstenteringnewsituationsandtries toavoidextremes.DISCwithlikesthecompanyofothers,butisequallycomfortablespendinga quieteveningalone.Arealistwhowillalwaysweighsoptionsbeforemakingadecisiontomove ahead,DISCwiththinksthroughalternativesandchoicescarefully. Aloyalfriend,DISCwithispatientandcaringwhenattendingtotheneedsofothers.Thisis usuallyanevenpacedindividualwhothrivesinapeaceful,harmoniousenvironment.DISCwith tendstobequitepredictable,stickingwithproven,reliablemethodsofdealingwithsituations ratherthantakingchanceswithanew,unprovenapproach. Systematicanddetailed,DISCwithfocusesonprocesses.Othersseethisindividualaspractical andlogical.DISCwithtendstobesensitivetocriticism,butpreferstointernalizeemotionsrather thanexposethem.DISCwithlikestoclarifyexpectationsbeforeundertakingnewprojects becauseofthehardworktheywilldotomeetthosestandards.


Careful,methodical, thinkingthingsthrough Sensitive,practical Loyal,predictable Disciplined,logical

GeneralCharacteristics

Recognitionforloyalty anddependability Approvaloftheirhigh qualitywork Orderlinessandneatness Activitiestostartandsee throughtotheend

MotivatedBy

Practicalproceduresand systems Stabilityand predictability Neatandorderly Ateamatmosphere

MyIdealEnvironment

Communicating2011,PeopleKeys,Inc.


withthePrecisioniststyle

CommunicatingwiththePrecisioniststyleRemember,aPrecisionistmaywant:l


Securityinsituations,sincereappreciation,repeatedworkpatterns,timetoadjustto change,limitedterritoryofresponsibility,identificationwithgroup,areasofspecialization, cleardefinitionsoftheirroles

Greatestfear:l

Beingcriticized,especiallybyaclosefriendorrelationship

CommunicatingwiththePrecisioniststyle

WhencommunicatingwithDISCwith,aPrecisionist,DO:l l l l

Createafavorableenvironmentthatispersonalandagreeable Expressagenuineinterestinthemasaperson Providethemwithclarificationfortasksandanswersto"how"questions Presentideasinanonthreateningmanner,bepatientwithtimelinesastheyarethorough andconscientious Clearlydefinegoals,proceduresandtheirroleintheoverallplan Explainanychangestotheminadvanceandgivethemtimetoadjust

Knowledgecomes,but wisdomlingers.AlfredLordTennyson

l l

WhencommunicatingwithDISCwith,aPrecisionist,DONOT:l l l l

Bepushy,overlyaggressive,ordemanding Betooconfrontationalorcriticaloftheiractions Makesweepingorsuddenchanges Expectthemtomakedecisionswithoutallofthefacts

Whileanalyzinginformation,DISCwith,aPrecisionistmay:l l l l

Beopenlyagreeablebutinwardlyunyielding Internalizetheirconcernsanddoubts Hesitatetosharefeedbackduringpresentations Requireadditionalinformationandsupportingmaterials

MotivationalCharacteristicsl l l l l l l l

MotivatingGoals:Qualityresults,correctprocedures,security EvaluatesOthersby:Precisestandardsbasedonwhattheydo InfluencesOthersby:Attentiontodetail ValuetoTeam:Conscientious,maintainsstandards,concernedaboutquality Overuses:Dependencyadherencetostandardoperatingprocedures ReactiontoPressure:Defensive,strict,slowsdownprocesses GreatestFears:Antagonism,criticism AreasforImprovement:Increaseselfconfidencedontbeoverlysensitive

Communicating2011,PeopleKeys,Inc.


withthePrecisioniststyle

CommunicatingwiththePrecisioniststyleValuetothegroup:l l l l


Reliable,steady,loyalteamworker,complianttowardsauthority Analyticalwithprocessesandprocedures Calculatedrisktaker,conservativeviewpoints WilltakeataskfrombeginningtoendCommunicatingwiththePrecisioniststyle

Precisionistspossessthesepositivecharacteristicsingroups:l l l l l l l l l l l l l l

Addsasenseofcontinuitytotheteam Participativemanagerswhoaccomplishgoalsthroughpersonalrelationships Makeothersfeelliketheybelong Providespecializedskills Showsincerityarediplomaticandstrivetokeepthepeace Canbecountedupontofinishwhattheystart,disciplinedapproach Arepatientandacceptingofalltypesofpeople Candevelopandfollowprocessesfordoingtasks Abletocontrolquality,thorough,andmethodical Intuitiveaboutpeopleandrelationships Abletogivecommonsense,realistic,andpracticalviewpoints Buyintoteamgoalswhenthe"why's"areexplained Dependable,steady,andloyal Consideralltheelementsofaproject

Youcanhavebrilliant ideas,butifyoucan't getthemacross,your ideaswon'tgetyou anywhere.LeeIacocca

PersonalgrowthareasforPrecisionists:l l l l l l

Bemoreopentochange,developmoreflexibility Bemoredirectinyourinteractions,showmoreinitiativeinteamroles Focusonoverallgoalsoftheteamratherthanspecificprocedures Dealwithconfrontationconstructively Increasepacetoaccomplishgoals Workatexpressingyourthoughts,opinionsandfeelings

CommunicationTips2011,PeopleKeys,Inc.


relatingtoothers

YourCandSplottedabovethemidline,yourstyleisidentifiedbythekeyword

CommunicationTipsrelatingtoothersYourCandSplottedabovethemidline,yourstyleisidentifiedbythekeyword Precisionist. ThisnextsectionusesadjectivestodescribewhereyourDISCstylesareapproximatelyplottedon yourgraph.Thesedescriptivewordscorrelateasaroughapproximationtothevaluesofyour graph. DMeasureshowdecisive,authoritativeanddirectyoutypicallyare.Wordsthat maydescribetheintensityofyourDare:l l l l


CommunicationTipsrelatingtoothers

WEIGHSPROS&CONSConsiderbothsidesofanissue UNOBTRUSIVEDoesn'tforceoneselfuponotherswithoutinvitation CONSERVATIVETendingtopreserveestablishedtraditions PEACEFULNotquarrelsomedisturbancefreecalm,quiet

IMeasureshowtalkative,persuasive,andinteractiveyoutypicallyare.Wordsthat maydescribetheintensityofyourIare:l l

Theonlywayto changeisbychanging yourunderstanding.AnthonyDeMello

WITHDRAWNRetreatingwithinoneselfshyreservedabstract RETICENTHabituallysilentoruncommunicativereserved

SMeasuresyourdesireforsecurity,peaceandyourabilitytobeateamplayer. WordsthatmaydescribetheintensityofyourSare:l l l l

NONDEMONSTRATIVENotshowingfeelingsopenlyandfrankly DELIBERATECarefulinconsideringnotrashorhastyslowunhurried AMIABLEHavingapleasantdispositionfriendly STABLENoteasilythrownoffbalancesteadyresistingchange

CMeasuresyourdesireforstructure,organizationanddetails.Wordsthatmay describetheintensityofyourCare:l l l l l

PERFECTIONISTOnewhowantscompleteness,flawlessnessaccuracy ACCURATECarefulandexactfreefromerrors FACTFINDERAsearcherfortruthreality DIPLOMATICTactful SYSTEMATICAccordingtoasystemorderly



howyoucommunicatewithothersHowYouCommunicatewithOthers

CommunicationTipshowyoucommunicatewithothersHowYouCommunicatewithOthers PleasereturntotheCommunicatingsectionofthisreportandreviewthecommunicatingDO andDONOTsectionsforyourspecificstyle.Reviewingyourowncommunicationpreferences canbeaneyeopeningexperienceorsimplyconfirmationforwhatyoualreadyknowtobetrue. Eitherway,youhaveyourcommunicationcharacteristicsinwriting.Thisinformationispowerful whensharedbetweencolleagues,friends,andfamily.Othersmaynowrealizethatsome approachesdonotworkforyourstyle,whileotheronesarereceivedwellbyyou.Equally importantisthatyounowseethatTHEWAYYOUSAYSOMETHINGcanbeasimportantasWHAT ISSAID.Unfortunately,weallhaveatendencytocommunicateinthemannerthatweliketo hearsomething,insteadofthemethodanotherpersonprefers. YourstyleispredominatelyaCstyle,whichmeansthatyoupreferreceivinginformation thatgivesyouenoughdetailstomakeaninformeddecision.But,whentransferringthatsame informationtoaclientorcoworker,youmayneedtotranslatethatintogivingthemjusttheend results,oreventellingtheminamannerthatismoreexperientialandlessdetailoriented.More detailmaynotnecessarilybebetterwhencommunicatingtosomeotherpersonalitystyles. Thisnextsectionofthereportdealswithhowyourstylecommunicateswiththeotherthree dominantstyles.Certainstyleshaveanaturaltendencytocommunicatewell,whilecertainother stylesseemtobespeakingdifferentlanguagesalltogether.Sinceyouarealreadyadeptat speakingyournativelanguage,wewillexaminehowtobestcommunicateandrelatetothe otherthreedominantlanguagespeoplewillbeusing. ThisnextsectionisparticularlyusefulforadominantCstyleasyoumayhavethetendencyto givemanyfactsanddetails,whileothersaremakingdecisionsbasedmoreontheirgut reaction,orononeortwoofthemostimportantdetails. TheCompatibilityofYourBehavioralStyle ACandaDmustbecarefulnotbecometoodetailorientedortoodemanding,respectively. However,aCprovidesthedetailattentiontheDneeds,butmustremembertoanswerbased onwhattheendresultwillberatherthantalkabouttheprocess. TheCandtheIworkwelltogetherastheirstrengthstendtocomplementoneanother.In relationshipstherecansometimesbeconflictsastheCismoredetailorientedandhaslessofa needtobeconstantlyinvolvedinneworchangingsocialenvironments. TheCandtheScomplementeachotherandworkwelltogether,aseachstyleprefersto workatapacethatprovidesforaccuracy.Also,bothstylesliketoworkonsomethingtogether untilcompletion,whiletheIandtheDhaveatendencytomultitaskratherthanfocusonone areauntilcompletion. TwoCsworkwelltogetherandalsoarecompatiblesociallyasbothwillwanttomakedecisions andchoicesbasedoncarefulselection.


Communicatingwithothers

Speechisthemirror ofthesoulasaman speaks,soishe.PubliliusSyros



compatibilityofyourbehavioralstyleHowtheCCanEnhanceInteractionwithEachStyle

CommunicationTipscompatibilityofyourbehavioralstyleHowtheCCanEnhanceInteractionwithEachStyle CwithD C'stendtoviewHighD'sasargumentative,dictatorial,arrogant,pushyandimpetuous.Your tendencywillbetobecomedefensive,andrefertoanexternalauthoritytodeflecttheD's demands.Ifyouarenotcareful,therewillbetensionintherelationship.You'llfocusondetails whiletheDseesonlythebigpicture.


Enhance

RelationshipTip: Developdirectcommunicationandlearntodealwithissuesinastraightforwardmanner. Negotiatecommitmentsandgoalsonanequalbasis.Usesummarydataincommunication. CwithI YouwilltendtoviewtheHighIasegotistical,superficial,overlyoptimistic,glib,overlyself assuredandinattentive.YoumayviewI'sasoverbearing,andappealtoexternalauthorityto deflecttheirdemands,too.You'lltendtopointoutpossibledangersandproblemsandwillinsist onprovidingfactsanddetailsbutdon'toverwhelmtheIwithdata. RelationshipTip: Befriendlyandcomplimentary,I'strulydesirerelationshipsandarenotassuperficialasyou believethemtobe.Listentotheirideasandapplaudtheiraccomplishments. CwithS C'swilltendtoviewS'sasimpassive,apathetic,tooaccepting,lenient,possessive,complacent andnonchalant.YouwillagreewithS'sontheimportanceofcooperationandtheneedfor cautioninthefaceofrisk,especiallywhenmakingdecisionsbutyou'lllikelyfeelthattheSisnot preciseenough. RelationshipTip: S'sappreciatearelaxed,slowlydevelopingrelationship,buttheywillfocusmoreonthepersonal aspectsthanyouwill.Allowyourselftoappreciatepersonaldetails.Also,showappreciationfor tasksthatarewelldonebypraisingthem,nottheaccomplishment. CwithC YouwillmostlikelyviewotherC'sasperfectionistswhoareaccurate,thorough,systematicand agreeable.Sinceyoubothfavorattentiontodetail,youwillworkwelltogether.Whenworking withanotherC,youwilleachtendtocooperateanddevelopextensivecontrolsystemsfor projects.HighC'softenallowtheirconcernforbeingcorrectoverridetheirconcernformeeting deadlinesandtwoC'swillfrequentlycompetetoseewhoismorecorrect. RelationshipTip: Benaturalandgoataslowpacetalkaboutfactsanddetails.Becertaintoremoveanyapparent threatstoyourrelationship.Plancarefullyandbewellpreparedformeetingswithoneanother. Acceptandencourageoneanother'sdoubtsandquestions.Becertainthatyougiveeachother ampletimetoconsiderdatabeforeaskingfordecisions.

Communication

Communicationworks forthosewhoworkat it.JohnPowell

Communication2011,PeopleKeys,Inc.


worksheet

CommunicationworksheetCommunicationTipsWorksheetChangesinyourgraphsindicateyourcopingmethods.Thehumanpersonalityisprofoundly influencedbychangesinourenvironment.Typically,peoplechangesignificantlyfromgraphone tographtwoasaresultofstressorsorenvironmentalchanges.Recognizingthedifferencesor changesbetweenthesetwographshelpsusunderstandourinstinctivecopingmechanism,and indicateshowtobetteradaptinthefuture. Instructions:Eachofyourgraphsilluminatesdifferentaspectsofyourpersonality.Acloserlookat thosechangesrevealsvaluableinsights.Pleaserefertobothgraphs(ifnecessary,referencedata throughoutyourprofile).ComparetheD,I,S,andCpointsongraphsoneandtwo.Finally,read theanalysisofyouranswers,andconsiderhowyourenvironmentaffectsyourdecisions, motivations,actionsandverbalmessages.


Communicationworksheet

DChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourDhigherorlowerthantheDin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresmorecontrolinstressfulsituations.IftheDgoesupconsiderably,youcanbecomevery controllingwhenyoubecomestressed.Alowervalueindicatessomeonewhodesireslesscontrol instressfulsituations.IftheDgoesdownconsiderably,youmaywantsomeoneelsetoleadyou andyouwillfollow.

Thebasicbuilding blockofgood communicationisthe feelingthatevery humanbeingis uniqueandofvalue.Unknown

IChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourIhigherorlowerthantheIin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresmoresocialinfluenceinstressfulsituations.IftheIgoesupconsiderably,youmaytryto useyourcommunicationskillstosmooththingsout.Alowervalueindicatessomeonewhodesires lesssocialinfluenceinstressfulsituations.IftheIgoesdownconsiderably,yourelylessonverbal meanstocometoaresolution.

SChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourShigherorlowerthantheSin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresamoresecureenvironmentinstressfulsituations.IftheSgoesupconsiderably,youmay tendtoavoidanyconflictandwaituntilamorefavorableenvironmentisavailablebeforemaking anychanges.Alowervalueindicatessomeonewhodesiresalesssecureenvironmentinstressful situations.IftheSgoesdownconsiderably,youbecomemoreimpulsiveinyourdecisionmaking.

CChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourChigherorlowerthantheCin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresmoreinformationbeforemakingadecisioninstressfulsituations.IftheCgoesup considerably,youwillprobablynotwanttomakeadecisionuntilyouhavesignificantlymore information.Alowervalueindicatessomeonewhodesireslessinformationbeforemaking decisionsinstressfulsituations.IftheCgoesdownconsiderably,youmaymakedecisionsbased moreongutfeelings. Whichoneofyourpointsmakesthemostdramaticmoveupordown?Whatdoesthat tellyouabouthowyoureacttopressure? Howcouldyourcopingmethodhelporhinderyouinmakingdecisions?Howcanyou usethisinformationtohelpyouseepossibleblindspotsinyourreactiontopressure?

2011,PeopleKeys,Inc.

IntroductiontoyourTEAMSStyle Report

YourTEAMSStyleisameasureofyourthinkingandtaskpreferences.TheTEAMSProfilelooksatthewaypeoplethinkandfunctionbest

Howcouldyourcopingmethodhelporhinderyouinmakingdecisions?Howcanyou usethisinformationtohelpyouseepossibleblindspotsinyourreactiontopressure?

IntroductiontoyourTEAMSStyle ReportYourTEAMSStyleisameasureofyourthinkingandtaskpreferences.TheTEAMSProfilelooksatthewaypeoplethinkandfunctionbest inagrouporteamenvironment.TheTEAMSProfilebreaksdownthecorefunctionsofagroupintofivekeyrolespreformedbythegroup tocarryouttasksandaccomplishgoals.Thetitlesoftherolesare: l l l l l

T=Theorist E=Executor A=Analyzer M=Manager S=Strategist

TheTEAMSProfiledoesnotmeasureability,butratherpreferencesfortherolesandkeyactivitiespreformed.Whenpeopleareplacedin theirareaofpreference,productivityandjobsatisfactionincreasesandstressisreduced.ThesloganTogetherEveryoneAchievesMore isnotonlycatchy,itisthepremiseforteamdevelopment.Astrongteamisformedofcomplementaryroles,notconflictingroles.Utilizing allfiveroleshasproventoworkbesttogetthejobdone.

TEAMSStyleOverview Theoristl l l

Executorl l l

Analyzerl l l

Creator Visionary IdeaProvider Managerl l l

Procedural Implementer StandardsSetter

Practical Organizer RefinerofMethods

Strategistl l l

Balancer Diplomat Facilitator

GoalSetter PlanBuilder ProblemSolver

CharacteristicsofeachTEAMSStyle Theoristl l l

Creativeproblemsolvers Theirabilitytothinkoutsidetheboxtocreategoals,processes,andtimelines Theteammemberthatgeneratesideas,models,andhypothesis

Executorl l l

Doingthingsaccordingtoplananddoingthemwell Valuedforbeingactionoriented,organized,anddependable Theteammemberthatimplementstheideas,programs,andsolutionsdevelopedbytheteam

Analyzer

2011,PeopleKeys,Inc. Accuracy,qualitycontrol,analytical ll l

Theysethighstandardsandweightheriskvs.potentialreward Theteammemberthatisalwaysthinkingofqualityandrefinementoftheprocessorprogram

l l

Diplomat Facilitator

l l

PlanBuilder ProblemSolver

CharacteristicsofeachTEAMSStyle Theoristl l l

Creativeproblemsolvers Theirabilitytothinkoutsidetheboxtocreategoals,processes,andtimelines Theteammemberthatgeneratesideas,models,andhypothesis

Executorl l l

Doingthingsaccordingtoplananddoingthemwell Valuedforbeingactionoriented,organized,anddependable Theteammemberthatimplementstheideas,programs,andsolutionsdevelopedbytheteam

Analyzerl l l

Accuracy,qualitycontrol,analytical Theysethighstandardsandweightheriskvs.potentialreward Theteammemberthatisalwaysthinkingofqualityandrefinementoftheprocessorprogram

Managerl l l

Diplomatic,balancedapproachtoproblemsolving Theabilitytoseeaprojectfromallthedifferentteammembersviewpoints Theteammemberthatfacilitatesandbalancestheneedsofindividuals

Strategistl l l

Simplifyconcepts,marketideas,providesolutions Findingwaystopushideasandovercomeobstacles Theteammemberthatidentifiesandsimplifiesideastoformastrategyandmarketconcepts

PotentialLimitationsofeachTEAMSStyle Theoristl

ThehighertheTheoristStyle,thegreaterthechanceforgeneratingnewideasratherthanfocusing oncompletionoftasks.

Executorl

ThehighertheExecutorStyle,thegreatertheneedforclearlydefinedprocessesandgoalsinorder tobeeffective.

Analyzerl

ThehighertheAnalyzerStyle,thegreaterthechanceofbecomingboggeddowninthedetailsofthe projectandlosingsightofthegoal.

2011,PeopleKeys,Inc.l

Manager

ThehighertheManagerStyle,thegreaterthechancefornotbalancingneedsequallyandlosing sightofprioritiesneededtomeetgoals.

l l

Findingwaystopushideasandovercomeobstacles Theteammemberthatidentifiesandsimplifiesideastoformastrategyandmarketconcepts

PotentialLimitationsofeachTEAMSStyle Theoristl

ThehighertheTheoristStyle,thegreaterthechanceforgeneratingnewideasratherthanfocusing oncompletionoftasks.

Executorl

ThehighertheExecutorStyle,thegreatertheneedforclearlydefinedprocessesandgoalsinorder tobeeffective.

Analyzerl

ThehighertheAnalyzerStyle,thegreaterthechanceofbecomingboggeddowninthedetailsofthe projectandlosingsightofthegoal.

Managerl

ThehighertheManagerStyle,thegreaterthechancefornotbalancingneedsequallyandlosing sightofprioritiesneededtomeetgoals.

Strategistl

ThehighertheStrategistStyle,thegreaterthechanceofputtingtoohighofexpectancyonothersor overinflatingbenefits/solutions.

ThePerformancePyramid helpingleadersmakeinformeddecisionsabouthumancapital:aproven approachFordecades,consultantsfromTheInstituteforMotivationalLiving,Inc.haveworkedwithawidevarietyoforganizations,corporations, andgovernmententitiesintheareaofstrategicplanning,personalinteraction,conflictresolution,hiring,trainingandmanaging.By focusinguponthecompanysgreatestasset,PEOPLE,wehaveimprovedcommunication,productivity,revenue,marketshareandhelped companiesstaycompetitive.ThePerformancePyramidshowstheinterdependentlinksbetweenthethreeassessmentsusedtofilter, hire,trainandmanageincompaniestoday(DISC,Values,andTEAMS).Theinformationidentifiedbytheseassessmentshelpsguide criticaldecisionsinallaspectsoftheworkplace.ExperiencethebenefitsofThePerformancePyramidonlineatwww.PeopleKeys.com.

ThePerformancePyramid

TEAMSTasks,Roles

Service+

Excellence+

=LEADERSHIP

2011,PeopleKeys,Inc. Communication,Relationships

DISC

ValuesIntegrity+ Ideals,Motivators

l

ThehighertheStrategistStyle,thegreaterthechanceofputtingtoohighofexpectancyonothersor overinflatingbenefits/solutions.

ThePerformancePyramid helpingleadersmakeinformeddecisionsabouthumancapital:aproven approachFordecades,consultantsfromTheInstituteforMotivationalLiving,Inc.haveworkedwithawidevarietyoforganizations,corporations, andgovernmententitiesintheareaofstrategicplanning,personalinteraction,conflictresolution,hiring,trainingandmanaging.By focusinguponthecompanysgreatestasset,PEOPLE,wehaveimprovedcommunication,productivity,revenue,marketshareandhelped companiesstaycompetitive.ThePerformancePyramidshowstheinterdependentlinksbetweenthethreeassessmentsusedtofilter, hire,trainandmanageincompaniestoday(DISC,Values,andTEAMS).Theinformationidentifiedbytheseassessmentshelpsguide criticaldecisionsinallaspectsoftheworkplace.ExperiencethebenefitsofThePerformancePyramidonlineatwww.PeopleKeys.com.

ThePerformancePyramid

TEAMSTasks,Roles

Service+

Excellence+

=LEADERSHIP

DISCCommunication,Relationships Integrity+

ValuesIdeals,Motivators

TEAMSStyleWorkingwithinateamDISCwith'steamrolepreferencesHighStyle:StrategistTheStrategististhememberoftheteamwhoidentifiesnewconceptsandideasintheirearly stages,anddevelopsthestrategybehindtheirimplementation.Strategistshaveanintrinsicgrasp ofhowtomarketconcepts,howtoappealtoabroadrangeofindividuals,andhowto strategicallyplaceaconceptinitsbestlighttoachievethegreatestpossibleendresult.Theytend tobeverytaskoriented,butenjoypeopleaswell.Strategistsareoftenverygoodatrecruiting theytendtobefriendlyandoutgoing,butalsoliketoseetasksdoneproperly.Theyinfluence otherswithexcellentpeopleskillsandwiththeabilitytoreasonandbelogical.Strategistsarenot afraidtostandupandtakechargeifnecessary.Theyarenotbystanders,butareconstantly involvedinsomeaspectoftheproject.Strategistscombinetheirpreviousexperiencewiththeir knowledgeofpeopletodevelopcreativewaysofgettingthemostbenefitfromaprojectoridea. TheabilitytosimplifyanideaorprocessisakeystrengthofaStrategist.Theywillinteract exceptionallywellwithTheorists,ManagersandAnalyzersastheycreatetheirplans. TheStrategistisahighlycreativeproblemsolverwithaninherentabilitytocompareandcontrast alargenumberofideastodeterminetheirlongtermimplications.Frequentlypowerful communicators,theytendtobeexcellentencouragersandstrongleaders.Strategistsmotivate otherstoachieve,drawingoutthebestinotherteammembers.Theirabilitytoexplainthings clearlyandconciselymakesthemconvincingspokespersons.Theyarepowerfulnegotiators,and 2011,PeopleKeys,Inc. areabletomakeveryaccurateassessmentsofsituations. Strategistsareperceivedbymostmembersoftheteamasgreatleaders,wellspokenand decisive.Theynaturallycommandtherespectandattentionofothers.Peoplefollowthem becauseoftheircharismaandenthusiasm.WhileStrategistsmaysometimesseemabit


TEAMSStyleWorkingwithinateam

Wellconstructed teamsproduceresults andhaveaflowof energyandideasthat areeasytosee. Forateamtohave life,andfortasksto beaccomplished, properpositioningof teammembersis critical.

TEAMSStyleWorkingwithinateamDISCwith'steamrolepreferencesHighStyle:StrategistTheStrategististhememberoftheteamwhoidentifiesnewconceptsandideasintheirearly stages,anddevelopsthestrategybehindtheirimplementation.Strategistshaveanintrinsicgrasp ofhowtomarketconcepts,howtoappealtoabroadrangeofindividuals,andhowto strategicallyplaceaconceptinitsbestlighttoachievethegreatestpossibleendresult.Theytend tobeverytaskoriented,butenjoypeopleaswell.Strategistsareoftenverygoodatrecruiting theytendtobefriendlyandoutgoing,butalsoliketoseetasksdoneproperly.Theyinfluence otherswithexcellentpeopleskillsandwiththeabilitytoreasonandbelogical.Strategistsarenot afraidtostandupandtakechargeifnecessary.Theyarenotbystanders,butareconstantly involvedinsomeaspectoftheproject.Strategistscombinetheirpreviousexperiencewiththeir knowledgeofpeopletodevelopcreativewaysofgettingthemostbenefitfromaprojectoridea. TheabilitytosimplifyanideaorprocessisakeystrengthofaStrategist.Theywillinteract exceptionallywellwithTheorists,ManagersandAnalyzersastheycreatetheirplans. TheStrategistisahighlycreativeproblemsolverwithaninherentabilitytocompareandcontrast alargenumberofideastodeterminetheirlongtermimplications.Frequentlypowerful communicators,theytendtobeexcellentencouragersandstrongleaders.Strategistsmotivate otherstoachieve,drawingoutthebestinotherteammembers.Theirabilitytoexplainthings clearlyandconciselymakesthemconvincingspokespersons.Theyarepowerfulnegotiators,and areabletomakeveryaccurateassessmentsofsituations. Strategistsareperceivedbymostmembersoftheteamasgreatleaders,wellspokenand decisive.Theynaturallycommandtherespectandattentionofothers.Peoplefollowthem becauseoftheircharismaandenthusiasm.WhileStrategistsmaysometimesseemabit aggressive,theirfairnessandpeopleskillskeepcommunicationflowing. TheStrategistmayseemdomineeringandcool,sometimeslosingsightofthepeopleand focusingonthetask.Strategistsreallywantothersinvolvedintheirprojects,butmayforget aboutwhatotherswant.Theyneedtolistenmoreandthinkaboutwhatothersaroundthemmay need.Strategistssometimesappearinconsistentorflightyduetotheirtendencytomoverapidly fromoneconcepttoanother,butitispreciselythisrapidmovementthatallowsthemtoconsider thestrategicimplicationsofagivenscenario.




TEAMSStyle2011,PeopleKeys,Inc.


Continued

TEAMSStyleContinuedSecondHighestStyle:ExecutorTheExecutoristhememberoftheteamwhoimplementstheideas,programs,solutionsand initiativesdevelopedbytheteam.Theyconcernthemselveswiththeprocessofcarryingoutand completingthetasksthatneedtobedone.Executorswillclarifyallexpectationsandprocedures beforeundertakingnewprojects,andwillappreciatetheproceduresbeinginplacebeforethey begintoworkonthem.Oncetheyunderstandtheprocess,andhavetakentheopportunityto observetheresultsandcomparethemwithpreviousprojects,Executorsareinvaluablesources ofinformationformakingbeneficialchangestotheprocess.ThisisbecauseExecutorsoftenhave anextremelyclearunderstandingoftheelementsthatmakeuptheprocess,andareexcellent sourcesofinformationonbottlenecks,breakdowns,stoppages,etc.Insharingprocess information,Executorsmayprovidesomeideasregardingprocessimprovement,buttheydonot typicallyseethemselvesasthesourcefornewideasinthegroup.However,theExecutorwill frequentlyfeeluncomfortablevolunteeringinformationleadingtoproceduralchange,sooneof theotherteammemberswillneedtoinquire,preferablyinanonthreateningmanner.The Executorwillbeconcernedaboutperformingassignedtaskscorrectlyandmaytakecriticism personally.Also,Executorsdonotcharacteristicallyseethemselvesas"leaders,"andprefernot toholdleadershiproles. Executorsarevaluedfortheirprecisionandaccuracy,andothersknowtheycancountonthem. Theirmottois,"Dothingsaccordingtoplan."Theysetpersonalstandardsforexcellencethat oftenexceedothersstandards,buthavetheabilitytocarrythosestandardsintotheproduction process.Whenfacedwithproceduralissues,theyareabletosolvethemlogicallyand methodically.Theyarenaturalsatputtingthe"finishingtouches"onaproject. Theirsystematic,detailorientedapproachtooperationsisthecorestrengthoftheExecutor.This approachoftenallowsthemtoseeimpendingproblemsbeforeothersmight,andprovide informationtobetteraccomplishthetask. TheExecutortendstoadopta"waitandsee"attitude,ratherthantakingchargeofasituation. Seekingtheirinputatregularintervalsisimportant.Also,Executorsneedclearlydefined processesandgoalsinordertobeeffective.





IntroductiontoyourValuesStyle Report

YourValuesStyleisameasureofyouridealsandhiddenmotivators.TheValuesProfilelooksattheunderlyingandhiddenmotivators

IntroductiontoyourValuesStyle ReportYourValuesStyleisameasureofyouridealsandhiddenmotivators.TheValuesProfilelooksattheunderlyingandhiddenmotivators thataffectbehavior.WherePersonalityStyle(DISC)isobservableandpersonalityissuescanberesolvedwithsomeeffort,ValuesStyles arenotasobservableoreasilyresolved.Valuesarehiddenandingraineddeepinoursubconscious.TheValuesProfileassessesan individualsneedtohavefourcorevaluesmetinhis/herlife.AllpeoplesharethefollowingfourValuesStylesinvaryingdegreesof intensity. l l l l

L=Loyalty E=Equality P=PersonalFreedom J=Justice

KnowledgeofValuesStylescanhelppeoplebecomemoretolerantofindividualdifferencestoreduceconflictandincreaseunderstanding. Intheworkplace,longtermretentionissuescanbeinfluencedwhenspecificjobvaluesrequirementscorrelatewithanapplicants personalvalues.HiringmanagershavefoundknowledgeofaprospectsValuesStylescriticaltohiringdecisions.

ValuesStyleOverview Loyaltyl l l l

Traditions Relationships ServingOthers ResponsibleLiving

Equalityl l l l

Respect Tolerance Individuality FairnesstoAll

PersonalFreedoml l l l

Opportunity SelfFulfillment ChallengeNorms PersonalCreativity

Justicel l l l

Honesty SenseofRight CommonGoals WinWinSituations

ThischartbelowhelpsputthefourValuesStylesintoperspective. 2011,PeopleKeys,Inc. Focus Loyalty Traditions Equality Selfexpression PersonalFreedom SelfFulfillment Justice Innerhonesty

l l

CommonGoals WinWinSituations

ThischartbelowhelpsputthefourValuesStylesintoperspective. Focus Outlook Goal Fear WorkStyle Loyalty Traditions Recognizesauthority ResponsibleLiving Disloyaltyto beliefs/people Meaningfulinvolvement Equality Selfexpression Friendlyrelationships Selfassertion& happiness Innerconflict/inequality Sociallyacceptable PersonalFreedom SelfFulfillment Personalgoals& aspirations Selfsatisfaction Lossofpersonalwell being Selfexpressed individuality Justice Innerhonesty Commongood Acceptanceintogroup Lackofpersonal harmony Personalinvolvement

PotentialLimitationsofEachStyle Loyaltyl

ThehighertheLoyaltyValue,thegreaterthechanceof beinglockedintoacertainpatternofthinking.

Equalityl

ThehighertheEqualityValue,thegreaterthechance oflosingtrackofdaytodayresponsibilities.

PersonalFreedoml

ThehigherthePersonalFreedomValue,thegreater thechanceofwinlosesituationsdeveloping.

Justicel

ThehighertheJusticeValue,thegreaterthechanceof overestimatingpersonalenergiesandresources.

AnicebergisagoodanalogytodescribeValues StylesandhowtheyinfluencePersonalityStyle. Personalityandbehavioraretheareasofthe icebergwecanobserve,whilevaluesarehidden underthesurfaceinformingourdecisionsand drivingouractions.

VALUESStyleInternalMotivationalCharacteristicsDISCwith'sHiddenMotivatorsHighStyle:PersonalFreedomThecharacteristicsofindividualswithahighPersonalFreedomvaluesstyleare:l


Challengingorquestioningtheexistingsystems,rules,standards,andproceduresinorder toincreasetheboundariesofpersonalfreedom. Seekingselfpreservationandsatisfactionthroughtheaccomplishmentsofpersonalgoals.

VALUESStyleInternalMotivators

l l

Preventingthelossofpersonalwellbeing. 2011,PeopleKeys,Inc. Expressingenergythroughcreative,untestedandnonconventionalideas. l l

Focus:Selffulfillment

Anicebergisagood analogytodescribe ValuesStylesandhow theyinfluence

l

ThehighertheJusticeValue,thegreaterthechanceof overestimatingpersonalenergiesandresources.

icebergwecanobserve,whilevaluesarehidden underthesurfaceinformingourdecisionsand drivingouractions.

VALUESStyleInternalMotivationalCharacteristicsDISCwith'sHiddenMotivatorsHighStyle:PersonalFreedomThecharacteristicsofindividualswithahighPersonalFreedomvaluesstyleare:l


Challengingorquestioningtheexistingsystems,rules,standards,andproceduresinorder toincreasetheboundariesofpersonalfreedom. Seekingselfpreservationandsatisfactionthroughtheaccomplishmentsofpersonalgoals. Preventingthelossofpersonalwellbeing. Expressingenergythroughcreative,untestedandnonconventionalideas.

VALUESStyleInternalMotivators

l l l

l l l l l

Focus:Selffulfillment Outlook:Seekspersonalgoalsandaspirations Goal:Selfsatisfaction Fear:Lossofpersonalwellbeing Workstyle:Selfexpressedindividuality

ThemoreenergyexpendedtowardsPersonalFreedom,thegreaterthechanceofwin/lose situationsdeveloping. ApersonwithaPersonalFreedomvaluesstyleislikelytosay:l l l l l l

Anicebergisagood analogytodescribe ValuesStylesandhow theyinfluence PersonalityStyle. Personalityand behavioraretheareas oftheicebergwecan observe,whilevalues arehiddenunderthe surfaceinformingour decisionsanddriving ouractions.

Itakeactioninordertobeemotionallyandpsychologicallysecure. Ienjoyhavingenoughcontrolofsituationsto"doitmyway." PeoplemaysayIamanonconformist. Iprefertoexhibitmyownstyleratherthanfollowfadsandtrends. Idontmindchallengingthingsthatconflictwithmyviewpoint. Itendtofocusonmypursuitofvariouslifeexperiences. ApersonwithaPersonalFreedomvaluesstyleislikelytohaveapersonalgoalofself preservationandpersonalcomfortachievedbytakingcareofpersonalinterestsfirst.They sometimesgetinvolvedinwinloseorevenloselosesituations.WithahighPersonal Freedomvaluesstyle,onecanbecomemoreeffectivebydevelopingTOLERANCEFOR OTHERSandCOMMITMENTTOCOMMONGOALS.Theymayachievethisbyasking themselvesthesequestions:

"WhatcanIsuggestthatwillmakethingsbetterformyselfwithoutmakingthings worseforothers?" "Howdomygoalsfitintothemissionorproject?"

VALUESStyle2011,PeopleKeys,Inc.


Continued

VALUESStyleContinuedSecondHighestStyle:EqualityThecharacteristicsofindividualswithahighEqualityvaluesstyleare:l l l


Focusingonrespectingtheindividualityofothersaswellasself. Respectingindividualbeliefs. Searchingforpersonalfulfillmentandmakingopportunitiesformeaningfulcommunication withothers. Avoidinginnerconflicts. Stretchingtherulesandexpectationswithinsafeboundariesinsearchofpersonal satisfaction.VALUESStyleInternalMotivators

l l

l l l l l

Focus:Selfexpression Outlook:Seeksfriendlyrelationshipswiththefreedomtobethemselves Goal:Selfassertionandhappiness Fear:Innerconflictinequality Workstyle:Sociallyacceptableindividuality

ThemoreenergyexpendedtowardsEquality,thegreaterthechanceoflosingtrackofdaytoday responsibilities. ApersonwithanEqualityvaluesstyleislikelytosay:l

Iampreparedtoovercomeobstaclesinordertoobtainpersonalsatisfactionand fulfillment. Itisveryimportanttometorespectthefeelingsandviewpointsofothers. Idislikerulesandregulationsthatconflictwithmypersonalfeelingsorthatappeartobe unfair. Iseekoutpositiverolemodels. Iamopentonewchallengesandmethods,aslongastheydonotrestrictme. Iseekabalancebetweenconformityandfreedom. ApersonwithanEqualityvaluesstyleislikelytohaveapersonalgoalofattaining increasedhappinessbybeingallowedtoexpresstheiropinionsandassertingtheirrightto findfulfillmentinlife'sambitions.Theysometimesmaylosetrackofthedaytoday responsibilitiesthatmustbemet.Othersmayperceivethemasnoncommittedor compromisingunderstress.WithahighEqualityvaluestyle,onecanbecomemore effectivebydevelopingOBJECTIVITYandREALISTICGOALSETTING.Theycandothisby askingthemselvesthesequestions:

Anicebergisagood analogytodescribe ValuesStylesandhow theyinfluence PersonalityStyle. Personalityand behavioraretheareas oftheicebergwecan observe,whilevalues arehiddenunderthe surfaceinformingour decisionsanddriving ouractions.

l l

l l l

"WhatideascanIsuggest?""Whatwillothersthink?" "InwhatwaycanIbeinvolvedthatwillmakethingsevenbetterforeveryone?"

ScoringData2011,PeopleKeys,Inc.


graphpage

ScoringDatagraphpage


TemperamentStyleGraphs

PublicPerception

StressPerception

Mirror

D=1.02,I=0.93,S=1.3,C=0.26

D=0.47,I=3.07,S=3.92,C=3.71

D=0.22,I=2.87,S=2.8,C=2.84

TeamFocusGraph

WorkValuesGraph

T=12,E=32,A=29,M=29,S=48

L=20,E=27,P=30,J=23

GraphsExplanationPage


Eachofthethreegraphsrevealsadifferentsnapshotofbehavior,dependingontheconditionsoftheenvironment. Withinagivenenvironment,Graph1revealsthe"PublicSelf"Graph2displaysthe"PrivateSelf"andGraph3 portraysthe"PerceivedSelf." Thesethreegraphsorsnapshotsaredefinedindetailbelow. 2011,PeopleKeys,Inc.

Graph1Mask,PublicSelfBehaviorExpectedByOthers

GraphsExplanationPage


Eachofthethreegraphsrevealsadifferentsnapshotofbehavior,dependingontheconditionsoftheenvironment. Withinagivenenvironment,Graph1revealsthe"PublicSelf"Graph2displaysthe"PrivateSelf"andGraph3 portraysthe"PerceivedSelf." Thesethreegraphsorsnapshotsaredefinedindetailbelow.

Graph1Mask,PublicSelfBehaviorExpectedByOthers Everyoneactsaccordingtohowtheythinkotherpeopleexpectthemtoact.Thisbehavioristhepublicself,the personprojectedtoothers.Sometimes,thereisnodifferencebetweenthetruepersonandtheirpublicself. However,thepublicselfcanbeverydifferentfromthe"real"personitisamask.Graph1isgeneratedbythe "Most"choicesonThePersonalitySystem,andhasthegreatestpotentialforchange.

Graph2Core,PrivateSelfInstinctiveResponseToPressure Everyonehaslearnedresponsesfromthepast:consequently,thesearebehaviorswhichthepersonacceptsabout him/herself.Underpressureortension,theselearnedbehaviorsbecomeprominent.Thisisthegraphwhichisthe leastlikelytochangebecausethesearenaturalandingrainedresponses.Aperson'sbehaviorunderpressuremaybe drasticallydifferentthanhis/herbehaviorinGraphs1and3.

Graph3Mirror,PerceivedSelfSelfImage,SelfIdentity Everyoneenvisionshim/herselfinaparticularway.Graph3displaysthementalpicturethatonehasofhim/herself, theselfimageorselfidentity.Graph3combinesthelearnedresponsesfromone'spastwiththecurrentexpected behaviorfromtheenvironment.Changeinone'sperceptioncanoccur,butitisusuallygradualandbasedonthe changingdemandsofone'senvironment.

DifferentGraphsIndicateChangeorTransitionIfGraph1isdifferentthanGraph2,thedemandsoftheenvironmentareforcingbehaviorthatisnotcongruent withthecore,orinstinctivebehavior.Insuchasituation,apersontryingtomodifyhis/herbehaviortomeetthe demandsoftheenvironmentwillmostlikelyexperiencestress. IfGraph1isdifferentthanGraph2,butsimilartoGraph3,theindividualhasbeenabletosuccessfullyalterhis/her behaviortomeetthedemandsoftheenvironmentwithoutalteringhis/hercore.Thisindividualisprobablyfairly comfortablewiththebehaviorshowninGraph3(PerceivedSelf),andisprobablynotexperiencingstress. IfGraph1isdifferentthanGraph3,anindividualmaybeinaperiodofgrowth(andsomediscomfort)whilehe/she attemptstoalterbehaviortomeetthedemandsofanewenvironment.Aperson'sbehaviormayfluctuateduringthis periodofadjustment.

SimilarGraphsIndicateFewDemandsForChange2011,PeopleKeys,Inc. Anindividualwhoperceivesthecurrentdemandsoftheenvironment(Graph1)tobesimilartohis/herpast(Graph2)willhavelittleneedtochangehis/herselfperception(Graph3).Thismaybeduetoanyofthe followingfactors:

SimilarGraphsIndicateFewDemandsForChangeAnindividualwhoperceivesthecurrentdemandsoftheenvironment(Graph1)tobesimilartohis/herpast (Graph2)willhavelittleneedtochangehis/herselfperception(Graph3).Thismaybeduetoanyofthe followingfactors: Thebehaviordemandedbythepresentenvironmentissimilartodemandsinthepast. Thisindividualcontrolswhatothersdemandofhim/her. Thebehaviordemandedbythepresentenvironmentisdifferentthandemandsinthepast.However,insteadof alteringbehavior,thispersonhaschosentoaugmentstyle.Toaccomplishaugmentation,thisindividualhas surroundedhim/herselfwithpeopleofcomplimentarystyles,thuscreatingateamwithcombinedstrengths.

ActionPlanImprovingYourInterpersonalSkillsDISCwith'sActionPlanThisworksheetisatooltoenableeffectivecommunicationbetweenyouandotherswithwhom youinteractonaregularbasis.Thegoalistohelpyoumaximizeyourstrengthsandminimizethe effectsofpotentiallimitations.Itaddressesworkrelatedandgeneralcharacteristicsthatare commontoyourstyleasawhole,andisnotderiveddirectlyfromyourgraphs. Thissectiongivesyouanopportunitytositdownwithacoworker,employer,friend,spouse, etc.,andassessyourpersonalitystyle,gettingfeedbackfromsomeonewhoknowsyouwell. Althoughdoingsoisbeneficial,itisnotrequiredtohaveanyoneelsepresentwhilecompleting thissection.Ifyouchoosetogetfeedbackfromanother,youmayprintthereportanddosothat way.


ActionPlanImprovingYourInterpersonalSkills

Instructions:Step1:Theitemslistedbelowareareastoreflectuponbetweenyouandyourclosestcontacts. Afterprintingoutthisreport,givethispagetoanotherpersonwhoknowsyouwell(associate, teammember,teacher,familymember,friend)andaskthemtoreadeachitem.Theyshould considerwhetherornottheyperceivetheitemtodescribeyourtraits.Then,checkeitherYesor Nobesideeachitem.Opendialogueisencouragedandanyblindspots(areasofyourpersonality thatyouareblindto)shouldbediscussed.Sincecommunicationisatwowaystreet,itis recommendedthattwopeoplecompleteoneanother'sworksheets. Competentandsteady Needsadditionalselfmotivation Difficultystartingtasks Sometimescarelessorinefficient Discouragesothersideas Punctual/scheduleaware Preoccupiedwithimperfectionsin self/others Peacefulanddiplomatic Goodadministrativeability Avoidsconflicts/confrontation Goodunderpressure Findstheeasyway Overlooksothersfeelings Persistentandthorough Hesitanttostartprojects Orderlyandorganized Prefersanalysistowork 2011,PeopleKeys,Inc. Creativeandresourceful Excessiveplanningtime Seestheproblems/findssolutions

Amanisbuta productofhis thoughts.Whathe thinks,hebecomes.MahatmaGandhi

alteringbehavior,thispersonhaschosentoaugmentstyle.Toaccomplishaugmentation,thisindividualhas surroundedhim/herselfwithpeopleofcomplimentarystyles,thuscreatingateamwithcombinedstrengths.

ActionPlanImprovingYourInterpersonalSkillsDISCwith'sActionPlanThisworksheetisatooltoenableeffectivecommunicationbetweenyouandotherswithwhom youinteractonaregularbasis.Thegoalistohelpyoumaximizeyourstrengthsandminimizethe effectsofpotentiallimitations.Itaddressesworkrelatedandgeneralcharacteristicsthatare commontoyourstyleasawhole,andisnotderiveddirectlyfromyourgraphs. Thissectiongivesyouanopportunitytositdownwithacoworker,employer,friend,spouse, etc.,andassessyourpersonalitystyle,gettingfeedbackfromsomeonewhoknowsyouwell. Althoughdoingsoisbeneficial,itisnotrequiredtohaveanyoneelsepresentwhilecompleting thissection.Ifyouchoosetogetfeedbackfromanother,youmayprintthereportanddosothat way.


ActionPlanImprovingYourInterpersonalSkills

Instructions:Step1:Theitemslistedbelowareareastoreflectuponbetweenyouandyourclosestcontacts. Afterprintingoutthisreport,givethispagetoanotherpersonwhoknowsyouwell(associate, teammember,teacher,familymember,friend)andaskthemtoreadeachitem.Theyshould considerwhetherornottheyperceivetheitemtodescribeyourtraits.Then,checkeitherYesor Nobesideeachitem.Opendialogueisencouragedandanyblindspots(areasofyourpersonality thatyouareblindto)shouldbediscussed.Sincecommunicationisatwowaystreet,itis recommendedthattwopeoplecompleteoneanother'sworksheets. Competentandsteady Needsadditionalselfmotivation Difficultystartingtasks Sometimescarelessorinefficient Discouragesothersideas Punctual/scheduleaware Preoccupiedwithimperfectionsin self/others Peacefulanddiplomatic Goodadministrativeability Avoidsconflicts/confrontation Goodunderpressure Findstheeasyway Overlooksothersfeelings Persistentandthorough Hesitanttostartprojects Orderlyandorganized Prefersanalysistowork Creativeandresourceful Excessiveplanningtime Seestheproblems/findssolutions

Amanisbuta productofhis thoughts.Whathe thinks,hebecomes.MahatmaGandhi

ActionPlan2011,PeopleKeys,Inc.


Continued

Step2:Now,selectthethreeitemsthatwouldbenefitthemostfromfocusedattention.Discuss

ActionPlanContinuedStep2:Now,selectthethreeitemsthatwouldbenefitthemostfromfocusedattention.Discuss anddeterminespecificoutcomesandareasonabletimeframefortheirachievement.Writethe detailsinthespacesprovided,alongwithnoteshelpfultoachievingspecificoutcomes.Setadate 6090daysfromnowforadiscussionwithyourcontacttoreviewyourprogress.Thepersonwho workswithyouonthisisimportanttoyourgrowthandshouldhelpyoustayaccountabletoyour plan. 1. ThefirstitemuponwhichIwillfocus:


ActionPlan

ReviewDate: SpecificactionsIwilltakeonthisiteminthenext60to90days: Specificstoaddress

ImprovingYourInterpersonalSkills

Wecontinuetoshape ourpersonalityallour life.Ifweknow ourselfperfectly,we shoulddie.AlbertCamus

2.

TheseconditemuponwhichIwillfocus:


3.

ThethirditemuponwhichIwillfocus:



Documents

DISC Report with TEAMS & Values