Leadership Assignment

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Your DISC Personality Report

Introduction

Your speci�c distribution of scores on the DISC personality test is an indication of your unique personality.

You can think of this as your DISC Personality 'DNA'. In the pie chart below you see your distribution of

scores.

The highest percentage is likely to be your most dominant personality factor, the second highest your next

most dominant personality factor and so on. As such for you the DISC factors are ordered as: Dominance,

In�uence, Compliance, Steadiness.

DISC Personality Model

To help you understand the DISC model of personality here are de�nitions of the four factors measured.

Dominance Describes the way you deal with problems, assert yourself and control

situations.

In�uence Describes the way you deal with people, the way you communicate and

relate to others.

Steadiness Describes your temperament - patience, persistence, and thoughtfulness

Compliance Describes how you approach and organize your activity, procedures and

responsibilities.

Your DISC personality type

Your unique sequence of scores characterizes you in a speci�c way. The positive impact you are likely to

make on people is:

DISC Patterns or Pro�les

As you will appreciate, there are literally thousands of di�erent combinations of scores. Therefore to help

interpretation, communication and understanding, DISC Personality Model experts have de�ned - through

statistical analysis of the score combinations - �fteen DISC 'Patterns' or 'Pro�les'.

The 'Pro�les' are often given names. The objective of these names is to give a single descriptive term that

captures the essence of that Pro�le. Names often used are Achiever, Coach, Evaluator, Counselor, Creative,

Individualist, Inspirational, Investigator, Objective Thinker, Perfectionist, Persuader, Practitioner, Enthusiast,

Results-Oriented or Specialist

To understand the DISC theory even further descriptions are given for people who score comparatively high

and comparatively low on each of the four DISC dimensions.

Dominance

Comparatively High

Here are some traits and behaviours that describe people who are comparatively high in Dominance:

enjoy competition and challenge.

are goal orientated and want to be recognised for their e�orts.

aim high, want authority and are generally resourceful and adaptable.

You have a strong inner motivation to in�uence people and circumstances. You

thrive on competitive situations and challenging assignments. The stresses and

pressures of everyday work and life are unlikely to reduce your e�ectiveness and

enthusiasm.

are usually self-su�cient and individualistic.

may lose interest in projects once the challenge has gone and they tend to be

impatient and dissatis�ed with minor detail.

They are usually direct and positive with people, enjoying being the centre of attraction and may take it for

granted that people will think highly of them.

They may have a tendency to be rather critical of others. Consequently, other people may tend to see them

as being rather domineering and overpowering.

Comparatively Low

Here are some traits and behaviours that describe people who are comparatively low in Dominance:

tend to want peace and harmony.

prefer to let others initiate action and resolve problems.

are quiet and indirect in their approach to most situations.

are usually cautious and calculate risks carefully before acting.

They are generally well liked because of their mild and gentle nature. Other people will tend to see them as

being patient, calm, thoughtful and a good listener.

In�uence

Comparatively High

Here are some traits and behaviours that describe people who are comparatively high in In�uence:

are strongly interested in meeting and being with people.

are generally optimistic, outgoing, and socially skilled.

are quick at establishing relationships.

Sometimes their concern for people and people's feelings may make them reluctant to disturb a favourable

situation or relationship.

Comparatively Low

Here are some traits and behaviours that describe people who are comparatively low in In�uence:

are usually socially passive.

quite frequently have an a�nity for things, machinery and equipment.

are generally comfortable working alone.

frequently have a tendency to be analytical and once they have sorted the facts out

they communicate them in a straightforward direct way.

tend to take little at face value.

They may well have learned and developed good social skills but they only bring these into play when logic

dictates such tactics.

Steadiness

Comparatively High

Here are some traits and behaviours that describe people who are comparatively high in Steadiness:

are usually patient, calm and controlled.

have a high willingness to help others particularly those they consider as friends.

Generally they have the ability to deal with the task in hand and to do routine work with patience and care.

Comparatively Low

Here are some traits and behaviours that describe people who are comparatively low in Steadiness:

tend to enjoy change and variety in their work and non-work life.

are expansive by nature and tend not to like routine and repetitive work/activities.

They enjoy stretching themselves intellectually and physically.

Compliance

Comparatively High

Here are some traits and behaviours that describe people who are comparatively high in Compliance:

are usually peaceful and adaptable.

tend not to be aggressive.

tend to be cautious rather than impulsive.

avoid risk-taking.

act in a tactful, diplomatic way and strive for a stable, ordered life.

are comfortable following procedures in both their personal and business life.

They prefer sticking to methods that have proved successful in the past. They have a high acceptance of

rules and regulations.

Comparatively Low

Here are some traits and behaviours that describe people who are comparatively low in Compliance:

are independent and uninhibited.

resent rules and restrictions.

prefer to be measured by results and are always willing to try the untried.

Free in thought, word and deed, they long for freedom and go to great lengths to achieve it.

They feel that repetitive detail and routine work is best "delegated" or avoided.

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