Solving My People Puzzle
K-Love
SURVEY_Professional_Leadership_-_Expanded.pdf
Introduction of the 4 DISC Personality Types of Behavior
The terms "personality" and "temperament" are synonymous to most people. When we use these terms, we are referring to the predictable patterns of thoughts, feelings, and behaviors. There are many theories about personality types. The DISC Model is simple to understand, easy to remember, and practical to apply.
Understanding our active or passive roles (extroverts and introverts) helps us identify our specific temperament styles. By combining these two different categories of influences, along with our task and people-orientations, we end up with four specific types.
Everyone has a predictable pattern of behavior because of his or her specific personality. There are four basic personality types. These types, also known as temperaments, blend together to determine your unique personality. To help you understand why you often feel, think, and act the way you do, review this entire repost.
Our personalities should never become an excuse for poor behavior. The attitude of many is: "That's just the way I am. Love me or leave me. You knew I was like that when you married me," but we should not blame our often poor reactions on our personalities.
Each temperament style represents a specific behavior pattern. How we use or abuse our personalities determines our effectiveness with others. Once we understand the four quadrant model of behavior styles, we can begin to identify our individual profile. To simplify the four types of temperaments, we will use William Marston's DISC titles. The following are the four quadrants of the DISC model:
"D" - active / task-oriented
"I" - active / people-oriented
"S" - passive / people-oriented
"C" - passive / task-oriented
Once you burn these four quadrants in your mind you can begin to easily identify the different personality types. It will also help you become more effective in your work and home. Each personality has its strengths and weaknesses. Conflict or harmony in relationships and job performance are the result of how we use or abuse our personalities in response to life's situations.
Keep in mind that 85% of people tend to be composites of DISC; therefore, most people will be blends and combinations of the evident characteristics in the four personalities. There are numerous variations of this model. Speakers, writers, and trainers have added their own titles to make the model more simpler or personal, but this four vector explanation of basic human
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behavior has become very popular. The DISC personality profile (paper instrument) was originally designed by Dr. John Geier and has been validated by the Kaplan Report and Winchester Report. The DISC profile and Model of Human Behavior stands out as one of the most reliable and practical available today.
You have a predictable pattern of behavior because you have a specific personality. There are four basic personality types. These types, also known as temperaments, blend together to determine your unique personality. To help you understand why you often feel, think and act the way you do, review the "Interpretation" page after the Graph 1 and 2 personalized pages in this report. Study the "Pie of DISC Human Behavior" (four quadrant) graphic and page that summarizes the Four Temperament Model of Human Behavior, plus review this entire report for maximum learning.
Interpretation
You have a predictable pattern of behavior because you have a specific personality. There are four basic personality types. These types, also known as temperaments, blend together to determine your unique personality. They help you understand why you often feel, think, and act the way you do. The following graph summarizes the Four Temperament Model of Human Behavior.
Active/Task-oriented "D"
Dominating, Directing, Demanding, Determined, Decisive, Doing
Active/People-oriented "I"
Inspiring, Influencing, Inducing, Impressing, Interactive, Interested in people
Passive/People-oriented "S"
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Steady, Stable, Shy, Security-oriented, Servant, Submissive, Specialist
Passive/Task-oriented "C"
Cautious, Competent, Calculating, Compliant, Careful, Contemplative.
"D" Type Behavior
Basic Motivation: Challenge & Control
Desires: Freedom from Control - Authority - Varied Activities - Difficult Assignments - Opportunities for Advancement - Choices rather than ultimatums
Respond Best To Leader Who: Provides direct answers Sticks to task - Gets to the point - Provides pressure - Allows freedom for personal accomplishments
Needs to Learn: You need people - Relaxation is not a crime - Some controls are needed - Everyone has a boss - Self-control is most important - To focus on finishing well is important - Sensitivity to people's feelings is wise
"I" Type Behavior
Basic Motivation: Recognition & Approval
Desires: Prestige - Friendly relationships - Freedom from details - Opportunities to help others - Opportunities to motivate others - Chance to verbalize ideas
Respond Best To Leader Who: Is fair and is also a friend Provides social involvement - Provides recognition of abilities - Offers rewards for risk-taking
Needs to Learn: Time must be managed - Deadlines are important - Too much optimism can be dangerous - Being responsible is more important than being popular - Listening better will improve one's influence
"S" Type Behavior
Basic Motivation: Stability & Support
Desires: Area of Specialization - Identification with a group Established work patterns - Security of situation - Consistent and familiar environment(s)
Responds Best To Leader Who: Is relaxed and friendly - Allows time to adjust to changes - Allows to work at own pace - Gives personal support
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Needs To Learn: Change provides opportunity - Friendship isn't everything - Discipline is good - Boldness and taking risks is sometimes necessary
"C" Type Behavior
Basic Motivation: Quality & Correctness
Desires: Clearly defined tasks - Details - Limited risks - Tasks that require precision and planning - Time to think
Responds Best To Leader Who: Provides reassurance Spells out detailed operating procedures - Provides resources to do task correctly - Listens to suggestions
Needs to Learn: Total support is not always possible - Thorough explanation is not everything - Deadlines must be met - More optimism will lead to greater success
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Behavioral Blends
These are the Behavioral Blends that are specific to you. Read through the report to see other personalized information. At the bottom of each page is a link to pages with general information.
This is expected of me: DRIVING COMPETENT TYPES (D/C) This is me: COMPETENT STEADY DOERS (C/S/D)
Preface: This section is designed to describe specific personality types from a public perspective - when individuals are either in their work environments or in settings away from their homes or comfort zones. People tend to have different motivations in public - at work or away from where they live than they have in private - at home or in familiar environments.
Review the following insights with a specific person in mind, or find the type that describes your specific Graph 1 personality type.
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Your Personality Type on Graph 1: "This is expected of me!"
Description
As a "D / C" or "C / D" type you think people expect you to be both dominant and competent. You tend to be very task-oriented. You don't feel people expect you to be people-oriented or relational. You tend to be more concerned with completing the task and doing it well, as opposed to entertaining a crowd or talking to an individual. You seem to prefer working and thinking, rather than caring and sharing. You sometimes come across as project-oriented and that people can be a bother. You feel others expect you to care more about form and function, rather than feeling and fellowship. You are both active and passive. You are outgoing when it comes to getting the job done and you are reserved when it comes to getting it done right.
How Others See You
Others often see you as distant and unresponsive or they tend to see you as in control and competent. You often think people expect you to show your confidence and compliant attitude. You seem to demonstrate an unusual drive, combined with the ability to reason and think things through to logical conclusions. You are often seen as one who is in charge and knows what you are doing. You seem to give the impression of demanding excellence and due diligence. You often feel people see you as a dominant, but comprehensive doer who completes difficult tasks well.
Your Feelings and Thinking
You tend to be more intense than others when it comes to accomplishing tasks. You often feel like people expect you to take charge and improve the process or results. You don't feel timid or shy about getting involved. You also don't think people expect you to entertain everyone or create happy environments. You feel your mission is often straightforward and challenging. You aren't expected to be popular with the crowd and buddies with individuals. You think people want you to be results-oriented.
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Vision and Passion
Your vision is often clear cut and focused on finishing well. You feel people expect you to be in control so that the mission is completed the best possible way. You tend to be very passionate about chain of command and competency. You see yourself in charge or wanting to be and able to complete the task better than anyone else. You don't seem to blindly get involved and casually do your job. You think people expect you to attack problems and fix them the best way humanly possible. You don't want to be popular or well-liked for being friendly. You tend to be more committed to tasks than you are to relationships.
Leadership Style
You feel people expect you to be a direct and detail-oriented leader. You tend to lead through control and you delegate tasks to those competently capable of completing the job well. You don't come across as being very friendly or easygoing. You think people want you to be firm and thorough enough to do tasks almost perfectly. You don't tend to be satisfied with the status quo or just getting jobs done. You demand that whatever you or others under you do it is done with excellence and quality. You often lack enthusiasm and excitement. You sometimes seem to lack optimism and positive attitudes. People often think you are too hard on others or too negative about the progress.
Follower Style
You make a great follower when you trust and respect your leaders. You sometimes think you can do the job better than others and sometimes come across as rebellious or resistant. You think people expect you to do tasks more compliantly, but at times you need a lot of clarification to know how far you can go. You feel people want you to run with the job without limits, but you need to know where the boundaries are.
Responds Best To
You tend to respond best to those who are task-oriented and don't need a lot of hand holding or to be closer to you. You think people want you to be correct and decisive. You prefer answers and explanations, plus the opportunity to do what you feel should be done right. People who are more talkative and expressive without any substance seem to annoy you. You prefer responding to those who expect you to know what you are talking about and capable of taking charge.
Conflict Management
You think people don't want you to compromise or back off when conflicts arise. You tend to be too aggressive and argumentative. You feel people expect you to win because you have more answers than others. You logically think through things and are persuasive enough to convince most people. Your goal is not to build relationships or support a friend, but rather get the facts right and stay in control.
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Strengths and Uniquenesses
Your strengths tend to be more involved with getting tasks done and getting them done well. You tend to be consumed by quantity and quality. You don't seem to mind juggling several jobs at once, but you prefer focusing on one thing at a time. You think people want you be perfect while staying in charge. Your uniqueness or what others may call your "weakness" is relating poorly socially. You tend to be consumed by the projects and often forget about the people involved.
Overuses and Abuses
Your prone to disappointing others when you focus more on tasks than relationships. You often think people care more about your work than they do about your closeness to others. Those who are like you are impressed by how much you get done and the quality of your work. Others who don't tend to be like you aren't really thrilled about what you do. They seem to notice your lack of friendliness and cordiality. You feel people expect you to be a workaholic and sometimes you sacrifice your relationship on the altar of work.
Guard Against & Warnings
Being in control and making things happen, especially when things are done well, is very commendable, but there should be a healthy balance between perfecting your work and improving your relationships. You should also be more conscious of expressing yourself in happy and enthusiastic ways. People often judge you by your friendliness or lack thereof. You sometimes misjudge people when you think they aren't interested in a more sensitive and sweet relationship with you. Go out of your way to ask how people are, rather than jumping into a conversation about something that bothers you or something you want done. Show genuine interest in other people's needs.
Relating Style
You tend to relate with people on a surface level. You think people expect you to only care about completing another project or solving a difficult problem. You often give the impression of not caring much about people's intimate needs. You relate well with people who share your commitments and convictions about getting the task done and doing it well, but you often lack the warmth and concern to share in other people's hurts and disappointments. Learn to be openly loving and kind. Don't keep your feelings inside or hidden.
Conclusion
You are the perfect worker when a job has to get done and it has to be done as well as possible. You think people expect you to take pride in your work and accomplish more than anyone else. You don't tend to be very sociable or relational. You feel people don't expect you to talk much or hug a lot. You seem to often act cold and unresponsive. You tend to be more committed to accomplishing tasks than you are to entertaining a group or simply doing what you are told without
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having to improve or fix anything. You are the ultimate human machine who often acts mechanical in public without much private intimacy. Be more loving and sensitive at work or in unfamiliar environments. Relax more and look for opportunities to encourage others with uplifting words and random acts of kindness. This could be your hardest job ever. Complete it and you will fulfill your most difficult task of all.
DISCLAIMER: These insights are broad descriptions of your specific personality type. They are NOT intended to be 100% accurate. This is simply a brief overview.
Having completed your Uniquely You Personality Questionnaire, be sure to view these descriptions from a Graph 1: "This is expected of me" perspective. If both graphs are the same, your understanding of them will be easier. If both graphs are different, keep the appropriate perspective in mind and interpret the descriptions accordingly.
People seem to respond and behave from different perspectives and drives. This profile is purely subjective, based on the DISC Model of Human Behavior Science, and applies to your more guarded, masked, or controlled behavior, especially in public. Review the insights with your specific personality type in mind, but do not conclude that you are always characterized by these descriptions.
This is simply how you tend to behave when you think others are watching, and you want to make good impressions. Your interpretation of this information should take into account your environment, maturity, spirituality, and experiences.
This is NOT a psychological evaluation and is not intended to be used as a definitive example of your behavior.
Preface: This section is designed to describe specific personality types from a private perspective - when individuals are either in their home environments or in settings among friends and relatives. People tend to have different motivations in public - at home or away from work than they have in public - at work or among casual friends or strangers.
Review the following insights with a specific person in mind, or find the type that describes your specific Graph 2 personality type.
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Your Personality Type on Graph 2: "This is me!"
Description
As a "D / S / C", or "D / C / S", or "S / D / C", or "S / C / D", or "C / D / S", or "C / S / D", you think people expect you to be direct, submissive, and competent. You tend to be passive, but you sometimes surprise people with your dominant ways. You can be active and decisive, but your sweet and sensitive, as well as compliant and conscientious ways seem to balance any abrasiveness or forcefulness you might exhibit. You don't tend to be talkative or a crowd pleaser. You seem to think people expect you to be more quiet and shy. You often don't consider yourself reserved because of your soft and contemplative tendencies. There is a part of you that doesn't like to constantly sit still and wait for things to happen. You like to be in charge while cautiously moving forward. You also like helping those who may be hesitant or need more assurance. You tend to plan and prepare more than others, but you don't always communicate it well to the masses.
How Others See You
You are often seen as a blend of strength, sensitivity, and serious thinking. You don't tend to be viewed as a "glory hog" that needs a lot of attention. You think people want you to be humble, but self-assured with a wealth of knowledge. You are recognized as one who can be challenging, but reasonable and investigative. You think others feel that you have a lot of answers to difficult questions because you like to research and contemplate more than most. You are often seen studying or organizing others to accomplish tasks well.
Your Feelings and Thinking
You tend to feel like you can do just about anything to which you put your mind. You think people want you to be confident and courageous, but you sometimes doubt yourself because of your need for security and information. You aren't extroverted, and you don't seem to desire opportunities to speak to large crowds. You prefer to work through small groups and individuals as a personal support to them. You tend to think positively about your ability to do great things, but
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you also sometimes struggle because of your subconscious passivity and occasional negative thinking.
Vision and Passion
Your vision is widespread and focused. You tend to see the big picture, as well as the details. You think people expect you to be committed to accomplishments and excellence with a tender heart. You seem to flip back and forth when it comes to seeking a secure and stable environment. On one hand, you don't need anyone to make you feel comfortable. On the other hand, you don't like people to be disappointed in you. You sometimes don't care what others think; then there are times you can be very sensitive. You don't tend to be very verbal, but you can communicate well in small groups. You also often like to think and plan by yourself.
Leadership Style
Your leadership style is more of a mixture of active and passive behavior. You tend to be aggressive and reserved. You think people expect you to be demanding and directing, as well as sensitive, soft and cautious. You seem to have many good traits, but you can lack enthusiasm and excitement when speaking to crowds. You don't seem to be a charismatic leader with great communication skills or a public persona. You are better when speaking informally or casually. You influence others well and demonstrate sincere concern for those who need your tender loving care. You lead more from example and personal effort, as opposed to publicly motivating others to do all the work for you.
Follower Style
You tend to be a good follower when you control your desire to be in charge. You think people would rather have you lead and give all of the direction. You are one of the best when it comes to following submissively and compliantly. You like to obey, and prefer to follow the rules. You can be risk-taking, but often guard your aggressiveness with your cautiousness. You tend to plan and prepare extensively so that you will be wise and able to follow your leaders in a sure and steady fashion.
Responds Best To
You respond best to those who have a plan, take their time, and are slow and methodical. You don't become very excited by energetic and upbeat presentations. You prefer challenging, steady, and outlined programs, as opposed to empty appeals. You don't respond well to those who tend to be careless or sloppy. You like things to be organized and effective. You are a great team player, and you don't care who gets the credit as long as you don't get the blame.
Conflict Management
You prefer dealing with conflicts directly, but you tend to approach them gingerly and analytically.
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You think people expect you to see both sides fairly, and then make a decision one way or the other. You don't care much about being popular. You just want to make the correct decision. You tend to gather information and research more than others so you can come to the wisest conclusions. You aren't afraid of conflicts, but you tend to be unsure of making decisions too quickly or too slowly.
Strengths and Uniquenesses
You are strongest when it comes to being sure of yourself publicly. Sometimes you can be insecure because you may be unsure of yourself privately. You tend to be outwardly confident, but inwardly timid. Your uniqueness, or what others may call your weakness, is your public speaking and inspiration. You don't tend to be openly enthusiastic or outgoing. You sometimes don't seem to be friendly, except when in small groups or with individuals. You don't tend to stand out in a crowd or seek to be heard.
Overuses and Abuses
You tend to overuse your dominance and competence. Sometimes you are too easygoing and people try to take advantage of you. They soon discover that you can be stubborn and defiant when people try to get you to do things wrong. You think people don't want you to be concerned about being popular or friendly to everyone. You tend to be cordial and kind, but you don't need to be in the limelight or recognized by crowds. You can sometimes be too hard on others, and you turn around and are sorry for your hurtfulness. You also tend to overanalyze and prepare.
Guard Against & Warnings
Don't hesitate to speak to large groups. You avoid speaking opportunities, even though you often have great substance to share. Furthermore, you have the ability to be both challenging and sensitive when you speak. You tend to be disinterested and would rather work behind the scenes to ensure the job gets completed and done correctly. You are people-oriented, but not with crowds. You prefer working with small groups or motivating individuals. Overcome your disinterest in public speaking, and force yourself to inspire and influence the masses. Don't let your quiet and sometimes humble attitude hold you back from communicating with conviction, warmth, and information.
Relating Style
You seem to relate in several different ways. You think people want you to be more passive, but you also can exhibit active and aggressive behavior. On one hand, you relate well with individuals in a quiet and slow way. However, you can also challenge large crowds with your dreams and research. You also tend to be sensitive and kind, especially when working with small groups and individuals. You seem to relate well in several different dimensions. You don't try too hard to make a good impression while speaking to large groups or publicly influencing others to promote your causes.
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Conclusion
You stand out in many good ways, but you don't seek to be the center of attention. This is not bad, but may hinder your effectiveness. You may need to work on your friendliness and charisma. People respect that your strong convictions are combined with your sensitive spirit. They also respect your competent preparation. Nevertheless, you seem to lack the enthusiasm to exhibit all that you have going for you. Be more excited. Whenever possible, take advantage of speaking to large groups so that you can share your dreams, warmth, and wise counsel. You will be able to complete more tasks, comfort even more people, and improve your results.
DISCLAIMER: These insights are broad descriptions of your specific personality type. They are NOT intended to be 100% accurate. This is simply a brief overview.
Having completed your Uniquely You Personality Questionnaire, be sure to view these descriptions from a Graph 2: "This is me" perspective. If both graphs are the same, your understanding of them will be easier. If both graphs are different, keep the appropriate perspective in mind and interpret the descriptions accordingly.
People seem to respond and behave from different perspectives and drives. This profile is purely subjective, based on the DISC Model of Human Behavior Science, and applies to your more unguarded, unmasked, and accentuate type of behavior, especially among close friends or relatives. Review the insights with your specific personality type in mind, but do not conclude that you are always characterized by these descriptions.
This is simply how you tend to behave when your true feelings are evident or come out under stress. Your interpretation of this information should take into account your environment, maturity, spirituality, and experiences.
This is NOT a psychological evaluation and is not intended to be used as a definitive example of your behavior.
When Both Graphs 1 & 2 Are Generally Different
Your Uniquely You Personality Profile contains basic insights on how you tend to think, feel, and act from a DISC temperament type perspective. If your graphs are generally different, you are simply revealing something contrasting about your behavior. You may be saying that you think people want you to behave one way in public, but you sometimes feel you should respond in a different way in private. In other words, if you have a specific high type in Graph 1 and the same type low in Graph 2, you believe that people expect you to be one way in public, but not that way in private.
You may also be revealing that you feel that people expect you to behave one way among fellow employees and associates at work or publicly outside your more personal and familiar
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environments (Graph 1), than you tend to behave either at home under pressure among your closest friends and relatives or in more familiar environments (Graph 2). Keep in mind that Graph 1 is the behavior "expected of you" when you have your guard up and mask on (usually your place of employment or in casual environments). Graph 2 is "the real you" when you let your hair down, drop your guard, or take your mask off (usually at home or among those you know best in more familiar environments).
When both graphs are different, you are either struggling with your motivations and feelings or you are aware of your challenges and perhaps handling them well. Having a different configuration in your two graphs is common and can be very enlightening. It may be a sign that you are mature and capable of controlling your inner feelings and natural thoughts. Or, it can mean that you are not even aware of the struggles within you.
Understanding and adjusting your thoughts, feelings, and actions using these insights can be very productive and wise. Review and study your two graphs, keeping in mind the similarities and differences. Then, learn how to control your motivations rather than letting them control you.
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Your LOW "S" on Graph 1 and HIGH "S" on Graph 2
You have a Low "S" on Graph 1 and a High "S" on Graph 2. This usually means you think people expect you to be more submissive and sweet in private than in public. You feel that people don't want you to be as sensitive outwardly as you really are inwardly. You can be very nice and kind among close friends and relatives, especially under pressure. You are not as patient or shy among strangers and unfamiliar environments.
Your degree of passivity is shown by how high or low your "S" is on Graphs 1 or 2. In other words, if your "S" is closer to the bottom of your graph, you will be less kind and nice than when your "S" is closer to or higher than the midline. If your "S" is just below the midline, you will be a little bolder and less shy. The lower your "S," the less withdrawn and hesitant you tend to be.
You think people want you to be less reserved. Publicly, you don't tend to need a secure environment. Privately, you seem to be satisfied with the status quo and often don't want a lot of change. When stress comes into your life, you seem to need more stability or someone to stand by your side. You are more security-oriented. However you are not as sweet as you think people expect you to be among strangers or casual friends. Your dearest acquaintances sometimes take advantage of you, while you may be stronger with others.
This can be very frustrating to others because they don't always know how to read you. People doubt your sincerity when they see that you are kinder and nicer to those closest to you, than you are to them. You often feel that people expect you to be more of a servant privately. Nevertheless you aren't willing to sacrificially give of yourself at work or in unfamiliar environments. You often feel that people expect you to be stronger and bolder publicly.
You are expected to be more caring privately, while publicly you are driven to be less security and safety-oriented. You sometimes tend to be more insecure privately, while publicly you think people expect you to be more secure in yourself. You genuinely desire to help others, but in a more quiet and invisible way. When under pressure and among close friends or relatives, you seem to be overly sensitive and caring.
You strongly desire to help others behind the scenes, but you can be unresponsive to those you don't know well. You seem to have mixed emotions when it comes to serving and helping others. You need to be just as caring at work and toward those you don't know well as you are privately. You also may need to give more love and care to people who are not as close to you.
Be as much of a humble servant at work as you are at home. Be as caring publicly as you are privately. Care for your casual friends as you would for loved ones and dear friends. Balance your love for others and spread your kindness around to everyone.
In summary, your Low "S" in Graph 1 and High "S" in Graph 2 means you are expected to be more passive and reserved at home or in familiar environments than you tend to be at work or in unfamiliar environments.
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Case Study or Example of an Immature or Out-Of-Control “C/D” Type
Here’s an example of “D/C” and “C/D” types who have fallen into the trap of being so consistent and predictable that they are now ineffective. They have become so task-oriented that everyone hides when they see them coming.
It seems like all they want from anyone is help to complete something or they are looking for victims to bounce some ideas off of. These types who never matured or gained control of their personalities desperately need to improve their relational skills. They often become stalkers looking for volunteers to help them.
These types don’t seem to enjoy people. They just don’t express or demonstrate it. They would rather work on a project or research the background to improve something. They hesitate spending leisure time with others that accomplishes nothing.
They often become social outcasts. Relational types just don’t enjoy their company. Conversations tend to be short or combative. They like to debate issues. These types like to talk about issues or deep subjects that can be boring or too technical for casual discussions.
They are great when left alone to complete a project, but leading a group discussion or encouraging someone is more uncomfortable for them. These types usually end up working by themselves or with others just like them.
Unfortunately, these types alienate those closest to them by not giving others the warmth and attention desired. Loved ones and close associates often yearn for deeper relationships, but find these types too busy working or contemplating the deeper things of life. This does not lead toward harmony and happiness in intimate relationships.
These types often end up falling in love with opposite types. They seek those who are more relational, while those attracted to them look for ones who are more task-oriented. Once married, they find themselves very distant and their relationships become strained and difficult.
“D/C” and “C/D” types make great mates, but there’s more to building a happy home than fixing things and studying Consumer Reports. These types need to work just as hard at building closeness as organizing a closet or working in the garage. They may need to just sit and listen to their mates talk about nothing while never offering their opinions.
These types should work on more romancing, plus the seemingly unimportant things. They should take more time off and spend quality family time with friends and relatives. It is especially important to sit still and hold a loved one’s hand watching a sad story on television, rather than getting engrossed in a “fix-it” show or the History Channel.
These personality types are great doers and thinkers, but sometimes life is more about loving and
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relating. Many of these types have been successful at accomplishing tasking while destroying relationships. What’s more important in life — living or existing? Think about that!
Case Study or Example of an Mature or In-Control “C/D” Type
Imagine a “D/C” and “C/D” type who improved his overbearing task-oriented life-style and became a wonderful mate, parent, and employee. He had a lot to undo, because he was a self- confessed “work-a-holic.” He loved to work and it showed.
He neglected his family; his marriage was a wreck waiting to happen. Over a short period of time he began to realize that life was more than accomplishing tasks and succeeding at his job. He began to look at success differently.
He began to understand his drives and where he was headed. He also learned that what ticked him off had a lot to do with his personality type. He discovered that if he could control himself rather than others, he would be even more successful.
So he began to study his motivations and why he did what he did. He concluded that if he worked just as hard at improving his relationships rather than his tasks, his life would be more fulfilled and meaningful.
He also analyzed that his thought patterns were focused on figuring things out and fixing them, so he set out to understand himself and fix his shortcomings. After opening himself up to his mate and closest friends, he found he lacked warmth and tenderness. He was not an exciting person to be around. His life was mundane and boring.
Being a “go-getter” he was determined to thrive and be enthusiastic and positive. People noticed. His relationships began to improve. He began to have more fun. His leisure time increased and his family life was more enjoyable.
He purposed to create a happy environment and began by working on himself. He recognized he could change his attitudes about how he used his time. He concluded he could either work all the time on projects or divide his time wisely. He focused more on showing his love to those who were nearest and dearest to him.
It was amazing how much better life became. He actually accomplished more. He was able to spend more time trying to make up for lost opportunities. He was able to explain how much he really did love everyone, while his actions used to discredit him.
He became even more successful at home and at work. He was as successful in life as he was in business.
Case Study or Example of an Immature or Out-Of-Control “D/S/C”
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Type
Here’s an example of “D / S / C” or “D / C / S” or “S / D / C” or “S / C / D” or “C / D / S” or “C / S / D” types who seem very passive, but out of control they can be extremely aggressive. They tend to be more task-oriented than people-oriented. They focus more on completing tasks.
They prefer to be relational with individuals rather than crowds. They would rather be behind the scenes with small groups than up front in large groups. They are more introverted, than extroverted.
When these types are immature, their driving and demanding demeanor makes them lose control of their responses. They tend to not do well with anger management. They often become surprisingly forceful. They don’t tend to be emotional, but they can be very stubborn.
On one hand they seem to be very kind and sensitive, while analytical and contemplative. On the other hand, they can come across as demanding and determined. They naturally don’t seem very friendly or outgoing. Their strength is not public speaking or entertaining.
When speaking publicly, they share with confidence and seem to be very knowledgeable of their subjects. They have softness sandwiched between dominance and competence. They seem to have a triple-edged sword made of decisiveness, submission, and competence.
Their greatest challenge is in their disinterest in impressing others. They tend to lack the motivation to sell themselves or outshine others. When immature and undisciplined they seem to overdo their strengths. They fall short because of their weaknesses.
They would greatly improve their effectiveness if they would guard their aggressiveness under pressure, and be livelier, socially expressive, avoid withdrawing from crowds, and not worry or fret so much. They have a lot going for them, but sometimes trip over their own strengths.
These types are behaviorally pulled in many different directions. They make great friends on an individual basis, but can be a little bossy and critical. They are not known for their outgoing and bubbly personality. When pressured and out of control, they can be very difficult.
People find them hard to understand, because they tend to be distant and moody. They can be very kind and caring at times. When stress attacks them and they don’t guard their personalities, they can become dull and distant.
When in control of their feelings, thoughts, and actions, they make great workers, mates, parents, and friends.
Case Study or Example of an Mature or In-Control “C / S / D” Type
Here’s an example of a “D / S / C” or “D / C / S” or “S / D / C” or “S / C / D” or “C / D / S” or “C
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/ S / D” type who has learned to control his personality, rather than crumbling under the weight of life’s pressures. Most people struggle with stress, but only those who adapt, rather than attack or outright surrender to their feelings, often succeed in life.
This person has a tendency to be passive because he is naturally submissive and cautious. His unusual innate driving and determined tendencies sometimes override his withdrawn and reserved ways. He often surprises others with strong indications that he wants to be in charge.
He doesn’t seek attention, nor does he desire to be recognized. He seriously enjoys getting projects done through hard work and careful planning; He likes to enjoy the companionship of individuals more than the energy of a crowd. He does not seek attention or approval.
He tends to be more laid back, but also has the drive and determination to tackle difficult tasks. He enjoys working on projects, especially with a good friend who appreciates his preciseness and quality control.
This person is probably mature because he has learned to smooth his rough edges over time. He has taken charge of his own destiny by steady and compliant determination. He prefers to be in charge, but not at the expense of offending or hurting others. He would also rather work behind the scenes improving things than standing around and just talking or playing. This person shows his maturity by his balanced behavior. He is both active and passive, plus he demonstrates security and stability despite his natural need for safety and slowness.
He can also be task and people-oriented, but he prefers to work on challenging projects where he can investigate and evaluate his options. He would rather work or relate with small groups as opposed to large gatherings.
He can get lost in a crowd, because he doesn’t seek to be seen or recognized. He has disciplined his ego and doesn’t dominate discussions. He seldom interrupts in conversations and seems to always say the right things.
He isn’t foolish or silly. He sometimes comes across as unfriendly, but once you get to know him, he can be a dear friend. His maturity is best seen under pressure/ While others who are like him may explode with anger, he knows how to keep his cool. When others are sarcastic and critical, he is more positive and kind.
He can be a successful leader who lives by example.
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Graph 1: "This is expected of me"
"This is expected of me" is your response to how you think people expect you to behave. It's your normal guarded and masked behavior.
Description: As a "D / C" or "C / D" type you think people expect you to be both dominant and competent. You tend to be very task-oriented. You don't feel people expect you to be people- oriented or relational. You tend to be more concerned with completing the task and doing it well, as opposed to entertaining a crowd or talking to an individual. You seem to prefer working and thinking, rather than caring and sharing. You sometimes come across as project-oriented and that people can be a bother. You feel others expect you to care more about form and function, rather than feeling and fellowship. You are both active and passive. You are outgoing when it comes to getting the job done and you are reserved when it comes to getting it done right.
D/C - DRIVING COMPETENT TYPES
Discovering your behavioral blends
"D/C"Types are determined students or defiant critics. They want to be in charge, while collecting information to accomplish tasks. They care more about getting a job done and doing it right than what others think or feel. They drive themselves and others. They are dominant and caustic. Improving their people skills is important. They need to be more sensitive and understanding. They are motivated by choices and challenges to do well.
Controlling your behavioral blends Seek to get along with everyone. Be kind and loving. Show more love. Seek to serve, not to be served and have a "servant's heart." Recognize meekness is not weakness. Control your desire for power over others.
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Graph 2: "This is me"
"This is me" is your response to how you feel and think under pressure - how you really feel and think inside. It's your normal unguarded and unmasked behavior.
Description: As a "D / S / C", or "D / C / S", or "S / D / C", or "S / C / D", or "C / D / S", or "C / S / D", you think people expect you to be direct, submissive, and competent. You tend to be passive, but you sometimes surprise people with your dominant ways. You can be active and decisive, but your sweet and sensitive, as well as compliant and conscientious ways seem to balance any abrasiveness or forcefulness you might exhibit. You don't tend to be talkative or a crowd pleaser. You seem to think people expect you to be more quiet and shy. You often don't consider yourself reserved because of your soft and contemplative tendencies. There is a part of you that doesn't like to constantly sit still and wait for things to happen. You like to be in charge while cautiously moving forward. You also like helping those who may be hesitant or need more assurance. You tend to plan and prepare more than others, but you don't always communicate it well to the masses.
C/S/D - COMPETENT STEADY DOERS
Discovering your behavioral blends
"C/S/D's" are a combination of cautious, stable and determined types. They are more task- oriented, but care about people on an individual basis. They don’t like to speak in front of crowds. They prefer to get the job done and do it right through small groups, as opposed to large groups. They tend to be more serious. Often misunderstood by others as being insensitive, "C/S/D" types really care for people. They just don’t show it openly. They need to be more positive and enthusiastic. Natural achievers, they need to be more friendly and less critical.
Controlling your behavioral blends Be more enthusiastic. Don't worry so much about problems. Be more positive. Let your sensitivity be more evident. Be more outwardly optimistic and encouraging to others. Be fearless.
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Your DISC Insights [email protected] tends to be more:
[email protected] tends to be less:
Demanding / Asserting Proper / Formal Firm / Strong Playful / Fun-loving Bold / Daring Delightful / Pleasant Convinced / Cocky Trusting / Gullible / Open Decisive / Sure / Certain Careful / Cautious Risk-taking / Courageous Promoting / Encouraging Perfectionist / Precise Considerate / Thoughtful Brave / Adventurous Contented / Satisfied Persistent / Restless / Relentless Smooth talker / Articulate Competent / Does Right Entertaining / Clowning Winner / Competitive Contemplative / Thinker Ambitious / Goes for it Deep / Intense Accurate / Exact Talkative / Verbal Animated / Expressive Stable / Balanced Controlling / Taking charge Pondering / Wondering Serious / Unwavering Sociable / Interactive Preparing / Researching Powerful / Unconquerable Industrious / Hard working Timid / Soft-spoken Driving / Determined Tolerant / Patient Direct / To the point Sharp / Appealing Strict / Unbending Peppy / Playful Outspoken / Opinionated Hospitable / Enjoys company Organized / Orderly Quiet / Reserved Bottom line / Straight-forward Responsive / Reacting
[email protected]'s "D"Tendencies seem to be: Demanding, Asserting, Firm, Strong, Convinced, Cocky, Decisive, Sure, Certain, Risk-taking, Courageous, Brave, Adventurous, Persistent, Restless, Relentless, Ambitious, Goes for it, Controlling, Taking charge, Serious, Unwavering, Industrious, Hard working, Driving, Determined, Direct, To the point, Outspoken, Opinionated, Bottom line, Straight-forward
[email protected]'s "I"Tendencies seem to be: Animated, Expressive
[email protected]'s "C"Tendencies seem to be: Perfectionist, Precise, Accurate, Exact, Preparing, Researching, Strict, Unbending, Organized, Orderly
[email protected]'s "D"Tendencies are not very: Powerful, Unconquerable
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[email protected]'s "I"Tendencies are not very: Playful, Fun-loving, Trusting, Gullible, Open, Promoting, Encouraging, Smooth talker, Articulate, Entertaining, Clowning, Talkative, Verbal, Peppy, Playful, Responsive, Reacting
[email protected]'s "S"Tendencies are not very: Contented, Satisfied, Stable, Balanced, Timid, Soft-spoken, Tolerant, Patient, Hospitable, Enjoys company
[email protected]'s "C"Tendencies are not very: Proper, Formal, Careful, Cautious, Pondering, Wondering
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Appendix Table Of Contents This Table of Contents is for the generic pages of your Professional / Leadership Online Report. Be sure to first review your online report to learn all the personal infor- mation generated from your questionnaire. Why Uniquely You? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-2 Historical Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-3 Interpretation of Four Temperaments . . . . . . . . . . . . . . . . A-4 Understanding The Two Graphs . . . . . . . . . . . . . . . . . . . . . A-5 How To Read Graphs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-6 Discovering Behavioral Blends . . . . . . . . . . . . . . . . . . . . . A-7 - 8 Controlling Behavioral Blends . . . . . . . . . . . . . . . . . . . . . A-9 - 13 Practical Application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-14 Stress Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-15 Are you a Transactional or Transformational Leader? . . . A-16 Leadership Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-17 DISC Learning Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-18 Neurolinguistic Programing . . . . . . . . . . . . . . . . . . . . . . . A-19 Presenting Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-20 Leadership Reflections . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-21 Leadership Intensity Factors . . . . . . . . . . . . . . . . . . . . . . . A-22 Challenging Differences . . . . . . . . . . . . . . . . . . . . . . . . . . . A-23 How to Handle Conflicts . . . . . . . . . . . . . . . . . . . . . . . . . . A-24 Intenstiy Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-25 - 26 Resolution Management Promise . . . . . . . . . . . . . . . . . . . A-27 Job/Profile Indicator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-28 Job Intensity Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-29 Interview Questions / Personal Insights . . . . . . . . . . . . . . . A-30 - 31 Team Building Reflections . . . . . . . . . . . . . . . . . . . . . . . . . A-32 Team Dynamics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-33 Action Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-34 Sales Insights-Selling Styles / Buying Styles . . . . . . . . . . . A-35 Servicing Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-36 Vision Casting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-37 Dealing With Objections . . . . . . . . . . . . . . . . . . . . . . . . . . A-38 First Signs / Non-verbal Communication . . . . . . . . . . . . . A-39 Recruiting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-40 Memory Jogger / Recruiting Prospects. . . . . . . . . . . . . . . A-41 Insights For Business Builders . . . . . . . . . . . . . . . . . . . . . A-42 Insights For Leaders of Business Builders. . . . . . . . . . . . . A-43 How DISC Personality Types GET Their Money . . . . . . . A-44 How DISC Personality Types GUARD Their Money . . . . A-45 How DISC Personality Types GIVE Their Money . . . . . . A-46 Improving Time Management . . . . . . . . . . . . . . . . . . . . . . A-47 Balancing Your Time Challenges . . . . . . . . . . . . . . . . . . A-48 To Your Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-49 Training Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-50 - 51
Appendix - Table of Contents
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Why Uniquely You? . . . Because you are wonderfully and naturally endowed to succeed in life. Ful- filling your purpose involves understanding yourself and others. Learning how to relate wisely to others is vital! By understanding why we do what we do, we can improve our effectiveness, quality of life and relationships. Most problems are simple “people problems.” They are misunderstandings of how people think, feel, and act the way they do. The Science of Human Behavior helps us understand these challenges. Every- one has a unique personality that’s neither good nor bad. It’s what you do with your personality that really matters. We must learn how to control our feelings to help and influence others. Sell- ing and servicing the public requires that we adapt our personalities to those we serve. Helping others begins by understanding their feelings. Ironically, many people resist our help. They just don’t understand our motives. By identifying unique personality types we can discover why people respond the way they do. We can also learn how to sincerely influence them to accept our help. Convincing the greatest skeptics involves understanding their motivations. Once we answer their objections, they make supportive optimists. Effectiveness requires insights. Success begins with identifying our uniquenesses. The interpretation and practical application throughout this report will help you better understand the dynamics of personality types. Hopefully this assessment will result in better attitudes, improved relationships and positive results. Doing this profile can be the beginning of a new way of solving problems. It can make the difference in happiness and sorrow . . . success and failure in life. Above all, this profile can help you help others reach their potential and fulfill their dreams.
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The Four Temperament Model of Human Behavior is attributed to Hippocrates, the father of modern medicine. His scientific research and brilliant observations are universally accepted. Contrary to what critics claim, the Four Temperaments did not hatch from archaic pagan greek philosophy, but rather the scientific process that made Hippocrates the respected physician of his day.
The DISC Model of Human Behavior was first introduced by William Marston in 1928 through his book, The Emotions Of Normal People. Marston took Hippocrates’ Greek titles and assigned simple and single D, I, S, and C letters to each. Though there are now many titles to various models, they all have roots from the same basic four temperaments discovered 400 B.C.
Dr. John Geier, Chairman of the Human Behavior Science Department at the University of Minnesota designed the first paper assessment that identified a person’s DISC personality type from a business and personal perspective in 1977.
After studying under Dr. Geier with Performax Systems and Dr. Frank Wichern, Staff Psychologist at Dallas Theological Seminary, Dr. Mels Carbonell designed the first-of-their-kind combination personality and faith-based profiles. With over 1 million profiles now in print in several different languages, Uniquely You Resources are one of the most respected and popular profiles available for businesses, personal use, and faith-based organizations.
Understanding the four-quadrant model of basic human behavior often explains why people do what they do. These insights can make the difference between right and wrong responses, and the best or worst behavior in any situation.
The profile is not a psychological analysis. It is not designed to deal with serious emotional problems. It can help with simple insights into basic human behavior motiva- tions. For more in-depth needs, we recommend you seek “professional” counseling.
To receive maximum effectiveness, be sure to study your complete personality profile. There are so many insights to learn!
Historical BackgroundHistorical Background
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Passive / Task-oriented "C"— Cautious, competent,
calculating, compliant, careful, contemplative.
D I
S Passive / People-oriented "S"— Steady, stable, shy,
security-oriented, servant, submissive, specialist.
Active / Outgoing
People
Active / People-oriented "I" Inspiring, influencing,
inducing, impressing, interactive, interested in people.
Active / Task-oriented "D"— Dominating, directing,
driving, demanding, determined, decisive, doing.
Passive / Reserved
Task
"D" BEHAVIOR (Active / Task-oriented) Also known as "Choleric" and "Lions"
Descriptions: Dominant, Direct, Demanding, Decisive
Basic Motivation: Challenge and Control
Desires: reedom from control Authority aried Activities Difficult Assignments Opportunities for Advancement Choices, rather than ultimatums
Responds Best To Leader or Follower Who: rovides direct answers Sticks to task ets to the point rovides pressure Al- lows freedom for personal accomplishments
Needs To Learn: ou need people ela ation is not a crime Some controls are needed Everyone has a boss Self control is
most important To focus on finishing well is important Sensitivity to people s feelings is wise.
"I" BEHAVIOR (Active / People-oriented) Also known as "Sanguine" and "Otters"
Descriptions: Inspiring, Influencing, Impressing, Inducing
Basic Motivation: ecognition and Approval
Desires: restige riendly relationships reedom from details Opportunities to help others Opportunities to motivate others Chance to verbali e ideas
Responds Best To or Follower Leader Who: Is fair and also a friend rovides social involvement rovides recognition of abilities Offers rewards for risk taking
Needs To Learn: Time must be managed Deadlines are important Too much optimism can be dangerous Being respon- sible is more important than being popular Listening better will improve one s influence.
"C" BEHAVIOR (Passive / Task-oriented) Also known as "Melancholy" and "Beavers"
Descriptions: Competent, Compliant, Cautious, Calculating
Basic Motivation: Quality and Correctness
Desires: Clearly defined tasks Details Limited risks Assignments that require precision and planning Time to think
Responds Best To Leader or Follower Who: rovides reas- surance Spells out detailed operating procedures rovides resources to do task correctly Listens to suggestions
Needs To Learn: Total support is not always possible Thorough e planation is not everything Deadlines must be met ore optimism will lead to greater success.
"S" BEHAVIOR (Passive / People-oriented) Also known as "Phlegmatic" and "Golden Retrievers"
Descriptions: Submissive, Steady, Stable, Security-oriented
Basic Motivation: Stability and Support
Desires: An area of speciali ation Identification with a group Established work patterns Security of situation Consistent
familiar environment
Responds Best To or Follower Leader Who: Is rela ed and friendly Allows time to adjust to changes Allows to work at own pace ives personal support
Needs To Learn: Change provides opportunity riendship isn t everything Discipline is good Boldness and taking risks are sometimes necessary.
ou have a predictable pattern of behavior because you have a specific personality. There are four basic personality types. These types, also known as temperaments, blend together to determine your
unique personality. To help you understand why you often feel, think and act the way you do, the following graphic summari es the our Temperament odel of Human Behavior.
C
Interpretation...
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Two graphs are identified for each person. They will help you understand how each person feels, thinks and acts. There is no bad profile. Each graph simply identifies a specific way the person looks at life.
GRAPH 1: “This is expected of me” is the response to how the person feels and thinks people e pect him or her to behave. The person is telling you, “This is how I feel you want me to be” or “I think you want me to act like this.” eople understand early in life that there are acceptable and unacceptable actions. Everyone is influenced by these thoughts and feelings.
GRAPH 2: “This is me” is the person’s response to how he or she feels and thinks under pressure how the person really feels and thinks inside. The person is revealing how he or she will naturally respond when he or she does not think about what is e pected of him or her usually under stress. Everyone is born with a natural bent of behavior. Our parents and peers, plus our environment growing up help develop our personalities into predictable patterns of behavior.
If GRAPHS 1 and 2 are alike, understanding the person’s personality will be easier. If the two graphs are different, the person may be struggling with an attitude about what is e pected of him or her and how he or she really wants to act. Or the person may be very consistent with what is e pected and the real him or her. Having two different graphs is not a problem and is normal for many people.
The e amples show a D I type in GRAPH 1 and I S in GRAPH 2. This person is revealing that he or she thinks people want him or her to be more dominant, even though he or she re- ally isn’t that type. This person is also more S submissive and security oriented than what he or she feels is e pected of him or her.
To understand how to read the two graphs, focus on each plot- ting point under the DISC columns. Every point in the upper third is considered high. Every point in the middle third is mid. Every point in the lower third is con- sidered low. The higher the plotting point, the more that DISC letter describes the person’s behavior. Study this entire report to understand how to apply what you learn about yourself and others.
D I S C E ample of raph
D I S C E ample of raph
Understanding The Two GraphsUnderstanding The Two Graphs...
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Each graph describes a personality in a different way. Look at each graph and find the highest plotting point.
Notice in Example A, the highest point is “C.” The next highest point is S. This profile is a C S type personality. C S s are cautious and steady. They like to do one thing at a time and do it right the first time. They also like stable and secure oriented surroundings. They don’t like to take risks or cause trouble. C S s need to be more outgoing and positive. Their Behavioral Blend
is “Competent Specialist.” To help you read the graphs, also notice the lowest plotting points. The e ample shows I as the lowest point. It simply means that this person doesn’t enjoy inspiring or interacting with people, while he or she tends to be more shy and calculating about things. This person is more reserved than outgoing. He or she likes people on an individual basis. The low I is not bad. It only indicates a low interest in enthusiastic and carefree behavior.
Example B shows a graph with a high D I personality type. This person is more active than passive. D I s are dominant and inspiring people. They like to control and influence others. They don’t like to sit still or work on one thing at a time. otice the S and C plotting points are low. This means this person is not so concerned with security and stability or cautious and calculating actions. Low S C s are more risk takers and active types.
Example C is an I S type personality. I S s love people. They are active outgoing in their I and passive reserved in their S . They don’t like tasks. They need lots of recognition and a stable environment. Their D and C are low, meaning they are not assertive dominant or logical contemplative types.
our profile may be different. It really doesn’t matter what your personality is. The important thing is that you control your personality, rather than allowing your personality to control you. emember, there is no bad personality. We need to accept the way we and others naturally respond as unique traits. Everyone doesn’t think, feel or act the same way. Once we understand these differences we will be more comfortable and effective with ourselves and others. To learn more, be sure to study the Behavioral Blends.
D I CS
D I CS
D I CS
Ex am
pl e
B Ex
am pl
e A Ex
am pl
e C
How To Read The DISC GraphsHow To Read The DISC Graphs
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S: STEADY SPECIALISTS "S"s are stable and shy types. They do not like changes. They enjoy pleasing people and can consistently do the same job. Secure, non-threatening surroundings are important to them. They make the best friends because they are so forgiving. Other people sometimes take advantage of them. They need to be stronger and learn how to say, “No” to a friend who wants them to do wrong. Talking in front of large crowds is difficult for them. They are motivated by sweet and sincere opportunities to help others.
D: DETERMINED DOERS "D"s are dominant and demanding. They win at all costs. They do not care as much about what people think as they care about getting the job done. Their insensitivity to feelings makes them too strong. They are great at developing things, but they need to improve their abil- ity to do things correctly. Their strong will should be disciplined to prepare and think more accurately about what they are doing. They are motivated by serious challenges to accomplish tasks.
D I S C
D I S C
D I S C
S/I: STEADY INFLUENCERS "S/I"s are sensitive and inspirational. They accept and represent others well. They have lots of friends because they are tolerant and forgiving. They do not hurt people’s feelings and can be very influential. They need to be more task-oriented. They must learn to finish their work and do it well. They like to talk, but should pay more attention to instructions. They would be more influential if they were more aggressive and careful. They are kind and considerate. Motivated by opportunities to share and shine, they induce others to follow.
I/D: INSPIRATIONAL DOERS "I/D"s are super salespeople. They love large groups. They are impressive and can easily influence people to do things. They need a lot of recognition. They exaggerate and often talk too much. They jump into things without thinking them through. They need to be more studious and still. They should also be more careful and cautious. They are motivated by exciting opportunities to do difficult things. If not careful, they will do things to please the crowd and get themselves into trouble in the process. They make inspiring lead- ers and determined individuals.
D I S C
D I S C
D I S C
D/I/C: DOMINANT INSPIRING CAUTIOUS "D/I/C"s are demanding, impressing and competent. They tend to be more task-oriented, but can be people-oriented before crowds. They need to increase their sensitivity and softness. They don't mind change. Active and outgoing, they are also compliant and cautious. They like to do things correctly, while driving and influencing others to follow. Their verbal skills combine with their determination and competence to achieve. Security is not as important as accomplishment and looking good.
"C/S"s tend to always be right. They like to do one thing at a time and do it right the first time. Their steady and stable approach to things makes them sensitive. They tend to be reserved and cautious. They are consistent and careful, but seldom take risks or try new things. They do not like speaking to large crowds, but will work hard behind the scenes to help groups stay on track. They are motivated by opportunities to serve others and to do things correctly.
C/S: COMPETENT SPECIALISTS
"D/I"s are bottom line people. They are much like Dy- namic Influencers. They are a little more determined and less inspirational, but they are strong doers and able to induce others to follow. They need to be more cautious and careful, as well as more steady and stable. They get involved in a lot of projects at the same time. They need to focus on one thing at a time and slow down. They are motivated by opportunities to accomplish great tasks through a lot of people.
D/I: DRIVING INFLUENCERS
There are four basic personality types known as D, I, S, and C behavior. Everyone is a blend or combination of these four temperaments. No type is better than the other. No one has a bad personality. The most important factor is what you do with your personality. Don't let your personality control you; instead learn how to control your personality. To help you discover more about your specific behavioral style, there are Behavioral Blends. One or two Behavioral Blends will best describe you. Few people are pure D, I, S, or C types. Most everyone is a combination of the four types. Re- member, it doesn't matter what personality you have, as much as what you do with it. (Continue instructions next page.)
I/D/S: INSPIRING DRIVING SUBMISSIVE "I/D/S"s are impressing, demanding and stabilizing at the same time. They are not as cautious and calculating as those with more "C" tendencies. They are more active than passive. But they also have sensitivity and steadi- ness. They may seem to be more people-oriented, but can be dominant and decisive in their task-orientation. They need to be more contemplative and conservative. Details don't seem as important as taking charge and working with people.
"I"s are impressive people. They are extremely active and excited individuals. Approval is important to them. They can have lots of friends if they do not overdo their need for attention. They can be sensitive and emotional. They need to be more interested in others and willing to listen. They do not like research unless it makes them look good. They often do things to please the crowd. They are entertainers. They need to control their feelings and think more logically. They often outshine others and are motivated by recognition.
I: INSPIRATIONAL INFLUENCERS
D I S C D I S C
D I S C C: CAUTIOUS COMPETENT TYPES "C"s are logical and analytical. Their predominant drive is careful, calculating, compliant and correct behavior. When frustrated, they can over do it or be the exact op- posite. They need answers and opportunities to reach their potential. They tend not to care about the feel- ings of others. They can be critical and crabby. They prefer quality and reject phoniness in others. They are motivated by explanations and projects that stimulate their thinking.
D I S C
DISCOVERING YOUR BEHAVIORAL BLEND DISCOVERING YOUR BEHAVIORAL BLEND
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D I S C
D I S C
D I S C
D I S C
D I S C
C/I/S: COMPETENT INFLUENCING SPECIALISTS
STRAIGHT MID-LINE A Straight Mid-Line Blend occurs when all four plotting points are close together in the middle of the graph. This may indicate that the person is trying to please everyone. Striving to be "all things to all men" may indicate mature response to pressure. Or it may confirm frustration over the intensity differences under pressure. The person may be saying, "I really don't know what my D, I, S, or C behavior should be or really is." The person may want to do another profile after a while to see if there is any change.
S/D: STEADY DOERS S/D"s get the job done. They prefer stable surroundings and are determined to accomplish tasks. As quiet lead- ers, they relate best to small groups. They do not like to talk in front of large crowds, but want to control them. They enjoy secure relationships, but often dominate them. They can be soft and hard at the same time. They are motivated by sincere challenges that allow them to systematically do great things. They prefer sure things, rather than shallow recognition. They make good friends, while driving to succeed.
Observe the 21 Behavioral Blends on these two pages. Choose the one or two profiles that are most like your graphs. ead the brief paragraph descriptions of the ones that are most like you. ou will probably be a combination of two specific
profiles. ou can also have some characteristics of other types, but will normally fit into one or two Behavioral Blends. Every personality has strengths and weaknesses uniquenesses . One person s weakness may be another person s strength. That s why uniqueness may be a better word than weakness. In order to be more successful and improve your relation- ships, you must learn how to control your strengths and avoid your uniquenesses. Always remember that under pressure you lean toward your strengths. The over use of a strength becomes an abuse, and the best thing about you becomes the worst. The characteristic that people once liked most about you can become what they later despise.
D I S C
D I S C
D I S C
D I S C
D I S C Some patterns indicate unique struggles an individual may be having.
An Above Mid-Line Blend occurs when all four plot- ting points are above the mid-line. This may indicate a strong desire to overachieve. A Below Mid-Line Blend occurs when all four plotting points are below the mid-line. This may indicate that the person is not really sure how to respond to challenges.
I/C: INSPIRATIONAL COMPETENT "I/C" Types are inspiring, yet cautious. They size up situ- ations and comply with the rules in order to look good. They are good at figuring out ways to do things better through a lot of people. They can be too persuasive and too concerned about winning. They are often impatient and critical. They need to be more sensitive to individual feelings. They are often more concerned about what oth- ers think. They do not like breaking the rules; neither do they enjoy taking risks. They need to try new things and sometimes go against the crowd. They are careful communicators who think things through.
"C/I/S"s like to do things right, impress others and stabilize situations. They are not aggressive or pushy people. They enjoy large and small crowds. They are good with people and prefer quality. They are sensitive to what others think about them and their work. They need to be more determined and dominant. They can do things well, but are poor at quick decision-making. They are capable of doing great things through people, but need to be more self-motivated and assertive. They are stimulated by sincere, enthusiastic approval and logical explanations.
"I/S"s are influential and stable. They love people and people love them. They like to please and serve others. They do not like time controls or difficult tasks. They want to look good and encourage others, but often lack organizational skills. They follow directions and do what they are told. They should be more concerned about what to do, than with whom to do it. They are motivated by interactive and sincere opportunities to help others. Regardless of being up front or behind the scenes, they influence and support others. They make good friends and obedient workers.
I/S: INSPIRATIONAL SPECIALISTS
D/I: DYNAMIC INFLUENCERS "D/I"s are impressive, demanding types. They get excited about accomplishing tasks and looking good. Determined and driven, they influence large crowds best. They can be too strong and concerned about what others think. They have good communication skills and are interested in people. They need to be more sensitive and patient with the feelings of others. Learning to slow down and think through projects are crucial for them. They are motivated by opportunities to control and impress.
"D/C" Types are determined students or defiant critics. They want to be in charge, while collecting information to accomplish tasks. They care more about getting a job done and doing it right than what others think or feel. They drive themselves and others. They are dominant and caustic. Improving their people skills is important. They need to be more sensitive and understanding. They are motivated by choices and challenges to do well.
D/C: DRIVING COMPETENT TYPES
"S/C" Types are stable and contemplative types. They like to search and discover the facts. They like to weigh the evidence and proceed slowly to a logical conclusion. They enjoy small groups of people. They do not like speaking in front of large crowds. They are systematic and sensitive to the needs of others, but can be critical and caustic. They are loyal friends, but can be too fault- finding. They need to improve their enthusiasm and optimism. They are motivated by kind and conscientious opportunities to slowly and correctly do things.
S/C: STEADY COMPETENT TYPES
C/S/D: COMPETENT STEADY DOERS "C/S/D"s are a combination of cautious, stable and deter- mined types. They are more task-oriented, but care about people on an individual basis. They don't like to speak in front of crowds. They prefer to get the job done and do it right through small groups, as opposed to large groups. They tend to be more serious. Often misunderstood by others as being insensitive, "C/S/D" types really care for people. They just don't show it openly. They need to be more positive and enthusiastic. Natural achievers, they need to be more friendly and less critical.
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From a Business Perspective
When we discover our personality types, we can recognize the specific areas in which we need to improve. The following are admo- nitions and challenges to help you focus on becoming more balanced. These points apply to all of us, but they are especially pertinent in our areas of weakness and need.
D: “Determined Doers” Be careful to not offend people when you take charge. Anger is a normal human emotion, but it must be controlled. Pursue purity and peace. Focus on doing one thing well. Be kind to everyone, because everyone is carrying a burden.
D/I: “Driving Influencers” Though naturally fearless and able, you need to respect others. Guard the overuse of your strengths be nice to others. Making peace is a greater challenge than winning a fight. Choose your words carefully. Control your feelings.
D/I (lower): “Dynamic Influencers” Develop humility and obedience. Remember everyone has a boss, even you. Avoid rebellion. Recognize that winning is not always most important. Be patient with others. Rely on others instead of your ability to make things happen.
D/C: “Driven and Competent” Seek to get along with everyone. Be kind and loving. Show more love. Seek to serve, not to be served, and have a “servant’s heart.” Recognize meekness is not weakness. Control your desire for power over others. Take time to be still.
Controlling Your Behavioral Blend/s
CONTROLLING YOUR BEHAVIORAL BLEND/S
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CONTROLLING YOUR BEHAVIORAL BLEND Continued
I: “Ins ira ional Influencers” Do not exalt yourself. Listen more. Work at being organized. Concentrate on doing what is most important. Prepare thoroughly. Be careful what you desire. Do not be overconfident, and watch what you promise.
I/D: “Inspirational Doers” Guard the power of your words. Do not use owery language ust to impress people. Always tell the truth. Be small in your own eyes and attitudes. Give others the glory for all you do. Put others before yourself. Beware of the “lust of the esh and pride of life.”
I/ : “Ins ira ional ecialis s” Beware of always seeking everyone’s approval. Seek to please others and make them look good. Be more task-oriented. Do not be lazy. Work hard. Do not ust talk about what you want. Be industrious.
I/C: “Inspirational and Competent” Do not think too highly of yourself. Be a good example. Care more about insignificant people. Be bold and confident. Guard what you say. Do not atter yourself.
CONTROLLING YOUR BEHAVIORAL BLEND/S Continued
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CONTROLLING YOUR BEHAVIORAL BLEND Continued
S: “Steady Specialists” Increase your confidence. Fear not. Speak out more often. Be outgoing and less inhibited. Be assertive. Do not be insecure.
/I: “ ea y Influencers” Think things through. Take stands. Guard against fearfulness. Remember, you do not always need people to encourage you. Always do right and take charge if you have to. Prepare more.
S/D: “Steady Doers” et people know you are capable and confident. Speak out. Be excited. Be strong in your weaknesses. ncourage and help others daily. Reason and evaluate more.
S/C: “Steady and Competent” Be assertive and strong. Be more enthusiastic. n oy relationships rather than endure them. Peace and happiness do not come from security and safety. Deep peace is knowing there are answers to your problems. Be fearless.
CONTROLLING YOUR BEHAVIORAL BLEND/S Continued
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CONTROLLING YOUR BEHAVIORAL BLEND Continued
C: “Cautious and Competent” Be more patient when you correct others. Correct others in love. Be more positive. Hope in the possibilities, not your circumstances. Build relationships with others. Find happiness apart from fulfilling your tasks.
C/S: “Competent Specialists” Think more positively. Guard against the fear of failure. Focus on the possible. Be cheerful. When everything is going wrong, be encouraging. Take more risks and be assertive.
C/I/S (or any combination of I, S, and C): “ om e en Influencing ecialis s” Guard against being udgmental. Avoid bitterness and resentment. Step out of your comfort zone. Be thankful for everything. Be encouraging and a good example to others. Take charge and do whatever you need to do.
C/S/D (or any combination of D, S, and C): “Competent, Steady Doers” Be more enthusiastic. Do not worry so much about problems. Be more positive. Be more sensitive. Do not be reluctant to lead because of poor verbal skills. Be more outwardly optimistic and encouraging to others.
CONTROLLING YOUR BEHAVIORAL BLEND/S Continued
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I/D/S (or any combination of D, I, and S): “Inspiring, Driving, and Submissive” Be more calculating and careful. Be more organized. Be careful what you promise. Give others the glory for all you do. Think before you act. Be humble and slow to speak.
D/I/C (or any combination of D, I, and C): “Dominant, Inspiring, and Cautious” Listen more. Be more sensitive to other’s feelings. Be a peacemaker. Do not be judgmental. Be optimistic and encouraging to others.
Straight Mid-Line Recognize your importance. Relax more. Remember you cannot please everyone all the time.
Above Mid-Line An Above Mid-Line Blend may mean you are trying too hard to over-
achieve. You may feel pressure from unrealistic expectations. Stop attempting to do so much.
Below Mid-Line A Below Mid-Line Blend may indicate you feel threatened or
insignificant. Let others encourage and guide you. Be more optimistic and think better of yourself.
Applying what we learn is the next level of profiling. It really does not matter how much we know about personality types. It is what we do about it and how it helps us be more effective that matters most. The following are some general applications that should be practiced.
CONTROLLING YOUR BEHAVIORAL BLEND/S Continued
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High “I”s They need lots of recognition, approval and stroking. They like to talk and get attention. Being quiet is difficult for them. ive them opportunities to e press themselves. Don’t put them down for their desire to entertain. Encourage them to control their e cite- ment and share the limelight with others.
“I”s need to learn they will have more friends when they make others look good. Praise them when they do well. Emphasize how their poor behavior makes them look bad, when they under-achieve. They espe- cially need to guard against pleasing every- one.
High “S”s They desire steady and stable environ- ments. Change is difficult. ive them time to adjust. Don’t e pect them to accept risks or try new things. They prefer traditional roles. Difficult assignments and enthusiastic challenges are not effective. riendly and sweet appeals are best. Encourage S s to be more outgoing and assertive, so that they won’t be taken advantage.
“S”s’ natural submission causes oth- ers to take advantage of them. “S”s need to learn how to control their reluctance to be bold and assertive. Saying “no” can be frightening, yet powerful. Taking chances and risks to take charge can be very re- warding.
High “D”s They need challenges and choices. They don’t like to be told what to do. They want to be their own bosses. Controlling themselves is most important. Desiring to control others, D s need to guard their feelings. Since D s test and challenge authority, they need to learn that everyone has a boss. If not, they will push others to the limit.
Instead of telling “D” s to complete a task immediately, give them the choice between completing the task now or by a certain time. They will usually choose the latter, but they at least have the choice.
High “C”s They like to do things right. inishing a project half way or half right is unacceptable to them. ive them time and resources to do their best. Don’t push them to always do better. They may get frustrated and give up. Encourage them to improve their people skills. They need to learn to be more sociable. Answer their questions and e plain the whys of life.
Provide these types with happy and positive atmospheres. They tend to be natu- rally pessimistic and moody. Joyful and up i ing music r und e me r ce can be very encouraging. Avoid being con- stantly negative and critical, especially with these personalitiy types.
Practical ApplicationPractical Application
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Stress Management “D” Behavior — Under Pressure: Becomes dictatorial, domineering, demanding, angry, intense, forceful, direct, bossy.
Sources of Irritation: Weakness, indecisiveness, laziness, Lack of — discipline, plan, purpose, direction, authority, control, challenge.
Needs To: Back-off, seek peace, relax, think before reacting, control self, be — patient, loving, friendly, loyal, kind, sensitive.
“I” Behavior — Under Pressure: Becomes hyper, overly optimistic, imma- ture, emotional, irrational, silly, wordy, self- ish.
Sources of Irritation: Disinterest, slowness, pessimism, details, time restraints, antagonism, doubt, structure, lack of — enthusiasm.
Needs To: Listen, count the cost, control emotions, be — humble, strong, disciplined, punctual, careful with words.
“C” Behavior —
Under Pressure: Becomes moody, critical, contemplative, negative, worrisome.
Sources of Irritation: Incompetence, disorganization, foolish- ness, dishonesty, inaccuracy, wastefulness, inconsistency, blind faith.
Needs To: Loosen-up, communicate, be — joyful, positive, tolerant, compromising, open, trust- ing, enthusiastic.
“S” Behavior —
Under Pressure: Becomes subservient, insecure, fearful, weak-willed, withdrawn, sympathizes, sucker.
Sources of Irritation: us iness, ins i i , infle i i i , nger, disloyalty, insensitivity, pride, discrimination, unfairness.
Needs To: Be — strong, courageous, challenging, aggressive, assertive, confrontational, enthu- siastic, outgoing.
Stress Management
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Transactional or Transformational Leader? So what's the difference? . . . According to many authorities on leadership there are "two fundamental types of leaders; the transactional and the transformational leader. Transactional leaders engage in an exchange process with followers; 'If you do this, I'll give you that'. Transformational leadership, by contrast, gets people to do far more than they themselves expect they can do." Transactional leadership is more contingent upon rewards. There's a contract exchange of rewards for tasks. There are promises of rewards for good performance. Accomplishments are recognized. There's a transaction between the leader and the follower. On the other hand, transformational leadership is inspirational. It provides vision and purpose. Followers are offered something more than rewards. There's a relationship based upon healthy pride, respect, and trust, rather than, just accomplishments and rewards. Transformational leaders have charisma. They communicate high expectations that transform fol- lowers and organizations. These type leaders often overcome the prob- lems that arise from the misunderstanding about leadership. Regardless of what type leader you are, understanding the science of leadership is imperative.
Everything rises or falls on leadership!
Leadership is the backbone — the heart and soul; the hands and feet that make things work best. Without good leadership, an organization is like a ship without a rudder. It's like an airplane without wings; or like an archer without arrows. Transformational leadership is more than just lead- ing. Transformational leadership is a life long process of "becoming" — of being transformed, in order to transform others. It's not natural traits enabling them to be better than others. People learn and grow into more effective leaders.
According to Bass and Stogdill, there is "devastating evidence" against the traits theory of leadership. "A person does not become a leader by virtue of the possession of some combination of traits, but the pattern of personal characteristics of the leader must bear some relevant relationship to the characteristics, activities, and goals of the fol- lowers."
Most people believe — Leaders are not born. They are made!
But it is probably more accurate to say — Everyone is born with the innate
ability to become a leader! Anyone can become a leader. That's what Transformational Leadership is all about. Being transformed by the renewing of your mind to be- come what you were designed to be. Becoming a Transformational Leader begins by recognizing you are endowed to succeed in life.
ulfilling that purpose can transform you into a blended (DISC) Servant Leader! The most effective leaders are the Transfor- mational Servant Leaders. They are those who understand themselves and others to work on a higher plain of life. They discover the insights that transcend the norm or typical. They learn how and what it takes to impact others. Understanding Human Behavior Science and applying what you learn can help you identify your style of leadership. The Uniquely You Question- naire identifies your DISC personality type. Simply adapt what you learn to leadership from a Servant Leader perspective. The interpretation and practical application throughout this report will help you clearly see the relationship between personality types and Transformational Servant Leadership. Hopefully this assessment will result in better attitudes, improved relationships, and measurable results. Identifying your DISC profile can be the beginning of a new way of leading for you and oth- ers. It can make the difference in happiness and sor- row . . . success and failure in life. This profile can help you discover and develop the unique leader within you!
Are you a Transactional or Transformational Leader?
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Leader Styles The following describes different leadership styles. People tend to lead according to their personalties, rather than adapt to the styles of others.
"D" Leaders — "D"s are take control and be in charge types. They don't like people telling them what to do. "D" leaders can be too pushy and forceful. They need to control their direct and demanding approach to management. They make better leaders when they learn to slow down, be gentle, and not so demanding of others.
"I" Leaders — "I"s are inspiring and enthusiastic. They love to lead and influence others. aturally great presenters, they tend to talk too much. "I" leaders need to listen more and not be so sensitive to rejection. They are the most impressive and positive leaders. "I"s love crowds, but need to be interested in individuals.
"S" Leaders — "S"s are the sweet, steady and stable leaders. They seldom demand anything. They are friendly and loyal, but tend to be too nice. They need to be more aggressive and assertive. Overly sensitive to their shortcomings, "S"s need to be more confident. They hate to take risks. They often miss opportunities because of their caution. Reliable and relaxed, they are more reserved.
"C" Leaders — "C"s are competent and compliant. They go by the book and want to do everything just right. They are thorough and detail-oriented, but tend to be too informa- tive. "C"s need to be more positive and enthusiastic. They answer questions people aren't asking. When optimistic, C s are e tremely influential. They should not concentrate
on problems, but focus on potentials.
Follower Styles People also follow according to their personalities. Identifying individual followers' styles make leaders more effective.
"D" Followers — "D"s respect strong leaders. They want to be part of a winning team. They follow with power and authority in mind. They wonder, "Will this action make me more respected and / or get the job done?" "D" followers need choices, rather than "get-in or get-out" ultimatums. They need opportunities to do their own thing.
"I" Followers — "I"s follow with their hearts. They tend to be impulsive followers. They want opportunities that will make them look good. I followers talk a lot. They make great first impressions. Their high egos and ability to persuade often turn them into the leaders in order to rise to the top. Some- times you don't know who's leading whom.
"S" Followers — "S" followers don't make quick decisions. They like leaders who are understanding and gentle. They want to establish a relationship with a leader who will be around for a long time. "S"s are concerned about service and stability. When it comes to sensible and slow judgment, "S" followers feel right at home. They like familiar and low-key environ- ments.
"C" Followers — "C"s are "Consumer Report" type followers. They ana- lyze each decision. They love research and development. "C"s are quality oriented followers. They don't like quick or costly decisions. Picky and precise, they follow with their minds, rather than hearts. "C"s seldom respond positively at first. They often want time to think about their decisions. Once convinced, they follow best.
For example, High "S" leaders should not engage High "D" followers in small talk. "D"s prefer leaders who get-to- the-point. They want "bottom line" answers. They respond best to those who are not going to waste their time.
On the other hand, High "S" followers feel comfortable with leaders who are systematic, slower, and steady in their approaches. "S"s don't like fast talking, quick pace responses. "S"s respond best to stable and sensitive leaders.
Leadership Insights Most everyone responds to life's challenges and choices according to his or her personality.
Therefore, individuals who relate to others must be personality wise.
The most effective Leader is the blended Servant Leader.
These type individuals learn how to adapt and become "all things to all men." They understand that everyone is of- ten motivated by their specific personality. They guard their strengths from overuses, and improve their "uniquenesses / weaknesses."
Blended Servant Leaders control their drives, passions, and wills in order to motivate others more wisely. Servant Leaders are Transformational Leaders who raise people up to follow on a higher plain. Anyone can be a Servant Leader. It doesn't matter what your "DISC" personality type is. It's your maturity, ability to adapt, and control yourself, rather than oth- ers that makes the difference.
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Leader Styles The following describes different leadership styles. People tend to lead according to their personalties, rather than adapt to the styles of others.
"D" Leaders — "D"s are take control and be in charge types. They don't like people telling them what to do. "D" leaders can be too pushy and forceful. They need to control their direct and demanding approach to management. They make better leaders when they learn to slow down, be gentle, and not so demanding of others.
"I" Leaders — "I"s are inspiring and enthusiastic. They love to lead and influence others. aturally great presenters, they tend to talk too much. "I" leaders need to listen more and not be so sensitive to rejection. They are the most impressive and positive leaders. "I"s love crowds, but need to be interested in individuals.
"S" Leaders — "S"s are the sweet, steady and stable leaders. They seldom demand anything. They are friendly and loyal, but tend to be too nice. They need to be more aggressive and assertive. Overly sensitive to their shortcomings, "S"s need to be more confident. They hate to take risks. They often miss opportunities because of their caution. Reliable and relaxed, they are more reserved.
"C" Leaders — "C"s are competent and compliant. They go by the book and want to do everything just right. They are thorough and detail-oriented, but tend to be too informa- tive. "C"s need to be more positive and enthusiastic. They answer questions people aren't asking. When optimistic, C s are e tremely influential. They should not concentrate
on problems, but focus on potentials.
Follower Styles People also follow according to their personalities. Identifying individual followers' styles make leaders more effective.
"D" Followers — "D"s respect strong leaders. They want to be part of a winning team. They follow with power and authority in mind. They wonder, "Will this action make me more respected and / or get the job done?" "D" followers need choices, rather than "get-in or get-out" ultimatums. They need opportunities to do their own thing.
"I" Followers — "I"s follow with their hearts. They tend to be impulsive followers. They want opportunities that will make them look good. I followers talk a lot. They make great first impressions. Their high egos and ability to persuade often turn them into the leaders in order to rise to the top. Some- times you don't know who's leading whom.
"S" Followers — "S" followers don't make quick decisions. They like leaders who are understanding and gentle. They want to establish a relationship with a leader who will be around for a long time. "S"s are concerned about service and stability. When it comes to sensible and slow judgment, "S" followers feel right at home. They like familiar and low-key environ- ments.
"C" Followers — "C"s are "Consumer Report" type followers. They ana- lyze each decision. They love research and development. "C"s are quality oriented followers. They don't like quick or costly decisions. Picky and precise, they follow with their minds, rather than hearts. "C"s seldom respond positively at first. They often want time to think about their decisions. Once convinced, they follow best.
For example, High "S" leaders should not engage High "D" followers in small talk. "D"s prefer leaders who get-to- the-point. They want "bottom line" answers. They respond best to those who are not going to waste their time.
On the other hand, High "S" followers feel comfortable with leaders who are systematic, slower, and steady in their approaches. "S"s don't like fast talking, quick pace responses. "S"s respond best to stable and sensitive leaders.
Leadership Insights Most everyone responds to life's challenges and choices according to his or her personality.
Therefore, individuals who relate to others must be personality wise.
The most effective Leader is the blended Servant Leader.
These type individuals learn how to adapt and become "all things to all men." They understand that everyone is of- ten motivated by their specific personality. They guard their strengths from overuses, and improve their "uniquenesses / weaknesses."
Blended Servant Leaders control their drives, passions, and wills in order to motivate others more wisely. Servant Leaders are Transformational Leaders who raise people up to follow on a higher plain. Anyone can be a Servant Leader. It doesn't matter what your "DISC" personality type is. It's your maturity, ability to adapt, and control yourself, rather than oth- ers that makes the difference.
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"I" Behavior — Auditory Learner: LISTENS best to exciting and en- thusiastic communication. Desires to hear expressions and word-pictures that make lessons come alive. Needs to hear influencing nd impressi e e rning c mmunic es p- timism. Hears the lesson best through humorous stories.
Visual Learner: Wants to SEE the lesson through drama or role-play. Desires to participate by acting out or visualizing the lesson. Learns best when able to picture him or herself in the lesson. Looks for images that explain the lesson.
Kinesthetic Learner: Wants to FEEL part of the lesson. Desires an emotional tie with the presenter and point of the lesson. Learns best in a group where his or her feelings can be expressed. Needs heartfelt communication.
"D" Behavior — Auditory Learner: LISTENS best to challenges and straightforward communication. Wants to hear bottom-line and summarized facts. Doesn't like to listen to long drawn-out stories. Responds best to serious and hard-hitting points. Pays most attention when lessons are direct and demanding.
Visual Learner: Wants to SEE progress and results. Re- sponds best to action-packed visuals. Learns best when les- sons are animated or shown, as opposed to written or spoken. Desires more hands on group learning by example.
Kinesthetic Learner: Wants to FEEL in control of learn- ing. Desires strong emotion-packed, as opposed to sensitive or silly type presentations. Responds best to authority who makes him or her relate personally to the learning.
DISC Learning Styles According to Cynthia Tobias' book, THE WAY THEY LEARN, there are four basic learning styles: Concrete, Abstract, Sequential, and Random. There are also three ways we remember. She adds, "Learning styles researchers Walter Barbe and Raymond Swassing present three modes of sensory perception (ways of remembering) that we all use in varying degrees." These "modalities" (auditory, visual, and kinesthetic) affect everyone's learning styles. Every leader should discover their auditory, visual, or kines- thetic / feeling styles in order to help communicate better with their followers and fellow leaders. It is not always their follower's fault when things are misunderstood. It is every leader's responsibility to work with others to know how they learn best. Every leader should also know and understand how these learning styles respond. Adapting one's presenting style to the learning style of others will often determine the success or failure of a relationship.
It is not always the responsibility of the follower to adapt his or her learning style to that of the leader. Followers and leaders must both control their communicating and learning styles in order to have the best results possible. Understanding how your DISC personalities affect learning styles can help guard your strengths and avoid your weaknesses. Study the insights below to improve your communicating and learning. Always remember, you are the only one who can control yourself to do right. Don't expect or depend on anyone else to give you the determination to respond appropriately. Learn to control your personality, rather than letting your personality control you. Take command of your feelings and thinking, rather than expecting others to change on your behalf. Become a more effective Transformational Leader by adapting your leading style to the learning style of others.
"C" Behavior — Auditory Learner: LISTENS best to clear and precise words. Desires to hear lessons that explain why, what, when, and how. Wants to hear competent and accurate communi- cation. Is not as interested in the drama, but in hearing the facts. Learns best with thorough explanation.
Visual Learner: Wants to SEE the lesson, as opposed to just hearing about it. Desires visualization of the facts. Learns best when presented with investigated lessons. Needs to have pictures and charts drawn that explain the lesson.
Kinesthetic Learner: Wants to FEEL the lesson is clear and understandable. Learns best when communicated through rational and emotional means. Desires balance between facts and feelings. Wants to learn through heartfelt, yet intellectual presentations. Needs to feel the lesson is logical.
"S" Behavior — Auditory Learner: LISTENS best to sweet and soft pre- sentations. Doesn't like strong or fast-paced communication. Responds best to supportive and security-oriented words. Desires to hear lessons in a small group. Wants to hear words that make the lesson kind, nice, and caring.
Visual Learner: Wants to SEE the lesson lived-out through the life of the presenter. Learns best by visualizing the lesson as part of a small group, rather than having to be up front presenting. Desires steady and stable visual environments.
Kinesthetic Learner: Wants to FEEL comfortable and secure as he or she learns. Responds best to status-quo type learning, without surprises or challenges. Desires that everyone is learning harmoniously and together as a family. Needs to feel the lesson in a personal and private way.
DISC Learning Styles
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"I" Types — Listen for and often use the following words or phrases:
Words: Exciting, enthusiasm, fun, feel, joy, joyful, posi- tive, inspiring, impressive, interesting, fantastic, wow, awe- some, wonderful, phenomenal, thrilling, sensational
Phrases: Isn’t this exciting or fun; I’m so excited; let’s be enthusiastic; let’s all do it together; I really care about you; I feel your pain; something good is going to happen; I feel great; how is this going to effect the crowd; let’s go for it; let me tell you this story; let me illustrate this; you’re going to really like this; can you believe this; watch me, this is sensational; I'm overwhelmed; I'm elated; I sincere- ly want to help you
"D" Types — Listen for and often use the following words or phrases:
Words: Challenge, power, powerful, big, better, results, bottom-line, win, work, change, strong, stronger, stand, direct, definite, demand, decisiveness, deviance, now
Phrases: If it doesn’t work, let’s change it; do something; get-in or get-out; lead, follow, or get out of the way; my way or the highway; bigger and better; I’m results-oriented; I don’t like the status-quo; things need to change around here; we need to work harder; let’s not be so sensitive; take a stand; stand in the gap; give it to me straight; don’t beat around the bush; I demand; I’m determined; I’ve decided; now is the time; let’s not wait any longer
Neurolinguistic Programing (NLP) is the unique way our minds often process what we say and hear. The following in- sights are simple observations of how people verbally share their thoughts, plus how people perceive what they hear. Everyone processes what they experience through their unique senses. There is no normal right or wrong way of processing what we hear. Some leaders can intuitively “read between the lines” of those who are silently hurting, while other leaders are better able to say just the right words at the right time. The problem is that we tend to lean toward and be controlled by our specific NLP. Under pressure and stress we lean toward our strengths, because that’s where we are most comfortable and confident. But the overuse of a strength can become an abuse and the best thing about us can become the worst. By identifying and understanding our NLP from a DISC personality perspective, we can guard our strengths and avoid our weaknesses (uniquenesses) while communicating to others. We
"C" Types — Listen for and often use the following words or phrases:
Words: Think, analyze, reason, evaluate, investigate, comprehend, understand, plan, contingency, process, due- diligence, organize; explain, cautious, careful, conscien- tious, consider, contemplate, study, research
Phrases: The intelligent thing to do; it’s the reasonable thing to do; I don’t understand; please explain; let’s think about this; I need time to think; doesn’t this make sense; let’s process this; we need a backup plan; let’s work our plan and plan our work; we need to work smarter; we need to be more organized; I can’t stand disorganization; let’s be more careful; let’s look further; I don’t like quick decisions ate s o wor fi re it o t
"S" Types — Listen for and often use the following words or phrases:
Words: Caring, nice, kind, sensitive, sweet, soft, tender, loving, belonging, family, tradition, steady, stable, security, serving, servant, teamwork, unity, calm
Phrases: I really care about you; let’s not hurt anyone; we need to be more sensitive; how will this affect our fami- ly; doesn’t anyone care; I don’t like change just for change sake; let’s take it slow; I don’t like instability or insecurity; I like stable and steady situations; people are more impor- tant than things; his or her feelings really matter; how can we help that person; let's work together; together we can; we're in this together; let me help you; I'm not sure I can do that; I really don't feel comfortable
can consciously use the most effective words to influence others. We can also be aware of the words others may use that best influ- ence us. So when you speak to an individual or a group, keep in mind that people listen through their NLP. You will also have the natural tendency to share through your NLP. Therefore, consider the words you use. Adapt your presentation to the person you are try- ing to communicate with to fit their NLP. Also when speaking to a group of people, be sure to add the words and phrases with which everyone can identify. For example, when making an appeal to a group you may want to say something like this as you close: “I challenge you to take this risk”; and “people will see and take note of your wisdom”; and “I want to sincerely encourage you to make this decision”; and “doesn’t this decision make sense?” Also keep in mind there is a lot of “junk” associated with hu- man behavior science. Choose what you use carefully.
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Presenting Insights Most everyone responds to life’s challenges and
choices according to their personalities. Therefore, leaders especially must be personality wise.
For example, High “D” followers should not be engaged in small talk. They want leaders who get-to-the- point — “bottom line.” They prefer leaders who are not going to waste their important time and busy schedule.
On the other hand, High “S” followers feel more comfortable with leaders who are more systematic, slower and steady in their approaches. “S”s don’t like fast talking, quick pace presentations.
Leader’s Communicating Styles The following will help you see each leader’s communicating style. People tend to speak according to their types, rather than adapt to the other person’s type.
“D” types — “D”s are take control and be in charge types. They don’t like people telling them what to do. “D” leaders can be too pushy and forceful. They need to con- trol their direct and demanding approach to motivating others. They make great leaders when they learn to slow down, be gentle and not so demanding of others.
“I” types — “I”s are inspiring and enthusiastic. They love to lead and influence others. aturally great present- ers, they tend to talk too much. “I” leaders need to listen more and not be so sensitive to rejection. They are the most impressive and positive leaders. “I”s love crowds, but need to be interested in individuals.
“S” types — “S”s are the sweet, steady and stable lead- ers. They seldom push or demand anything. They are friendly and loyal, but tend to be too nice. They need to be more aggressive and assertive. Overly sensitive to how people feel, “S”s need to be more optimistic. They hate to take risks. They often miss great opportunities because of their caution. Reliable and relaxed, they are more shy.
“C” types — “C”s are competent and compliant. They go by the book and want to do everything just right. They are thorough and detailed-oriented, but tend to be too informative. “C”s need to be more positive and enthu- siastic. They answer questions people aren’t asking. When optimistic, C s are e tremely influential. They should not concentrate on problems, but rather focus on the potentials.
Follower’s Listening Styles Followers also listen according to their personalities. The following insights are the listening styles of their different personality types.
“D” types — “D”s want to hear “the bottom line.” They like the direct approach and have a part in making the final decision. They follow with power and authority in mind. They wonder, “Will this task make me more re- spected or stronger.” “D” followers need choices, rather than “get-in or get-out” ultimatums.
“I” types — “I”s listen with their hearts. They tend to be im- pulsive followers. They want leaders that will let them look good. “I” followers want to talk more than listen. Their high egos and ability to persuade often turns them into the obedient followers in order to look good. Some- times you don’t know who’s leading who.
“S” types — “S” followers don’t make quick decisions. They like leaders who are understanding and gentle. They want to establish a relationship with a leader that will be around a long time. “S”s listen best to sensitive and stable building presentations. When it comes to mak- ing sweet and slow decisions, “S” followers feel right at home. They like to listen in familiar and low-key environments.
“C” types — “C”s are “Consumer Report” type followers. They research and prepare each move. They also love analytical reports. “C”s are thinkers. They don’t like messy plans. Picky and precise, they follow with their minds, rather than hearts. “C”s seldom ever follow spontaneously. They often want time to think about their decisions. They listen for details and well thought out plans.
Presenting Insights
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D I S C
Example above: The person with the solid line has a D I personal profile, while his or her leadership role with a dotted line calls for a "S/C" type. One profile is not better than the other. Both profiles have their strengths and "uniquenesses." To improve your effectiveness as a leader, notice the differences between the two profiles.
Leaders often struggle because their personal profiles don’t match their leadership roles. If the solid line is your personal profile, you may be more decisive or need to be in charge. But your leader- ship role may know that total freedom is not pos- sible. ou must adapt your personal profile to your leadership role profile.
But your D I personal profile may be e actly what your leadership role requires. The D I may want to do his or her own thing, while the S C role as a leader may want to be more cautious. The D I profile wants to be more aggressive, while the S C role as a leader needs to be more reserved.
Leadership Reflection
The S C leadership role needs to be more as- sertive in order to control your D I natural drives. The S C role as a leader also needs to be aware of the D I personal profile needs more opportunity to "run with the ball." This person is a natural self- starter, but will need to guard their aggressiveness and be more slow and soft.
On the other hand, D I roles as leaders must control themselves first, if they want to control their followers. S C leadership roles must always remember certain personalities are control-oriented and need to be instantly addressed. ollowers will gain more freedom and responsibility when they learn to obey, rather than resist strong D type lead- ers.
otice all D,I,S, and C differences in your con- trasting graphs above in respect to your role as a leader and your personal profile. Concentrate on all the DISC letters. Evaluate each letter with your specific role as a leader in mind.
D I S C D I S C
Then transpose your new leadership role profile on top of your personal profile below. ow contrast your personal pro- file to that of your role as a leader. Study the differences and develop strategies to adapt your personal profile to your role as a leader.
Contrast your personal DISC profile to your leadership role. Transpose your graphs from the back page of your UY Questionnaire to the two graphs below. edo your UY Questionnaire from the perspective of your leadership role. Choose the ost and Least groups
of words that best describe your role as a leader. ocus on what you think others e pect a good leader should be. Complete your questionnaire again using different distinguishable marks . If you marked each bo with a dot, use a or X this time.
Leadership Reflection
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Becoming the most effective leader for a specific task will obviously make a difference between success and failure as a leader. Adapting your personal profile to a specific roll is imperative. he following are e amples and e planations of how to adapt your natural personality type to your role as a Blended DISC Servant Leader. Stress occurs in every ob. he level of pressure can be directly related to your personality in relations to your demands as a leader. In other words aggressive leaders can cause more stress to the passive and reserved type followers. D and I type personalities are more suited to active type leaders but must learn to adapt to the more passive type followers. At the same time S leaders can also be successful as they control their natural reluctance and discipline themselves to be more outgoing.
heir style will be "steady, stable and sensitive," emphasizing service and security trust as they lead others whether they are active or passive types.
Graph A compares a igh I individual to a igh S roll. I s are active people oriented personalities. hey make great leaders. I s tend not to like detail. hey need to work on time management and call for commitments. hey don t like to pressure people.
If an I were to have an S type roll as a leader he or she may become frustrated and bored. I s need to be active working with large groups of people. hey love to e press themselves. I s need opportunities to shine while S roles may re uire working behind the scenes.
Graph B compares a igh D C employee to a igh I S roll. D C s are task oriented. hey love the challenge of completing a difficult task and getting it done right. D C s are not socially active. hey prefer telling people what to do and making sure it gets competently done.
D C s make good managers as leaders but need to work on being more sensitive and encouraging to those who work under them. I S roles re uire more social skills.
Graph C compares a igh I S C individual to a igh D roll. An I S C leader will like to deal with the public and is concerned about the
details. D rolls desire not getting bogged down with details or having to sociali e. D rolls also re uire a thick skin and decisive leader.
I S C s who have learned to be more "shakers and movers" can handle the roll but may struggle with strong willed and demanding people. D roles may need someone less tolerant and compromising.
Summary he higher the individual s DISC personality type is in contrast to what their role as a leader is the greater the potential for making a mistake. or e ample if you are a C type personality in the role as a leader that re uires a lot of I type you may be too reserved. But if you are a C type trying to lead a group of I s that s what they need but you must adapt your style to be more e cited. I s prefer someone to take care of the details and paper work. But I s also need someone positive and encouraging. ou must decide which factors are most essential and become all things to all people.
I s are outgoing while S roles need steady responses. I s are more optimis
tic while S roles need sensibility. S roles re uire
caution not risks. I s love to talk S
roles may require better listening skills.
D C s are task oriented while I S roles require people skills. D C s want to get
the role done while I S obs need more sensitivity. I S roles focus on
more service than D C s may prefer.
B. "D/C" Relating To "I/S" Role
C. "I/S/C" Relating To "D" Role
I S C s are not dominant. hey prefer sociali a
tion and competence in their role. D roles re uire
aggressive and assertive behavior. I S C s do well with
people and tasks but tend not to be drivers.
To learn more about the different com- osite ersona it t es or s ecific
insights about your personality blend, be sure to study all the pages
in this report.
D I S C
D I S C
he following are three common opposite types. See if one of these is like your Lead- ership Reflections on page of this booklet.
A. "I" Relating To "S" Role
D I S C
Leadership Intensity FactorsLeadership Intensity Factors Becoming the most effective leader for a specific task will obviously make a difference between success and failure as a leader. Adapting your personal profile to a specific role is imperative. The following examples
Graph A compares a high “I” individual to a high “S” role. “I”s are
If an “I” were to have an “S” type role as a leader, he or she may become
Graph B compares a high “D/C” employee to a high “I/S” role. “D/C”s
details. “D” roles desire not getting bogged down with details or having to socialize. “D” roles also require a thick skin and decisive leader.
Graph C compares a high “I/S/C” individual to a high “D” role. An
the role, but may struggle with strong-willed and demanding people. “D”
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"D/I" Relating To "S/C"
The following are three of the most com- mon opposite types. See if any of these is like your Behavioral Blend/s and that of your significant other. or co worker .
"I/S" Relating To "D/C"
"D" Relating To "I/S/C"
D I s are outgoing, while "S/C"s are passive and reserved. D I s are more
positive than S C s. S C s are more
cautious than D I s. Both should learn
from the other. Be committed!
I S s are people, while D C s are task oriented. I S s are more high
touch than D C s. D C s are more
high tech than D I s. Both should learn
from the other. Be committed!
D s are more dominant and demanding. I S C s resist aggres
sion, but respect it. They prefer friendly,
secure and cautious behavior. Both should learn from
the other. Be committed.
To compare your personality with that of another person's personality, be sure to study
this entire report.
EXAMPLES —
There are D I behavior types, who are active in their tasks and people skills. There are S C types, who are passive, while both people and task oriented. D C s are pure task oriented, while being active and passive. I S s on the other hand, are basically people oriented while active and passive. The I C is both active and passive while people and task oriented at the same time. The same goes for the D S. But while the I C loves to inspire and correct, the D S enjoys dominating and serving others. The D S type may sound like a contradiction in terms, but this unique and often confusing behavior is normal. The most obvious conflicts occur when a pure D C task oriented individual is attracted to a pure I S people oriented person. These people were probably initially impressed with the others strengths which were their own weaknesses. The D C lacks people skills while the I S needs to become more task oriented and organi ed. The e citing news is each needs the other, but difficulty comes when one stops looking at the other s strengths and starts focusing instead on the other s weaknesses. The D C focuses on logical thinking and being industrious, while the I S desires to build relationships and deepen communication.
ou can see how these two blends of behavior can clash.
ASSIGNMENT — Consider how opposite personalities often are attracted to each other in order to complete themselves. Think about the obvious differences between you and your other team members. Ask your closest friends about opposite how personalities in their lives have helped and benefited them. Begin thinking about the so called "weaknesses" of others as "uniquenesses."
Opposites seem to attract each other. Somehow we are attracted to people who have strengths that are our weaknesses. C s will meet an e citing, posi- tive, upbeat type person, like an I . C s will wish they were more like him or her, while the I is impressed with the C s logical thinking and organi ed behavior. D s are often attracted to C s because of C s cautious and calculating demeanor, while C s are impressed with D s risk taking, driving, decisive and dreaming behavior. I s are also attracted to S s because of their quiet, sweet, soft demeanor while S s admire I s ability to influence and impress others. What happens when opposites attract can be e plained by the dynamics of differences. Our differences draw us together. Ironically, those same differ- ences can drive us apart. The characteristics of the person with whom we felt a bond often become the very traits we end up resenting. While opposites often attract, we must keep in mind that most people are blends or composites of DISC. ew people are predominate D s, I s, S s, or C s. ost people are a combination of several of types.
Challenging Differences
D I S C
D I S C
D I S C
Challenging Differences
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"D" Behavior — Under Pressure: Becomes dictatorial, domineering, demand- ing, angry, intense, forceful, direct, bossy. Sources of Irritation: Weakness, indecisiveness, laziness Lack of — discipline, plan, purpose, direction, authority, control, challenge. Needs To: Back off, seek peace, relax, think before reacting, control self, be — patient, loving, friendly, loyal, kind, sensitive.
"C" Behavior — Under Pressure: Becomes moody, critical, contemplative, negative, worrisome. Sources of Irritation: Incompetence, disorganization, foolishness, dishonesty, inaccuracy, wastefulness, inconsis- tency, blind faith, false impressions. Needs To: Loosen up, communicate, be — joyful, posi- tive, tolerant, compromising, open, trusting, enthusiastic.
Natural Responses To Conflict — "D"s — Want To Attack "I"s — Want To Expose Others "S"s — Want To Support or Submit "C"s — Want To Criticize
Recommended Wise Responses — "D"s — Restore With Love "I"s — Make others look good "S"s — Care Enough To Confront "C"s — Examine Own Self First
How To Handle Conflicts Often, the greatest hindrances to healthy relationships are personality conflicts. ositive individuals, desiring to build good relationships, are often discouraged because of misunderstandings and clashes with others. This section is designed to help you discover why people do what they do under pressure and why you may conflict with others. Life s success principles on how to handle clashes are clear. The problem is many people are not aware of their "sensitive spots." Everyone needs to learn more about avoiding and resolving conflicts. Every personality has its "hot button." Everyone can act like a D when pushed too far. The following are tendencies of personalities as they relate under pressure.
"I" Behavior — Under Pressure: Becomes hyper, overly optimistic, immature, em i n , irr i n , si , rd , se s Sources of Irritation: Disinterest, slowness, pessimism, details, time restraints, antagonism, doubt, structure, lack of — enthusiasm, team participation. Needs To: Listen, count the cost, control emotions, be — humble, strong, disciplined, punctual, careful with words, conscientious.
"S" Behavior — Under Pressure: Becomes subservient, insecure, fearful, weak- willed, withdrawn, sympathizer, sucker. Sources of Irritation: us iness, ins i i , infle i i i , nger, disloyalty, insensitivity, pride, discrimination, unfairness. Needs To: Be — strong, courageous, challenging, aggres- sive, assertive, confrontational, enthusiastic, outgoing, expressive, cautious, bold.
Most problems today are not technical —
they're relational — personality conflicts and
clashes with others.
Review the following pages with your Behavioral Blends in mind. ead each section to see how you may respond as a specific personality type. Also consider how you may respond differently because of your "hot and cold buttons. To improve your effectiveness, control your personal-
ity and never use it as an excuse for poor behavior!
Remember —
How To Handle Conflict
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"D" / "S" Work Index: "D"s and "S"s working together are like masters and slaves. "D"s tell "S"s what to do. "D"s need to appreciate S s for their hard work. D s definitely dominate "S"s, but should never take them for granted. "S"s feel secure with "D"s as long as "D"s show controlled and stable behavior. "S"s should be assertive — "D"s more compromising.
"D" / "I" Work Index: D s and I s working together are very active. The "D" wants to control, while the "I" wants to impress. The "I" wants to talk, while the "D" works. The "D" tends to dominate, while the"I" desires to com- municate. The "I" feels as though the "D" doesn't care, while the "D" thinks the "I" is too sensitive. "D"s are too serious, while "I"s too impulsive.
"D" / "C" Work Index: A D and C working together conflict over dreams and details. The "D" wants to get the job done, while the "C" wants to get it done right. "D"s are optimistic, while "C"s are more pessimistic ("realistic"). "D"s need to be more careful, while "C"s need to be more positive. "D" and "C" team members are task, rather than people-oriented.
"I" / "I" Work Index: Two "I"s working together will talk more than work. They compete for praise and approval. They tend to be overly optimistic and enthusiastic. Two I s will communicate well, if one doesn t try to out talk the other. Each wants lots of attention. Both tend to be emotional. Communication goes two ways talking and listening. "I" team members are the most expressive.
"D" / "D" Work Index: Two "D"s can work well together as long as one recognizes the other is the "boss." "D" #1 may be the boss, but D must respect and trust him. They must also learn to give and take. D may be a little more dominant, but D is also very dominant. "D" team members will be more driving and direct. They often intimidate, but can be e tremely good for the team.
Practical Application
e urns m ing m r decisi ns se i decide in speci c re s n gi e u im ums n rce issues d n in m ing decisi ns n r urse , r er n e er pers n e rn re nd c n r s ress.
Practical Application
e ermine c mmunic e n e sis the other person's needs. s need s e re c re I s need gi e s c nce s s u d pr ise I s m re I s s u d e m re indus ri us r ers n in imid e r m nipu e
Practical Application
s s u d direc , n d min e s "Submit yourself one to the other." gree en e is u c n r ,
the "S" has the right to say so, without fear. s need s r ng ppe s en
their behavior is unacceptable. s s u d s m re de ermin i n
Practical Application
e m re unders nding er s perspec tive — Don't criticize their personality. ers ee e e ee s ug is en m re s s s u d id s eing neg i e i e s c nce in u decisi n s s u d e ris s s c re u
Practical Application
e urns ing s e er repe c e r s e
heard. "I"s don't listen well. ec rd u greed up n s ere i
be no misunderstandings. r ise e c er m re n see ing e
praised.
Intensity Insights To identify the intensity between two personality types, look for the profile of person and compare it to the profile of person . Don't make the mistake of thinking two personalities cannot work well together. In fact, it is sometimes better to have two different personality types working together, so one type will compensate for the other. Remember, we all have blind spots.
Two similar personalities can also work well together, as long as they both respect and trust each other. The purpose of understanding the intensity caused by contrasting personality types is to predict behavior and respond better. Always keep in mind, no personality is better than the other. We must learn to understand why people do what they do. We should strive to respond in more mature and wiser ways.
D I S C
D I S C
D I S C
D I S C
D I S C
Intensity Insights
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"S" / "S" Work Index: Two "S"s work best together. They don't compete or criticize each other. They are loyal and sensitive to the other. They make great associates. "S"s are the most tolerant and forgiving types; therefore, they make the nicest team members. They tend not to be assertive and will struggle with decision-making. They add stability and sensitivity to the team.
"I" / "C" Work Index: "I"s and "C"s make good associates, when the "I"s do the selling and "C"s do paper work. "I"s dis- like "C"s pessimism, while "C"s distrust "I"s facts. "I"s and C s can conflict, due to their differences. I s are more active, while "C"s passive. "I"s are feeling-oriented, while C s are task oriented. They are definitely opposite, but can complement each other.
"S" / "C" Work Index: "S"s and "C"s working together will be pas- sive and methodical. Precision and propriety come before performance. "S"s want "C"s to be more friendly."C"s can be too picky, but "S"s will be most forgiving. "S"s desire more kindness, while "C"s more perfection. They are both more quiet and private. They can work well together with little need for conversation.
"C" / "C" Work Index: Two "C"s working together can be challenging. Both have high standards on how to do things. "C"s tend to think their way is best. Two "C"s will conflict over "right and wrong." They can be cold and caustic. "C"s tend to be picky-perfectionistic and demanding of competence. They make great team mem- bers when at peace and when they respect each other.
"I" / "S" Work Index: "I"s and "S"s don't tend to be industri- ous. They like to "care and share." "I"s are great at PR, while "S"s like customer service. "I"s and "S" relate well together. "I"s are the talkers, while "S" are the listeners. "I"s want "S"s to tell them how they feel, but "S"s can't seem to get a word in. "I"s love crowds; "S"s prefer small groups. "I" and "S" team members are people-oriented.
Practical Application
en n I s s n ues i n, e I should wait for the "S" to answer. s s u dn e I s s in erup nd
control every conversation. s s u d s I s repe s
say. "I"s tend to think of what they want to say, rather than listen closely.
Practical Application
I s need rus s c ncerns s ug e m re p imis ic u
"I"s' interests. I s s u d d eir me r e re
trying to convince "C"s about an idea. s need e press emse es, ins e d
of internally criticizing "I"s.
Practical Application
s s u d rce emse es e press their feelings. s c n miss gre pp r uni ies,
because neither one wants to take risks. r n depend n e er r m r
decisions. e m re en usi s ic nd u g ing
Practical Application
s need e m re dem nding i s r ge er n pr ec s s s u d n cri ici e s disin eres e m re in im e nd ggressi e n i n ers e press emse es e m re p imis ic nd p si i e u ur
problems.
Practical Application
e m re c mp imen r e c er n cri ici e e c er s r n eep ur ee ings in e m re e pressi e nd p si i e in ice e re s ing u in mpr mise ur d ing ings e m re u g ing nd pe p e rien ed
. Once you have studied your specific Intensity Insights, follow these instructions to understand more about other contrasting personalities on both pages.
2. Identify each person's HIGHEST, NEXT highest, and LOWEST plotting points from your Two Graphs.
. eview the proceeding pages to avoid and resolve conflicts.
More Insights
D I S C
D I S C
D I S C
D I S C
D I S C
More Insights
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Resolution Management Promise Whenever I feel an urge to share with my friends the offense, I will seek to be mature about my hurt.
Confronting Leaders I believe in following the Chain of Command, other than in grave matters of misconduct or ir- refutable illegal activity. I will earnestly follow my leaders. I will not allow anyone to criticize them without following Principle of Priorities and
i u e speci c pers n presen If I have a problem with my leader/s, I will go
rs ne em I i n s re i n ne my concern. I will listen and try to understand their perspective of the problem. If I am not s is ed i eir e p n i n nd c n inue
e nim si , I i s eir permissi n nd medi r i is en ur c nflic
I e medi r nds I e misunders d the situation and should continue no further, I will trust his or her judgment. If the "media-
r grees i m c ncern nd nds e e der wrong, but the leader refuses to hear the "media-
r, e i en nd gr up r ree other "mediators" who will hear the matter and de ermine is es res e is c nflic
Serious Step I I c n inue nd u i e der nd cannot relate or work in "harmony," I will seek
nd n er p ce emp men , r er n c use n c nflic nd dis rm n I m c m- mi ed res ing m c nflic s e en i i me ns separating myself from the source of my irrita- tions.
Ultimate Goal I commit myself to be professional rather than "personal" when it comes to solving my problems with others. I want the best way to re- s e m c nflic s nd i d rig , reg rd ess of my normal and natural feelings.
My ultimate goal is to effectively lead by relating best to others.
iding nd res ing c nflic s re essen i when managing people. It's the "people-problems" that cause the greatest hindrance to greater produc- i i nd pr s e ing r mise is simp e
guide to share with each Team Member.
Promise As a commitment to Resolution Management, I promise to follow the Principle of Priorities. That is, m pri ri ies re id nd res e c nflic , while building harmony and effectiveness in my sc I i emp s g rs nd ne the offending person.
First Step I i n rs s re e ense i n er per- son. I am committed to restoring our relationship, rather than exposing the person's possible wrong. I recognize most of our problems with people are often personality clashes and I will try to understand their actions based upon their perspective.
Second Step I g ing e pers n rs ne d es n re- solve our differences, I promise to seek a neutral and mature individual who will listen to each of our per- spectives of the problem. This person will hopefully be able to shed light on one or both of our blind spots r needs c nge in rder res e e c nflic
I recognize that the "mediator" may reveal or say things I won't like, but believe their interest is
res e e c nflic , r er n e sides e "mediator" must be an individual with deep wisdom and highly respected by all those involved.)
Warning I i n see nd ers e s een offended, nor share with potential "mediator" my concerns prior to the meeting with my "offending person." The purpose of having a "mediator" is not to validate my hurt, but rather open my heart and mind to the possible needs I may have regarding my relationship with others. I realize my friends may naturally listen to my concerns, but also take up my offense. I will, there- fore not cause them to become a party to a possible division and disharmony because of our friendship.
Resolution Management Promise
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D I S C
The person with the solid line has a “D/I” per- sonality, while the person with a dotted line has a “S/C” personality. One type is not better than the other. Both personalities have their strengths and “uniquenesses.” To improve your interviewing, notice the differences.
rospective employees and their jobs often conflict because of prospects’ personalities and job demands. If the solid line is that of the prospect, this person wants to dominate — to be in charge. But the employer knows total freedom is not possible. The employer may naturally resist hiring this person.
But the “D/I” prospect may be exactly what this job needs. The “D/I” may want to do his or her own thing, while the S / C employer may want to make sure the person is careful. The “D/I” prospect wants be more aggressive, while the “S/C” employer may want the prospect to be more reserved.
Job / Profile Indicator
The “S/C” employer needs to be more assertive in order to control the “D/I” employee. The “S/C” employer also needs to be aware of the “D/I” pros- pect’s need for opportunity to “run with the ball.” This prospect is a self-starter, but will need to work under authority.
On the other hand, “D/I” employers must control themselves first, if they want to control their employ- ees. “S/C” employees must always remember certain personalities are control-oriented and need to be in- stantly obeyed. Employees will gain more freedom and responsibility when they learn to obey, rather than resist strong “D” type employers.
Notice all D,I,S, and C differences in the graphs the employer completed in respect to the job and the graphs of the potential employee. Don’t concentrate on the predominantly high letter. Evaluate each letter with the specific job description in mind.
D I S C D I S C Sample Graph 1 Graph 2
To observe the possible differences in the profiles use two different color ink pens, or a pen and pencil, or a dotted line in contrast to a solid line. Notice the sample graph below.
To contrast a potential employee to the ob, use Graphs 1 and below. Transpose the
two graphs from Plotting Instructions page employee and employer must each complete
a Uniquely You Questionnaire).
mployer should do the UYQ with the specific ob needs in mind. In other words, the employer should choose the words in the UYQ you would prefer the applicant choosing.
Job / Profile Indicator
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Placing the right person in the right job obviously makes a difference. Hiring the right personality for a specific job is imperative. The following are e amples and e planations of how to interview and hire people according to their personalities, as well as abilities and e periences.
Stress occurs in every job. The level of pressure can be directly related to the employee’s personality in relations to his or her job demands. In other words, aggressive sales presentation will cause more stress to the passive and reserved type personality. “D” and “I” type personalities are more suited to sales positions.
At the same time, “S” salespeople can be successful as they control their natural reluctance and discipline themselves to be more outgoing. Their sales style will be “steady, stable and sensitive,” emphasizing service and security (trust) as they sell.
The following are three common op- posite types. See if one of these is like your o ro le n icator.
I s are outgoing, while S jobs need steady responses. I s are more optimis
tic, while S jobs need sensibility. S jobs require
caution, not risks. I s love to talk S
jobs may require better listening skills.
A. “I” Relating To “S” Job
D C s are task oriented while I S jobs require people skills. D C s want to get
the job done, while I S jobs need more sensitivity. I S jobs focus on
more service than D C s may prefer.
B. “D/C” Relating To “I/S” Job
C. “I/S/C” Relating To “D” Job
Graph A compares a High “I” employee to a High “S” job. “I”s are active people oriented personalities. They make great salespeople. I s tend not to like detail. They need to work on time management and closing the sales.
If an I were to take an S type job, he or she may become frustrated and bored. I s need to be active, working with large groups of people. They love to e press themselves. I s need opportunities to shine, while S jobs may require working behind the scenes.
Graph B compares a High D C employee to a High I S job. D C s are task oriented. They love the challenge of completing a difficult job and getting it done right. D C s are not socially active. They prefer telling people what to do and making sure it gets competently done.
D C s make good managers, but need to work on being more sensi- tive and encouraging to those who work under them. I S jobs require more social skills.
Graph C compares a High I S C employee to a High D job. An I S C employee will like to deal with the public and is concerned about
the details. D jobs require getting bogged down with detail and social- i ation. D jobs also require a thick skin and decisive employee.
I S C s who have learned to be more “shakers and movers” can handle the job, but may struggle with strong willed and demanding people. D jobs may need someone less tolerant and compromising.
I S C s are not dominant. They prefer sociali a
tion and competence on the job. D jobs require
aggressive and assertive behavior. I S C s do well with
people and tasks, but tend not to be drivers.
To know more about a prospective emp ee s pers n i r speci c
insights about your personality, be sure to study Discovering
Your Behavior Blend and Practical Application.
Job Intensity Factors
Summary The higher the employee’s personality type D, I, S or C is, in contrast to what the employer is looking for, the greater the potential for making a mistake.
or e ample, if you hire a C for a job that requires a lot of I personality, you may make a mistake. But if you hire a C to manage a group of I s, it might be just what you need. I s prefer someone to take care of the details and paper work. But I s also need someone positive and encouraging. ou must decide which factors are most essential.
D I S C
D I S C
D I S C
Job Intensity Factors
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D I S C D I S C
D I S C
D I S CD I S C
D I S C D I S C
D I S CD I S C
S: STEADY SPECIALISTS How do you deal with conflicts Could you fire someone especially a close
friend How would you handle an irate customer or
fellow employee How e cited can you get about working here What would you do if you saw something that
wasn’t right How aggressive can you be to get the job done What would the last straw be to make you quit
I/D: INSPIRATIONAL DOERS How would you respond to someone who makes
you look bad How do you defend and guard against
e aggeration How do you deal with failure in yourself and
others How do you rela and handle stress How would you respond if you were overlooked
for a promotion How would you handle an unmotivated peer How would you like to be recogni ed
D I S C
D: DETERMINED DOERS How well do you work under authority E plain. How do the feelings of others affect your
decision making Do you relate well to people and why or why not How do you resolve conflicts with people How do you motivate people to be productive What are your long range plans What do you think about quality versus quantity How do you guard against dominating people
D/I: DRIVING INFLUENCERS What is more important to you and why
finishing the job or how people feel When is it better to sit still and listen, than decide
and act E plain why. How would you relate to an indecisive boss When is a job well done How would you respond to a person under you
who takes too long to complete a task How do you control your feelings
“I: INSPIRATIONAL INFLUENCERS How punctual are you and how do you guard
against poor time management How do you feel about paperwork and completing
written reports How do you deal with rejection How much do you research and prepare for
beginning a project How do you avoid always winging it How good are your listening skills What would you do if someone got credit for
something you did
S/I: STEADY INFLUENCERS What time management skills do you practice Have you ever confronted a good friend about a
problem and how did you do it When is compromise unacceptable How do you handle forceful people How do you deal with those who critici e you How much do you prepare for a lecture or
presentation How self motivated are you What do you know about assertiveness training
C: CAUTIOUS COMPETENT TYPES What do you think about people who do their work
half way How do you deal with them How well do you handle deadlines Do you carry grudges and how do you resolve
conflicts with people who hurt you How well can you work under an incompetent
supervisor How are you friendly to people you don’t know How would you deal with a fellow employee who
has a problem with another employee
C/S: COMPETENT SPECIALISTS When have you ever been too picky about a
task How do you handle those who want you to finish
a job half way How do you deal with overly optimistic people How do you guard against depression and
pessimism How do you get others to have good attitudes How do you decide when to take risks How can you improve your people skills
I/D/S: INSPIRING DRIVING SUBMISSIVE How do you deal with e cessive paper work How do you guard against overlooking the little
details When and why is too much optimism dangerous How would you relate to someone who is
e tremely pessimistic or detailed oriented How would you confront a good friend and co
worker who is out of line When and why is there a need for balance between
getting the job done and getting it done right
D/I/C: DOMINANT INSPIRING CAUTIOUS How important is loyalty and why How do you rela when the pressure is on When and why are the needs of an individual
more important than those of the group or project How do you guard against impatience with those
who are slow or incompetent How do you e pect to continue at this job How do you deal with obeying a supervisor who
tells you do something you don’t agree with
INTERVIEW QUESTIONS / PERSONAL INSIGHTS The following questions are designed for you to ask Be- havioral Blends in an interview situation. Be sure to first identify the interviewee’s personality profile by administering the ques- tionnaire�� Once he or she has completed the UYQ study the two graphs, then find the most similar graphs below. The graphs may not be e actly alike. Look for the configurations that are most similar to both graphs.
Ask the questions designated to each graph. Take notes for future reference. Don’t use this assessment as an influence whether to hire or fire anyone. ou may also want to ask other questions listed for similar profiles relating to the person’s highest plotting point. (Continue instructions on next page)
INTERVIEW QUESTIONS / PERSONAL INSIGHTS
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D I S C D I S C
D I S C
D I S C
D I S C
D I S C
D I S CD I S C
D I S C
D I S C
D/I: DRIVING INSPIRER TYPES How do you motivate people What do you think about passive behavior How would you handle unenthusiastic people How would you follow a leader less able than you How important is thorough research and
preparation How do you deal with being or not being patient How do you follow the chain of command When would you delegate a task for which you are
responsible
ABOVE MID-LINE How do you deal with your drive to over achieve How do you rela How do you respond to people who seem to be
weak in certain areas
BELOW MID-LINE What do you think about yourself How do you deal with depression How do you respond to overly optimistic people How do you deal with discouragement
D/C: DRIVING COMPETENT TYPES How well do you work with people How important are friends to you How are you trying to improve your people skills Where do you draw the line between getting the
job done and people’s feelings How do you rela How would you handle speaking to a large group
about your work What do you think about team participation and
how would you develop it
I/S: INSPIRATIONAL SPECIALISTS How well do you manage your time How would you deal with completing a task and
not offending others who demand your time How would you tell people you need to finish your
work if they want to talk to you How would you handle having to fire or lay off a
good friend or faithful employee Where does your duty to the company end and your
loyalty to family begin How would you handle an overbearing supervisor
or an intolerable manager
I/C: INSPIRATIONAL COMPETENT TYPES How well do you take criticism How would you handle a jealous co worker What motivates you to work hard when alone If you weren’t given the time or resources to do a
job right, what would you do How loyal do you think you will be to the
company What would you do if you saw a friend doing
something wrong at work How do you deal with mood swings How do you guard yourself against a desire to
correct others
S/D: STEADY DOERS How good are you at speaking to large groups How would you inspire people to do their jobs Where do you draw the line between protecting
friendship and getting the job done How would you ignite a dull environment ive me an e ample of how you would go about
planning a special project How far would you go in your research of a
specific solution When is anger appropriate
S/C: STEADY COMPETENT TYPES Would you be willing to take a public speaking
course How do you guard yourself against moodiness How would you handle making a presentation to
a large group What would you do if you didn’t have enough
time to do a job right What e cites you most about your jobs How would you handle an over ealous person How would you correct a sensitive co worker
I/C/S: INSPIRING COMPETENT SPECIALISTS How are you challenged to do unappealing jobs When and how would you confront a friend and
co worker who is not doing his or her job right What would you do if a supervisor told you to do
something that was absolutely wrong How aggressive would you be about getting a job
done on time, but half right and unpopular How do you deal with a co worker who doesn’t
like you
C/S/D: COMPETENT STEADY DOERS How would describe your people skills Why and how important and is friendliness How would you handle those who oppose your
ideas and decisions How well do you speak to large crowds How would you guard agaist doing everything
yourself, rather than delegating them to others Are you more serious or rela ed and why, when
you speak to groups. How would you get a group to follow your ideas
STRAIGHT MID-LINE How do you guard against being indecisive What do you think your greatest strengths are What do you think your greatest weaknesses are How do you deal with people who seem to
e aggerate their feelings or ideas How do you respond when you need to be more
enthusiastic How would you describe your aggressiveness How do you deal with the need to be more or less
cautious at times
or e ample, if the person is a high ri ing Influencer Blend, you may also want to ask some of the questions that relate to the Inspir i n Influencer or “Driving Competent Type” Blends. Do not make any conclusions or references to this instru- ment, as you perceive the person’s traits. Speak in generalities. Ask the person if what you are saying is accurate. Listen closely to the person’s answers, plus evaluate his or her e perience and ability. Check all their references.
Look for maturity and e perience in learning how to control personality differences. There is no “best” personality for any job. The qualities that may suit one person better than another, over used, may be the very reason for disqualification. Be sure to focus on each letter, whether high, low or mid, and design your own questions relating to specific job needs.
ou should study this entire booklet to better understand per- sonality types. Training is also available for those who want to become er i ed um n e i r nsu n s
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Team Building Reflections To contrast the five personality profiles use Graphs 1 and 2. Transpose the results from each person's graphs.
To observe the possible differences in the profiles use different color ink pens or various dotted lines in contrast to a solid lines. Notice the sample graph.
Person #1 has the plotting point and line. Person #2 has the plotting point and line. Person #3 has the plotting point and line. Person #4 has the plotting point and line. Person #5 has the plotting point and line.
D I S C Sample
nce you have transposed everyone s graphs onto Graphs 1 & 2 on this page, begin to notice the differences. Always remember, differences are not bad. They simply illustrate the dynamics at work within the Team. Then complete and study pages the following pages.
D I S C
D I S C
"M" / Graph 1 "This is Expected of Me" Behavior
"L"/ Graph 2 "This is Me" Behavior
20 16 15 14 13 12 11 10
9
8
7
6
5
4 3 2
1 0
17
10 9 8
7
6
5
4
3
2
1 0
19 12
11
10
9 8
7
6 5
4 3
2 1
0
15 9 8
7
6
5
4
3
2
1
0
0 1
2
3
4 5
6
7 8
9 10 11 12
13 14 16 18 22
0
1
2
3
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5 6
7
8
9 10 11 13 15 18 20
0 1
2
3
4
5 6 7
8
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12 13 15 17 20
0 1
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5 6 7
8 9
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11
12 13 14 15 17
Team Building Reflections
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Graph 1 Observations:
How many High “D”s are there above the mid-line: ______ Indicates more Determined behavior.
How many High “I”s are there above the mid-line: ______ Indicates more Inspiring behavior.
How many High “S”s above the mid-line: ______ Indicates more Stable behavior.
How many High “C”s above the mid-line: ______ Indicates more Cautious behavior.
How many High “D”s and “I”s above the mid-line):______ Indicates more Active behavior.
How many High “S”s and “C”s above the mid-line: ______ Indicates more Passive behavior.
How many High “D”s and “C”s above the mid-line: ______ Indicates more Task-oriented behavior.
How many High “I”s and “S”s above the mid-line: ______ Indicates more People-oriented behavior.
If there are more “D”s and “I”s, than there are “S”s and “C”s, the Team tends to be more Active, than Passive and vise versa.
If there are more “D”s and “C”s, than there are “I”s and “S”s, the Team tends to be more Task-oriented, than People-oriented and vise versa.
Who are the High “D”s on the Team: ___________________,
________________________, ________________________.
Who are the High “I”s on the Team: ____________________,
________________________, ________________________.
Who are the High “S”s on the Team: ____________________,
________________________, ________________________.
Who are the High “C”s on the Team: ___________________,
________________________, ________________________.
Is the Team more Active or Passive: ____________________
Is the Team more Task or People-oriented: _______________
What is the Team’s average personality profile
Graph 2 Observations:
How many High “D”s are there above the mid-line: ______ Indicates more Determined behavior.
How many High “I”s are there above the mid-line: ______ Indicates more Inspiring behavior.
How many High “S”s above the mid-line: ______ Indicates more Stable behavior.
How many High “C”s above the mid-line: ______ Indicates more Cautious behavior.
How many High “D”s and “I”s above the mid-line):______ Indicates more Active behavior.
How many High “S”s and “C”s above the mid-line: ______ Indicates more Passive behavior.
How many High “D”s and “C”s above the mid-line: ______ Indicates more Task-oriented behavior.
How many High “I”s and “S”s above the mid-line: ______ Indicates more People-oriented behavior.
If there are more “D”s and “I”s, than there are “S”s and “C”s, the Team tends to be more Active, than Passive and vise versa.
If there are more “D”s and “C”s, than there are “I”s and “S”s, the Team tends to be more Task-oriented, than People-oriented and vise versa.
Who are the High “D”s on the Team: ___________________,
________________________, ________________________.
Who are the High “I”s on the Team: ____________________,
________________________, ________________________.
Who are the High “S”s on the Team: ____________________,
________________________, ________________________.
Who are the High “C”s on the Team: ___________________,
________________________, ________________________.
Is the Team more Active or Passive: ____________________
Is the Team more Task or People-oriented: _______________
What is the Team’s average personality profile
Team DynamicsTeam Dynamics
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Person #1: _________________________________________
__________________________________________________
__________________________________________________
Person #2: _________________________________________
__________________________________________________
__________________________________________________
Person #3: _________________________________________
__________________________________________________
__________________________________________________
Person #4: _________________________________________
__________________________________________________
__________________________________________________
Person #5: _________________________________________
__________________________________________________
__________________________________________________
How do you see the Team as a whole? ___________________
__________________________________________________
__________________________________________________
__________________________________________________
What do you think the Team needs to improve? ___________
__________________________________________________
__________________________________________________
__________________________________________________
Be positive, but honest with your comments. These notes will be shared with everyone. The purpose is not to expose or hurt anyone, but to improve our understanding and effectiveness of one another.
Observing the two TEAM BUILDING REFLECTIONS Graphs on page 32 and the notes on page 33, how would you describe each Team member and the Team as a whole?—
Example— Person #1 tends to be most demanding and decisive. He or she also has good verbal skills. He or she is more concerned about getting the job done, as opposed to security and status quo. He or she does not like details or having to be cautious about everything.
Person #2 is also dominant, but more verbal than the others. He or she is extremely positive and enthusiastic. Concerned about making good impressions, he or she prefers the crowd, as opposed to individuals. He or she is also not interested in doing the little, behind the scenes, things.
Person # 3 is more demanding than not, but very particular about getting the job done correctly. He or she is not inter- ested in speaking to groups, but rather working with individu- als. He or she is more task-oriented, plus prefers a steady and stable environment.
Person #4 is not dominant. He or she loves people and is able to relate to groups, as well as individuals. Though interested in correctness, he or she is not a “perfectionist”, but may demonstrate more “concern” for doing things right. He or she is more people-oriented.
Person #5 is the least assertive and decisive. He or she is the most loyal and faithful. Concerned about security and stabil- ity, he or she is passive and particular about getting things done right. He or she is more shy, but makes a faithful friend to those in need.
The Team, as a whole, is well balanced. Two of the five are more active, while two of the five are more passive. Two of the five are more task oriented, while two of the five are more people-oriented.
The predominant trait of the Team is slightly more active than passive with 12 of the 20 plotting points above the mid-line. This group is also more verbal and may compete for attention. They can draw on each other’s strengths, while avoiding their individual weaknesses to benefit the Team.
This Team may need to improve with a little more stable and cautious behavior. They may also need to more passive and reserved. Listening and showing more concern for others will improve their effectiveness.
My Action Plan (Copy this page, along with pages 32 & 33 and give to each Team Member to complete and return to the Leader)
My Action Plan Copy this page, along with the two preceding pages and give to each Team Member to complete and return to the Leader.
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Selling Styles The following will help you see each personality type’s selling style. People tend to sell according to their person- alties, rather than adapt to the other person’s type.
“D” types — “D”s are take control and be in charge types. They don’t like people telling them what to do. “D” sales people can be too pushy and forceful. They need to control their direct and demanding approach to selling. They make great sales people when they learn to slow down, be gentle and not so demanding of others.
“I” types — “I”s are inspiring and enthusiastic. They love to sell and influence others. aturally great presenters, they tend to talk too much. “I” sales people need to listen more and not be so sensitive to rejection. They are the most impressive and positive sales people. “I”s love crowds, but need to be interested in individuals.
“S” types — “S”s are the sweet, steady and stable sales people. They seldom push or demand anything. They are friendly and loyal, but tend to be too nice. They need to be more aggressive and assertive. Overly sensitive to how people feel, “S”s need to be more optimistic. They hate to take risks. They often miss great opportunities because of their caution. Reliable and relaxed, they are more shy.
“C” types — “C”s are competent and compliant. They go by the book and want to do everything just right. They are thorough and detailed-oriented, but tend to be too informa- tive. “C”s need to be more positive and enthusiastic. They answer questions people aren’t asking. When optimistic, C s are e tremely influential. They should not concentrate
on problems, but rather focus on the potentials.
Buying Styles Customers also purchase according to their person- alities. The following are the purchasing styles of each personality type.
“D” types — “D”s want the absolute best deal. They like to beat the system make the final decision. They purchase with power and authority in mind. They wonder, “Will this product make me more respected or stronger.” “D” customers need choices, rather than “get-in or get-out” ultimatums.
“I” types — “I”s purchase with their hearts. They tend to be impulsive buyers. They want products that will make them look good. I customers talk a lot. They make great first impressions. Their high egos and ability to persuade often turns them into the sales person in order to get a better deal. Sometimes you don’t know who’s selling who.
“S” types — “S” customers don’t make quick decisions. They like sales people who are understanding and gentle. They want to establish a relationship with a company that will be around a long time. “S”s are concerned about service and stability. When it comes to sensible and slow judgment, “S” customers feel right at home. They like familiar and low-key environments.
“C” types — “C”s are “Consumer Report” type customers. They research and prepare each purchase. They also love “double coupon” redemption days. “C”s are quality buyers. They don’t like cheap products. Picky and precise, they purchase through their minds, rather than hearts. “C”s seldom ever buy anything quickly. They often want time to think about their decisions.
For example, High “D” customers should not be engaged in small talk. They want sales people who get-to-the-point — “bot- tom line.” They prefer sales people who are not going to waste their pressing time.
On the other hand, High “S” customers feel more comfort- able with sales people more systematic, slower and steady in their approaches. “S”s don’t like fast talking, quick pace presentations.
Sales Insights Most everyone responds to life’s challenges and choices
according to their personalities. Therefore, businesses that sell and service the public must be personality wise.
Sales Insights Most everyone responds to life’s challenges and choices
according to their personalities. Therefore, businesses that sell and service the public must be personality wise.
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Service personnel and customers also respond to needs according to their per- sonalities. The following is how each personality predictably responds to a need for service.
“D” types — “D” customers want their problems solved immediately. They don’t like inde- cisive or unresponsive individuals. D service personnel can be difficult. They don’t like customers who tell them what to do. The greatest challenge is for a “D” service personnel to allow “D” customers to feel as though they are in charge. At the same time, companies can only give so much. But “D” customers should never be antagonized or threatened. You can’t win-over an angry “D” customer.
“I” types — “I”s tend to be the most excitable customers. They exaggerate their problems and often claim the ridiculous. “I” service personnel can also promise more than the company can provide. They need to guard what they say. The most important situation for an “I” employee to avoid is getting emotionally involved. “I”s have great verbal skills and use their words as master craftsmen. They should use this strength to solve people-problems, rather than create more problems.
“S” types — “S” customers hate confronting problems. They often apologize for causing trouble. They can act just like “D”s if pushed into a corner, especially if it affects their security. “S” service personnel are the most gentle and accommodating. They tend to be taken advantage of and need to be stronger with those who intimidate them. Everyone should learn from “S”s when it comes to staying calm and genu- inely trying to make customers happy.
“C” types — “C”s can be the most picky customers. They drive service personnel crazy with the fine print. C service personnel come across as unbending. They need to be more tolerant and understanding. “C” customers, dealing with “C” service per- sonnel, can get into heated debates over right or wrong. Of course, “the customer is always right!” — Even when the “C” service personnel knows the customer is really wrong.
NOTE: Service personnel need to deal with each customer according to their personalities. For instance, help the “D” quickly and respectfully. Service the “I” friendly and enthusiastically. Respond to the “S” with sweetness and security. And service the “C” customer with patience and answers.
Servicing Styles
Servicing Styles
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One of the most important qualities of good leaders is their ability to cast a vision of what needs to be done. The following is how each personality type should cast their vi- sion so that all the other types respond effectively. Leaders lead. That means leaders are moving others.
"D" types — "D" leaders are the most natural at casting the vision. They are extremely motivated to get others to follow. They are often too pushy and demanding. They don't like indecisive or unresponsive individuals. D followers can be difficult. hey don t like to be told what to do. The greatest challenge is for "D" leaders to allow others to be involved in the vision casting. They are best at seeing the big picture, but need to be more sensitive while getting others to move forward. "D"s need to slow down and prepare their moves.
"I" types — "I"s tend to be the most enthusiastic while casting their visions. They often envision more than can be accomplished. They need to guard what they dream. The most important situation for an "I" leader to avoid is getting too emotional. "I"s have great verbal skills and use their words as master craftsmen. hey should use this strength to influence others without manipulating them to fulfill vision. I s need to be more cautious and calcu- lating while leading others.
"S" types — "S" leaders cast their vision in subtle ways. They don't get real excited. They often ap- proach their vision with uncertain and may even apologize for being a little farout. They can act just like "D"s if pushed into a corner, especially if it affects their security. "S" leaders are the most gentle and accommodating. veryone should learn from S s when it comes to staying calm and genuinely trying to make others happy. They should be more aggressive and assertive.
"C" types — "C"s can be the most precision vision casters. They drive non-"C" followers crazy with the fine print. C leaders come across as unbending. hey need to be more tolerant and understanding. "C" followers, dealing with "C" leaders, can get into heated debates over right or wrong. Of course, "the leader should still be in charge!" When the "C" leader knows the follower is wrong, the leader should share as many logical reasons as possible why the vision won't work. NOTE Leaders need to deal with each of their followers according to their specific per- sonalities. For instance, cast the vision to a "D" with respect and big-picture. Cast your vision to the "I" enthusiastically. Respond to the "S" with slowness and security. And cast your vision to the "C" followers with patience and explanations.
Vision CastingVision Casting
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One of the most important qualities of good leaders is their ability to cast a vision of what needs to be done. The following is how each personality type should cast their vi- sion so that all the other types respond effectively. Leaders lead. That means leaders are moving others.
"D" types — "D" leaders are the most natural at casting the vision. They are extremely motivated to get others to follow. They are often too pushy and demanding. They don't like indecisive or unresponsive individuals. D followers can be difficult. They don t like to be told what to do. The greatest challenge is for "D" leaders to allow others to be involved in the vision casting. They are best at seeing the big picture, but need to be more sensitive while getting others to move forward. "D"s need to slow down and prepare their moves.
"I" types — "I"s tend to be the most enthusiastic while casting their visions. They often envision more than can be accomplished. They need to guard what they dream. The most important situation for an "I" leader to avoid is getting too emotional. "I"s have great verbal skills and use their words as master craftsmen. They should use this strength to influence others without manipulating them to fulfill THE vision. I s need to be more cautious and calcu- lating while leading others.
"S" types — "S" leaders cast their vision in subtle ways. They don't get real excited. They often ap- proach their vision with uncertain and may even apologize for being a little farout. They can act just like "D"s if pushed into a corner, especially if it affects their security. "S" leaders are the most gentle and accommodating. Everyone should learn from S s when it comes to staying calm and genuinely trying to make others happy. They should be more aggressive and assertive.
"C" types — "C"s can be the most precision vision casters. They drive non-"C" followers crazy with the fine print. C leaders come across as unbending. They need to be more tolerant and understanding. "C" followers, dealing with "C" leaders, can get into heated debates over right or wrong. Of course, "the leader should still be in charge!" When the "C" leader knows the follower is wrong, the leader should share as many logical reasons as possible why the vision won't work. NOTE Leaders need to deal with each of their followers according to their specific per- sonalities. For instance, cast the vision to a "D" with respect and big-picture. Cast your vision to the "I" enthusiastically. Respond to the "S" with slowness and security. And cast your vision to the "C" followers with patience and explanations.
Vision Casting
Every personality responds predictably under pressure. Overcoming objections is every leader’s greatest challenge. Leaders need to know how to deal with objections according to personality types. The following are suggestions to help change an objection into a positive decision.
"D" types — D followers will predictably respond in a strong and difficult way. They tend to resist with a seemingly angry attitude. Instead of challenging "D"s to "take-it or leave-it," they should be given the opportunity to be part of a difficult challenge or project. Or D s should be encouraged to consider the consequences if they make the wrong decision. "D"s need choices, plus alternative ways to get out of difficult situations. Show them how their decision can make them more successful.
"I" types — "I"s often think they can do more than they are capable. When confronted with reality, they may be embarrassed and object to the conclusion. Wise leaders will never press the problem. These leaders quickly change direction and find another positive approach of influencing the I follower. When I followers continue to object, attention should be shifted to the follower's prestige and how following your lead will also make them look good.
"S" types — S followers withdraw when confronted with difficult decisions. Their objections will range from "let me think about it" to "I'm not ready to decide yet." The leader's soft answer and rela ed attitude helps S s feel more comfortable. Wise leaders should use statements like, "we want a long range relationship with you" and "we're in no hurry to make you decide now." But wise leaders will still try to move S followers to make good decisions without being pushy.
"C" types — "C"s are the most challenging when it comes to objections. The best approach is using quality and value to help them decide. When a "C" says, "I'm not interested" leaders should emphasize a logical reason why following their lead is best. For example, emphasize the cost for doing the project now will be less than in the future. "C"s should be reminded how much more waiting will cost. It's only logical to go ahead and do the project now.
Whether leading or following, you should often adapt your
personality to that of the other's!
Dealing With Objections
Dealing With Objections
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"D" types — "D"s look busy, in a hurry, and decisive. They act serious with minimal small-talk. They may come across as shy, but can become very impatient and fidgety if nothing seems to be happening. They take charge and act important. Others are often threatened or irritated by D s, but need to work with them, not against them. Let them feel they are the boss and in control of the situation.
“I” types — I s like to smile, laugh, and tell funny stories. They often dress nice and look sharp. They like bright clothes and seek compliments. They are articulate and impress others. Their e citing and enthusiastic demeanor often makes great first impressions. They are very friendly and sociable. They drop names and sometimes e aggerate their stories. “I”s tend to be loud and takeover conversations.
“S” types — S s walk into a room often unsure themselves. They look sheepish and shy. They like to blend in without any attention on themselves. S s come across very caring and kind. They may seem antisocial, but are very friendly one on one. They seek steady and stable environments. S s don’t talk much in a large group. They often ask questions about families and the interests of others.
“C” types — C often look like the professor type. They are not that concerned about fashion. C s look serious and disinterested in fanfare. They don’t care about frills or thrills.
They seem to catch inconsistent or e aggerated statements. With an inquisitive look and suspicious mind, C s come across as a hard to get to know. They are often knowled- gable with lots of questions or opinions about most subjects.
eople often reveal their personalities through body language. Their nonverbal com- munication helps leaders know how to approach them. Each personality type has its own body language. Leaders should look for the first signs of a follower s predictable pattern of behavior. The following are e amples of specific personality hints. I will use an au- tomobile dealership situation to illustrate each personality s typical body language.
First Signs / Non-verbal CommunicationFirst Signs / Non-verbal Communication
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Recruiting
rospecting to find new volunteers or clients is often the hardest part of a project. nderstanding personality types can make you more effective as a motivator. We often
waste precious time with those who will never respond or we give up too quickly with potentially great workers. The following are simple suggestions to help in recruiting according to personality types. emember, the leader must adapt his or her personality to those being recruited.
"D" types — D s tend to be pushy in their approach. They also resist or respond quickly. If you are a D type leader, be more patient and gentle. When recruiting D s, get to the point. Don t waste their time. Show them quickly the potential and power of the program. E pect an immediate response, but don t argue with them. Stress how the opportunity allows them to be their own boss and reach their goals in life.
“I” types — I s make the most enthusiastic recruiters. They are also the quickest to respond positively and aggressively. They need to be more informed, or they will give e ag- gerated statements and false claims. I leaders should concentrate on e citing the opportunity is. Be sure to give I s accurate information. They also need periodic pumping up. It doesn’t take much, but good news is contagious to I s.
“S” types — S are more steady type recruiters. They systematically work at building relation- ships and convincing others to get involved. When recruiting S s, be more kind and loving. They appreciate when you call to just talk and not ask them for anything. They are very loyal, but not outwardly e pressive. They are slow to decide and need a lot of assurance. Once convinced they make faithful workers.
“C” types — C s are the most thorough and conscientious recruiters. They sometimes get bogged down with preparation and never get off the ground. When recruiting C s understand they are the most skeptical. ou can waste a lot of time trying to convince them. It is often best to simply supply them with something to read. Let them study the facts. When convinced they make surprisingly good optimists.
Recruiting
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1. Work With 2. Boss 3. Partner 4. Trainer 5. Landlord 6. Security Guard 7. Supervisor 8. Secretary 9. Typing Pool 10. Caterer 11. Customers 12. Parking Attendant 13. Coffee Shop 14. Car Pool 15. Mentor 16. Salesperson 17. Mortgage Broker 18. Lunch With 19. Courier 20. Repair Person 21. Copier Repair Person 22. Union People 23. Homemaker 24. Office In Home 25. Credit Union 26. Pension Plan 27. Sports Fan 28. Door-to-door Sales 29. Delivery Person 30. Federal Express 31. U.P.S. 32. Mailperson 33. Soon To Graduate 34. Almost Lost Job 35. Will Be Laid Off 36. Unemployed 37. Dissatisfied With Job 38. Searching For Career 39. Switching Careers 40. Missed Last Promotion 41. Walking Encyclopedia 42. Most Likable 43. Needs Part-time Job 44. Engineer 45. New Employee 46. Human Resource Dir. 47. Payroll 48. Contractor 49. Sales Manager 50. Marketing Manager 51. Minister / Clergy 52. Nurse 53. Dentist 54. Doctor 55. Surgeon
Memory Jogger / Recruiting Prospects List
Focus on each category listed below. Take a moment to think of someone who comes to mind. Write his or her name down to contact ASAP. You basically have two choices: (1) wait for opportunities to just happen or (2) make them hap- pen. Success comes as you plan your work and work your plan.
56. Chiropractor 57. Therapist 58. Carpenter 59. Auto Mechanic 60. Auto Salesperson 61. Auto Body Repair 62. Service Station 63. Former Coach 64. Educator 65. Banker 66. Teller 67. Police Officer 68. Highway Patrol 69. Home Builder 70. Painter 71. Roofer 72. Entrepreneur 73. Landscaper 74. Wallpaper Person 75. Carpet Layer 76. Hospital Worker 77. Department Store 78. Grocery Store 79. Convenient Store 80. Waitress / Waiter 81. Restaurant Owner 82. Chef / Cook 83. Cashier 84. Telemarketer 85. Auto Supply 86. Electrician 87. Hardware Store 88. Truck Driver 89. Pharmacist 90. Funeral Director 91. Flower Shop 92. Health Spa 93. Shoe Repair 94. Dry Cleaner 95. Radio Shack 96. TV Repair 97. Mail Room 98. Video Rental 99. Appliance Person 100. Cable TV 101. Eye Center 102. Tire Store 103. Realtor 04. Office upplies
105. Copier Salesperson 106. Vacuum Cleaner 107. Phone Installer 108. Pest Control Person 109. Avon Representative 110. Nu-Skin
111. Melaleuca 112. Amway 113. Appliance Repair 114. Bowl With 115. Hunt With 116. Golf With 117. Fish With 118. Tennis With 119. Ski With 120. Shop With 121. Softball With 122. Baseball With 123. Football With 124. Soccer With 125. Racquetball With 126. Aerobics With 127. Swim With 2 . Public Official
129. Fire person 130. Government Worker 131. Scout Master 132. Den Leader 133. Barber 134. Beautician 135. Home Repair 136. Entertainer 137. Musician 138. Photographer 139. Guidance Counselor 140. Youth Director 141. Sister-in-law 142. Brother-in-law 143. Father-in-law 144. Mother-in-law 145. Brother 146. Sister 147. Father 148. Mother 149. Cousin 150. Aunt 151. Uncle 152. Grandfather 153. Grandmother 154. Niece 155. Nephew 156. Best Friend 157. Mate's Best Friend 158. Farmer 159. Army 160. Navy 161. Air Force 162. Marines 163. Baby-sitter 164. Step-relatives 165. Neighbors
166. Pizza Delivery Person 167. Homeowners Assoc. 168. Neighborhood Watch 169. Square Dances 170. Line Dances 171. Ballroom Dances 172. Best Man 173. Maid of Honor 174. Matron of Honor 175. Bridesmaids 176. Ushers 177. Church Members 178. Plumber 179. Carpet Cleaner 180. Play Bridge 181. Play Bingo 182. Play Pool 183. Play Ping-pong 184. Trivial Pursuit 185. Booster Club 186. Runner / Jogger 187. Boater 188. Cyclist 189. Recreation Director 190. Rock/Mt. Climber 191. Hang Glider 192. Walker 193. PTA 194. Principal 195. Teacher 196. Coach 197. Music Teacher 198. Piano Teacher 199. Fraternity Brother 200. Sorority Sister 201. Former Team Mate 202. Former Associate 203. Instructor 204. Lamaze Class 205. Kiwanis 206. Lions Club 207. Rotary 208. Support Group 209. Friend's Parents 210. Grade School Friend 211. Lawyer 212. Highway Department 213. Professor 214. Sunday School 215. Chamber of Commerce 216. Hotel Business 217. Printer 218. Surveyor 219. Nutritionist 220. Writer
221. Rental Supply 222. Book Store 223. Tanning Salon 224. Jeweler 225. Baker 226. Librarian 227. Accountant 228. Pilot 229. Flight Attendant 230. Travel Agent 231. Store Owner 232. Telephone Operator 233. Choir / Band Director 234. Church Deacon/Leader 235. Seminar Presenter 236. Camp With 237. Locksmith 238. Upholsterer 239. Veterinarian 240. Notary Public 241. Orthodontist 242. Dance Instructor 243. Moved In Neighborhd. 244. Recently Divorced 245. Computer Programmer 246. Computer Repair 247. Computer Sales 248. C.P.A. 249. Bookkeeper 250. Architect 251. Landscaper 252. Cab Driver 253. Bus Driver 254. Cat Lover 255. Dog Lover 256. Horse Lover 257. Animal Trainer 258. Social Worker 259. Seamstress 260. Home / Garden Supply 261. Likes To Sing 262. Likes To Eat 263. Likes To Talk 264. Insurance Salesperson 265. Stock Broker 266. Former Neighbor 267. Receptionist 268. Janitor 269. Rich Relative 270. Ex-mate 271. Health Food Shop 272. Hobby Shop 273. Hotel / Motel Operator 274. Pet Store 275. Tax Preparer
Memory Jogger / Recruiting Prospects List
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Focus on each category listed below. Take a moment to think of someone who comes to mind. Write his or her name down to contact ASAP. You basically have two choices: (1) wait for opportunities to
just happen or (2) make them happen. Success comes as you plan your work and work your plan.
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Insights For Business Builders very Business Builder has a specific style in sharing his or her presentation. Potential team members also have specific personality types that respond well or poorly. Certain styles con ict. Success is hindered when Busi- ness Builders and target individuals clash. Identifying predictable styles will improve your results. o style is better than the other. The wise Business Builder responds according to the other person s style. Unfortunately, many people don t know their Business Building style. They also don t know how to read and identify the personality types of others. Sharing with friends is also difficult. Familiarity often breeds contempt. In other words, the closer you get, the easier it is to con ict. The things we often love about someone, we sometimes despise.
Understanding styles of behavior will help you deal with the differences between you and others. Be sure to identify both personalities. When an aggressive Business Builder shares with a passive individual, don t think he or she will respond ust like you did. earn to deal with the individual ac-
cording to his or her specific personality. It is your responsibility to adapt and guide the situ- ation. You re the "host" and they are the "guests." The following are proven and practical ways to deal with different types of personalities. Focus on your D, I, S or C type, along with that of another individual. Be sure to consider your Behavioral Blend and other predominant temperament tendencies ("highs").
"D" Trying To Recruit and / or Lead —
"D": Be strong, but willing to bend. The "D" will chal- lenge and intimidate you. Get to the point. Remind him or her that this challenge has tremendous rewards.
"I": Be enthusiastic and complimentary. The "I" will talk and exaggerate a lot. Listen and don't try to control the conversation or steamroll him or her.
"S": Be sweet. Don't be forceful or speak down. The "S" will judge how you respond. Be sensitive and kind. Appreciate the "S"'s relational concerns.
"C": Be prepared. Don't use generalities. Be s ecific The "C" wants thorough explanation, not shallow answers. A "C" will resist, if you don't know your subject.
"I" Trying To Recruit and / or Lead —
"D": Be serious. Don't be silly or informal. The "D" person is not interested in funny stories. Don't waste time. Express the opportunity to be your own boss.
"I": Be a good listener. Don't talk much. Compliment the "I". Emphasize the good and positive. Smile and agree, as much as possible.
"S": Be sensitive. Let the "S" share his or her feelings. Don't interrupt. Reinforce your commitment to help. Stay calm. Show warmth and sensitivity.
"C": Be factual. Don't "snow" the "C". Ask exploratory questions. Be open and respectful. Give details. Be precise and methodical.
"S" Trying To Recruit and / or Lead —
"D": Be confident and sure of yourself. The "D" may be forceful. Be strong and bold. Challenge the "D", but not too hard. Don't show timidity.
"I": Be interested in what the "I" says. Don't just listen. Share your thoughts and concerns. Tell the "I" how exciting it is to be a part of this venture. Be enthusiastic.
"S": Be kind, but don't overdo it. Be strong, if necessary. Don't hold back, but be sensitive. Encourage the "S" to respond now. Share how much it has helped you.
"C": Be ready for questions. The "C" will pressure you with logic. Don't condemn his or her doubts. Give concrete answers. Give him or her time to decide.
"C" Trying To Recruit and / or Lead—
"D": Be relaxed. Don't be defensive. Get to the "bottom line." Don't bore the "D" with a lot of facts. Agree on solu- tion based on other perspectives. Be positive.
"I": Be patient. Let the "I" talk. Be enthusiastic about the opportunities — travel, bonus cars, meeting new friends. Get the "I" to talk through to the solution. Stay on track.
"S": Be loving. Show sincere care for the "S". Make the "S" feel you really enjoy what you do. Don't complain. Be optimistic and sure of your plan.
"C": Be precise and accurate. Meet forceful demands with clear answers. Be sure of your facts. Be open to sug- gestions. Offer information and resources to study.
Insights For Business Builders
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Indicators: Is quiet Reserved Good listener Not outspoken Slow to respond Not often enthusiastic Sensitive More shy Faithful Dependable Passive Steady Family-oriented
Do: Take it slow Share with more sincerity and less hype Respect family responsibilities Show interest in lasting rela-
tionship more than just business interest Give confidence
Don't: Push too fast Give up Expect instant results Set goals too high Allow doubt and fear to stifle Share di ficulties without assurance of constant support Leave alone
Needs To Learn: Achievement is possible To be a self-starter Be more enthusiastic To dream big To initiate conversation Take risks To challenge others To take charge Be bold and
aggressive Most people may not respond well, but many will
Indicators: Asks lots of questions Is cautious Doubting Researching Analytical Wants details Thorough Not real
friendly Wants to do one thing at a time Does things right
Do: Be patient with questions Give detailed answers Encourage to be more sociable; to get started Provide lots of
product information Emphasize quality and research
Don't: Give incorrect or unfounded answers Expect instant responses Be silly Give up because of pessimistic attitude Demand cheerleader type responses Avoid di ficult questions
Needs To Learn: To be more optimistic Get started with little information Not to worry To be more outgoing To be friendly Share information with enthusiasm To turn
research into results To spend time with people
Insights For Leaders Of Business Builders
"S" Business Builders —"C" Business Builders —
Indicators: Talks a lot Loves to travel and have fun Has lots of friends Is enthusiastic Optimistic Active Outgoing Sociable Influential Often well liked
Do: Share the possibilities and potential enthusiastically Often stroke and approve Recognize accomplishments Stress rewards — bonus cars, travel, conventions, and fun
Don't: Believe everything Bank on promises Overwhelm with information Stress paperwork and details Expect punctu- ality Criticize Be negative
Needs To Learn: Great expectations should begin with hard work and less talk Product knowledge is important To take time to do the little and mundane things Follow through with plans Be consistent Stay focused To follow-up with people
Independence and building your own business can be very exciting and / or scary. Nearly everyone wants to be
his or her own boss. There s a specific personality type that is determined to control his or her destiny. There are other
types content with being told what to do and following orders
for the rest of their lives. Maturity and experience often in uence the most reluc- tant personalities. They need to stretch their horizons and
investigate the possibilities of being self-employed. There
are tremendous advantages with operating your own business.
You can be the boss. You have charge over your schedule.
You can take days or weeks off without permission. Your
income and freedom are unlimited. The advantages of being a business builder are endless. The problem is most people don't understand the "Sci-
ence of Motivation." They don't realize everyone IS already
motivated. Some people are motivated to be free from control, while others are motivated and satisfied to be told what to do. But everyone is motivated!
Once we understand what makes us tick and what gets
us ticking, we can become more productive in whatever we
do. The most important lesson is learning how to control our
personalities and motivations, rather than letting our natural drives control us. The following are insights about how different personal-
ity types respond as business builders. Certain types tend to
start stronger, but fail faster. Other personalities start slower,
but can be very successful. Study each of the following
personality types to learn how to be more effective.
Remember, everyone can be a successful business builder!
"D" Business Builders — Indicators: Wants to be own boss Failed in other attempts, but is not discourage Interested in high income potential Independent Impatient Aggressive Fearless Self-starter
Do: Give "bottom line" / direct answers Give s ecific guidelines Vision of what can be achieved Simple steps to get started, instead of letting run free and careless Be realistic
Don't: Try to control Speak down or baby him or her Exaggerate expected results Encourage going into debt Quit "day job" Doubt or discourage high goals
Needs To Learn: How to follow the rules To be a team player To control aggressiveness To be more patient and understanding To take smaller steps To take time to improve product knowledge and study product information
"I" Business Builders —
Insights For Leaders Of Business Builders
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How DISC Personality Types GET Their Money It is not wrong to have money. What matters is what we do with it! Your personality type will affect how you get, guard, and give away your treasures. The following are simple insights to help you manage your fi nances from your personality perspective. eep in mind
your primary and secondary temperament types. Study all the pages to learn more about how all-4 DISC personality types relate to resource-mangers. These insights are especially designed to help you and others understand how to be good managers of your resources.
"D" TYPE RESOURCE-MANAGERS In A Word: Diligent – "Work for it!"
Abilities: They are more risk-takers in investing or starting new businesses. They are hard workers and will work long hours. They tend to never be satisfied with enough. Using multiple streams of income is one of their goals.
Strategies: Remember to make honesty a primary strategy for acquiring money. Teamwork makes the dream work so work with others and keep them informed. Redirect your drive to succeed in accomplishing greater tasks with the determination to save, save, save, and save some more.
Warning: eep a budget. Decide when enough is enough. Be content with what you have. Don t sacrifice time with your family working so hard to get more money. Remember the purpose of acquiring resources is to meet the basic needs of life and helping others.
Reward: You will have more resources to use as a powerful tool to ac- complish greater things. You will succeed better through ethical ways, rather than through greed or manipulation.
rma ion: “I will be a good resource-manager by acquiring money through diligent labor, and creative resourcefulness, while not neglecting my responsibilities!”
"C" TYPE RESOURCE-MANAGERS
In A Word: Calculating – "What's the best deal!"
Abilities: They are very careful in getting their finances without compro- mising their personal values. They will spend time researching how to get the most "bang for their buck".
Strategies: Make quicker decisions so the financial opportunity isn t lost. Involve more people in your investment strategies. Communicate with your family the what, when where, who, why, and how you get your resources. Look for multiple streams of income.
Warnings: Don't get discouraged by the impulsive way others try to get money. Don't spend too much time analyzing every investment opportu- nity. Remember the importance of optimism.
Reward: You will experience joy and satisfaction for the basic needs of life. When you work together with others on your team, you will get more done and increase income.
rma ion: “I will stop worrying about my finances and be more posi- tive about my future. After I calculate the best way to increase my income, I work joyfully and diligently with a good attitude.
"I" TYPE RESOURCE-MANAGERS In A Word: Impulsive – "How fast can I get money!"
Abilities: They make working fun. There is never a dull moment when they are on the job. They are creative in acquiring more resources. High energy and wanting to work in front of others is their work iden- tity.
Strategies: Being willing to help others succeed on their ob and they will help you succeed on your job. Stay on task and be willing to work outside the spotlight. Concentrate on doing one thing well. Be honest in your presentations.
Warnings: Guard against get-rich-quick-opportunities. Research and wait before committing to any financial investment. Be consistent in doing one job well before moving on to the next task. Remember get- ting money is as much if not more important than spending money.
Reward: You will have more financial resources when you avoid get-rich-quick-schemes. By staying focused on doing one pro ect well, you will be respected by your colleagues and others.
rma ion: “I will remain focused staying on task doing my job well while talking less and working diligently.”
"S" TYPE RESOURCE-MANAGERS In A Word: Steady – "Stay on course!"
Abilities: They are steady workers. They work well with others. Stays focused on one stream of income that is working well. Sensitive to change in financial market.
Strategies: Become more pro-active in seeking better employment or investment opportunities. Be more confident and assertive in asking for a salary increase. Look for more creative ways to increase your finances.
Warnings: Don't let people manipulate you in using improper business ethics to acquire funds. Don't wait too long to decide on taking advantage of a new and proven way to increase your income. While looking for more ways to add to your finances, continue to be alert for more opportunities to do so.
Reward: You are a steady worker; so more income will come your way. Remember to share with other how you succeeded!
rma ion: "I will be willing to attempt new ways to increase my income so I can provide more for my present and future well-being!”
How DISC Personality Types GET Their Money
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How DISC Personality Types GUARD Their Money
"D" TYPE RESOURCE-MANAGERS
In A Word: Determined – "This is how it is done."
Abilities: Having resources to do things is important to them. They are determined to get the very best deal. It is easy for them to say "no "to tele-marketers and pushy sales people. They want to control how their money is guarded and given away.
Strategies: Take time to do research before spending your money. Pay bills promptly. Keep records. Think more before proceeding with major expenses.
Warnings: Remember the difference between hoarding and saving your money. Stay within a budget. Prioritize your spending. Guarding your money is to be balanced with wisely using your resources to add value to others.
Reward: You will have the satisfaction of having the resources to provide for your family and others. More money will be available to help others.
rma ion: "I will manage my resources more wisely and help others with my bounty, rather than always wanting to get more!"
"C" TYPE RESOURCE-MANAGERS
In A Word: Competent – "Capable money-managers!"
Abilities: Contemplative, savers , find the best deals, stretch the dollar to get the most mileage, good spending controls.
Strategies: Be more generous and thoughtful with your finances. Use a budget and record keeping as a guideline not a law.
Warnings: Don't be stingy. Don't judge others on how they spend or use money.
Reward: You will be appreciated when you are generous. You will be recognized as a person who cares about people, not how much money you saved.
rma ion: I will be more liberal with my finances, and share what I have earned with those individuals and organiza- tions that are truly needy."
"I" TYPE RESOURCE-MANAGERS
In A Word: Impressive – "It must look good!"
Abilities: Leaves a good impression. Knows how to "look good." Inspires others with what they have. Stylish. Communicates well and is very positive. Can find the silver lining in every cloud.
Strategies: Guard against emotional and impulsive spending. Control your entertainment, fashions, and grooming / personal care expenses. Look for the best buy.
Warnings: Don't spend money you don't have. Bigger is not necessarily better. Use a budget. Pay bills on time. Build sales resistance. Avoid co-signing. Don't try to "buy friends".
Reward: You will have more in savings. You will be iden- tified as a person of sound money management. People will seek you out for financial counsel.
rma ion: I will use my resources NOT to impress peo- ple but to be a responsible person. I will guard my optimism against “getting rich quick” for my own vain glory!
"S" TYPE RESOURCE-MANAGERS
In A Word: Secure – "Money is safe with them."
Abilities: They are more security-minded with money. Safety and stability are important to where their money is kept. Bills are paid promptly.
Strategies: Say "no"sooner to tele-marketers and pushy sales people. Start saving today. Don t accept the first offer for interest on your savings. Shop around.
Warnings: Don't wait to begin a money management system. Don't let people manipulate you in spending money.
Reward: You will have money when others won't. Others will come to you for financial advice.
rma ion: "I will guard my resources so I have more with which I can strategically help others!"
How DISC Personality Types GUARD Their Money
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"D" TYPE RESOURCE-MANAGERS
In A Word: Direct – “Give it NOW (often with strings at- tached)!”
Abilities: Decisiveness, purposeful, give to get a task done, generous, serious about financial matters.
Strategies: Take time to do research before spending your money. Pay bills promptly. eep records. Think more before proceeding with ma or expenses.
Warnings: Don’t give money and resources to control people. Be exible in how you give. Think before donating. Follow through on any promise commitments you make.
Reward: You will make a good financial counselor. You also have a unique ability to make money. You accomplish great things when you give.
rma ion: I will be generous with my money even when I can not control how it is used!
"C" TYPE RESOURCE-MANAGERS
In A Word: Careful -”Strategic givers! “
Abilities: Cautious, compliant, calculating in what the real needs are before they give. They are consistent and private when they give. Usually gives to pro ects.
Strategies: Balance giving between pro ect and people needs. Use your competence in giving to help others learn how to give. Work on positive solutions to solve financial problems.
Warnings: Don’t get discouraged by the giving strategies of others. Remember you are really giving to help other, regardless of what they do with your gifts.
Reward: You will be appreciated when you are generous. You make a great financial giving planner. You will be more appreciated when you give more spontaneously.
rma ion: I will give cheerfully and spontaneously to the needs of others even when I don’t think they deserve it. "
"I" TYPE RESOURCE-MANAGERS
In A Word: In uencing - nthusiastic in making a differ- ence!"
Abilities: Cheerful givers, liberal and free with their finances, generous, quick to give, optimistic, impressive.
Strategies: Think before writing a check. Give secretly. Have a strategy in your giving rather than impulsively. Be consistent in your giving.
Warnings: Don t give money you don t have. Bigger is not necessarily better. Use a budget. Do not give to impres people, give secretly.
Reward: Accomplish more when you control how much you talk about giving and actually do give. thers will be encour- aged to give by your enthusiasm about financial management.
rma ion: I will not give my money to impress people and tell others about my giving!
"S" TYPE RESOURCE-MANAGERS
In A Word: Sensitive Who needs financial help!
Abilities: Sensitive to the needs of others, submissive will- ing givers, secret in their giving, sacrificial. Able to see the little things that need financial help..
Strategies: Guard your sincere desire to give with a stronger determination to do what is right. Be creative and innovative with how you give.
Warnings: Don’t wait to give when an opportunity arises. But also don’t be taken advantage of with every appeal. eep your giving within your budget.
Reward: You are stable financial giver who avoids finan- cial disasters. You will often be sought out for help and are respected for your sacrificial giving.
rma ion: I will balance my giving between spontaneous and strategic giving!
How DISC Personality Types GIVE Their MoneyHow DISC Personality Types GIVE Their Money
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"D" TYPE TIME-MANAGERS
In A Word: Direct — "Do it NOW!"
Abilities: Getting things done, leading, taking a stand, confront- ing issues, persevering, dictating, making decisions and control.
Strategies: Plan your work and work your plan. See the "little things" as well as the big-picture. Seek counsel along the way. Slow down. Write out your long and short term goals.
Warning: Don t push ahead without counting the cost first. earn to rest along the way. Don t sacrifice your family and
church while working so hard. Don't try to cram too much into your schedule. Remember, you need others to get the job done.
Reward: You will get more done by delegating tasks. Your health, family, ob, and worship will be benefited. Your results will be rewarding and lasting when you do all that you do for others first, then yourself.
Affirmation: "I will prioritize my time to do what I do for my family, for others, and for myself!"
Improving Time-Management
"I" TYPE TIME-MANAGERS
In A Word: Inspirational — "Time is short. Let's have fun!"
Abilities: Spontaneous, communicating, inspiring, in uencing, making friends, optimistic, enthusiastic.
Strategies: Think before committing to anything. Write out your daily schedule of things to do. Concentrate of the behind the scenes that often are neglected. Plan with tomorrow in mind.
Warning: Use your persuasive personality to encourage people without manipulating them. Don t be proud of all you get done. Don t seek to be recognized for what you do. Don t waste time talking so much or wanting to be around people a lot.
Reward: Accomplish so much more when you control your talk- ing to people and getting your work done behind the scenes. You will be recognized as a balanced person who can communicate well, but also can do what needs to be done by yourself. Affirmation: "I will talk less and be a better listener, while focusing on people and tasks the same."
"C" TYPE TIME-MANAGERS
In A Word: Organized — "Meticulous planners!"
Abilities: Analyzing, improving, discerning, calculating, following directions, doing the right things.
Strategies: Work on positive ways to get others involved in tasks. Relax your schedule and look at the bright side more. Involve more people in plans. Communicate your plans in short and simple instructions. Focus on the absolute necessities first. Articulate your plans with enthusiasm and grace.
Warning: Don t get discouraged by the disorganization of oth- ers. Don't spend too much time thinking about everything that needs to be done. Don't over analysis everything. Get others involved and don t try to do everything yourself.
Reward: More satisfaction of getting obs done without being frustrated. Getting more done with little time. Getting people to work with you more, because the "atmosphere" is better. Affirmation: "I will be optimistic in the midst of problems and will not get bogged down in the details."
"S" TYPE TIME-MANAGERS
In A Word: Relational — "Slow plodders you can count on!"
Abilities: Supporting, serving, finishing what others start, working behind scenes, doing what needs done in their time.
Strategies: Be more assertive. Take charge when things or people seem uncertain. Be more confident. See the big picture also and look beyond the small steps along the way. Set time limits on yourself and others to get things done. Don t procrasti- nate or put off what needs to be done.
Warning: Don't waste your time with people who just want to talk. Don't let people side-track you or manipulate you in to do- ing things that are not imperative. Be kind, but not too kind.
Reward: Believing you can do anything others can do, step out and try the difficult. You may be surprised what you can do once you recognize the power you have within you!
Affirmation: "I will use my weaknesses to overcome my chal- lenges and will strive to serve others by being stronger and more assertive."
The following are simple insights to help you improve your time-mangement skills from your personality perspective. Focus on your primary and secondary types. Also study the entire page to learn more about how all DISC personality
types relate to time-management. These insights are designed to help you and others recognize how being good stewards of the time given us is an essential part of improving our effectiveness.
Improving Time-Management
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As we attempt to be good stewards in life, our time becomes our friend or foe. It will either work for us or against us. To get full use of our time, we must balance how we use our time. Everyone is given the same amount of time each day. We either waste it or use it. The most important thing we need to do daily is to constantly keep a positive mental at- titude. We should be in a continual healthy state of mind focusing on solutions, not problems. We must also recognize how important time is to serve others, our families, and jobs. Neglecting our families and responsibilities will greatly affect the results of how we use our time.
Someone has said, "The only excuse for activity is results!" All our activity during each day should be evalu- ated in light of future results. Some results can be clearly seen, while other results may never be known. Balancing our measurable results with our future rewards can be very difficult. Doing "things" is not always best. Learning how to be "still" can be just as important. At the same time, being still is not always best. There comes a time in everyone's life when we need to get up and go! The key to balancing our time-management challenges is setting aside time for those things that are temporal and those things that are lasting.
"D" Types — Your active / task-oriented life style makes you a determined, doer and driver type. You tend to slow down and make time work for you. You are often "too busy" to take care of the more "important" things in life, such as your family and church. Ask five of your best friends and / or close family members if they think you work too hard.
Think it over Do I control my natural drive to work hard Have I determined to take care of the little things Do I discipline my time and energy Have I learned how to stop and be more careful Am I too busy for my family, I m ust too busy Do I spend my time building deeper relationships?
"C" Types — Cautious and compliant types are often the most time-conscious, but they can be too regimented. They can be too organized and picky without much exibil- ity. They need to learn how to relax and take it easier in life. They are methodical and analytical, but should not let urgency take the place of those things that are eternal. They are organized and efficient when it comes to tasks, but they often come across as cold.
Think it over Do you let the little details bother you Have you earned the reputation of being a picky
perfectionist in a bad sense Do people respect your opinions or ever criticize, "why do you always have to be right How will I learn to be more
exible Can I make quicker decisions
"I" Types — In uencing types are often the most challenged by time. They tend to be the most sociable and friendly. Talking and being around people are very important to them. Lots of time is often wasted in "chit-chat" and endless conversations about nothing. They are the most encouraging to be around, but often neglect their duties and responsibilities time-wise.
Think it over Do I recognize how much I talk to others and waste a lot of time Do I excuse my lack of discipline concerning getting tasks done on time be- cause so many people like me Am I always in a rush because I don't plan ahead or often get distracted?
"S" Types — Submissive types are often the most dependable, but also controlled by others. They don't like to say, "No" and disappoint people. Concerned with safe and secure relationships, they tend to be too nice and kind. Spending time with someone just to listen to all their problems or an exciting opportunity makes them vulnerable to those who will take advantage of them.
Think it over Do I let people use and control me Do I recognize that my kindness can often become a
source of wasting time Do I procrastinate doing im- portant tasks that can be put off till later Do I need to be more aggressive and assertive?
Balancing Your Time ChallengesBalancing Your Time Challenges
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"I" Behavior — Dieting: Is extremely conscious of how he or she looks. Wants to impress others, but compensates for overeating by being the life of the party. Eating and socializing are important; should be done with moderation. Needs to discipline lack of control and desire to feel good by overeating.
Exercising: Is initially enthusiastic, but lacks follow- through. Loves to exercise with a group. The more the mer- rier. At best when able to influence others. Needs to stick with it, even when it's not fun any more.
Nutritional Supplements: Using supplements can be di ficult because it is so routine and undane ust control forgetfulness with set patterns and conscious efforts, because of the ultimate results — better health and happiness.
"D" Behavior — Dieting: Is often too busy to take the time. Is easily side- tracked by "more important" things. Once committed, is determined and disciplined. Starts strong, but lacks follow- through. Needs accountability and regimentation. Does best when challenged.
Exercising: Wants independence and power to work alone. Motivated by challenge and need to be strong. Is serious and determined, but often falls short of potential. Does best as a leader or example.
Nutritional Supplements: Often underestimates need. Thinks he or she is strong enough. Doesn't want to think about it. Doesn't like the routine. Once convinced, is driven and direct. Does best when reminded of the "bottom line."
To Your Health There are three vital factors to the success or failure of your health — diet, exercise, and food supplements. Together, they make the difference in the quality of your life. Some people are fortunate — being overweight is never a problem, but everyone needs to watch what they eat. Just because you don't gain weight, you should still be careful what you put into your body. Food is energy. You should supply your body with the best energy sources available. Proper exercise is also essential. Regular exercise strengthens and tones your muscles to receive the full nutrients in the foods you eat. Eating right without exercise is like fueling a magnificent engine without en oying its power. Eating right and exercising regularly are not enough to attain optimal health. In this world of processed foods and chemical substitutes, we must add the specific nutrients
our bodies need. It is not enough to guard against eating the wrong foods, we must also supplement our diets with the minerals and vitamins that are lost in the process of our "instant everything" world. We often respond to these three factors — diet, exercise, and food supplements — according to our personalities. Understanding our predictable patterns of behavior can help us guard our strengths and avoid our weaknesses. Study the insights below to improve your motivations. Always remember, you are the only one who can moti- vate yourself to do right. Don't expect or depend on anyone else to give you the determination to respond appropriately. Learn to control your personality, rather than letting your personality control you. Take command of your feelings and thinking to control your craving and lack of discipline.
"C" Behavior — Dieting: Very conscious of weight. Often worries about being overweight, but is more likely to act on it. Can get easily discouraged and give up too soon. Needs to be more optimistic about possibilities and begin dieting immediately. Shouldn't spend too much time researching every diet plan.
Exercising: Very calculating and studious. Wants the best plan. Can be too serious and regimented. Needs to relax and have more fun. Can be too hard on him or herself. Is often best at knowing what to do, but has poor attitude about doing it.
Nutritional Supplements: A stickler for details. Needs to know scientific facts first Is often s e tical but once convinced is consistent. Often procrastinates, because of need for more data. Struggles with "just doing it," but when committed does it well.
"S" Behavior — Dieting: Can be most consistent and yet, least motivated. Is often insecure with dieting and slow getting started. Can be influenced by a close riend but needs to be more self- motivated. Does best once routine is established and sure of method of dieting.
Exercising: Doesn't need a lot of hype. Is content to work alone, but does best with a friend. Doesn't push the limits as much as should, but is better at the long haul. Is steady and regimented, but needs to control interruptions.
Nutritional Supplements: Is the best at taking food supplements once convinced with the need and a schedule is established. Needs to guard against always taking same or cheap food su le ents wit out researching to find the best ones.
To Your Health
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