3ASAP

Personalized Report for: G.BW Based upon The Platinum Rule® Model of Behavioral Styles

Dear Student,

Congratulations on completing the DISC Platinum Rule® Behavioral Style Assessment. Completing the Assessment could be one of the most important relationship building decisions you will ever make.

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

HOW TO USE THIS REPORT First, read through the entire report. The first part presents your eGraph results. Right after taking your DISC Platinum Rule® Behavioral Style Assessment, you will only see your results. As you invite others to complete the observer assessment, as they see you, more and more plot points will appear on your eGraph. This first section of your report will also cover how to read and interpret your eGraph results. It also includes a background section on the classic Johari window concept plus a discussion of your personal “substyle” with brief descriptions of all 16 DISC substyles.

The second part focuses on understanding your style characteristics at work, under stress, etc., and offers strategies for increasing your personal effectiveness. Please note that there is no ‘best’ style. Each style has its unique strengths and opportunities for continuing improvement and growth. The strengths and weaknesses, and any behavioral descriptions mentioned in this report, are tendencies only for your style group and may or may not specifically apply to you personally.

The third part is to download the DISC eWorkbook by going to http://www.assessments24X7.com/UOPXDISCWorkbook.pdf . This section focuses on how to use the DISC concept with others, from how to visually and verbally identify another person’s style to how to adapt your behavior to “connect” with any of the four primary DISC styles. This last section is the all important successful application of this concept in all of your interpersonal relationships.

Study the characteristics of your style and how it relates to others. Practice ‘reading’ the signals others will send you and master it. Your success truly depends on the relationships you build. Why not build them on a foundation of proven, reliable skills?

During your 30-day observer assessment period, the results of your observer assessments will be compiled. You can see the results plotted on your customized eGraph. This report helps you interpret the composite results of your observers and provides suggestions on how to modify your behavior to have more effective relationships. It’s an important component to the total DISC Platinum Rule® Behavioral Style Assessment because it truly completes the 360-degree perspective initially promised to you.

Isn’t a simple Self-Assessment Report accurate enough? Yes, but only from your own point of view. Quite often, the behaviors that are measured are more easily observed by others than by oneself. You know, better than others, what your own thoughts and motives are. However, others may be more accurate observers of your actual behavior... and it is behavior that is intended to be measured here.

In professional and personal dealings with people, most of us experience conflicts from time to time. We may not be able to put our fingers on the cause, but something about the interaction is uncomfortable. Then too, there are those times when we first meet someone, and after several minutes feel as if we have known them for many years.

When we “click” like this with people, we often call it chemistry, or say that we get “good vibes” from that person. Our ability to develop and maintain chemistry with many different kinds of people is crucial to professional and personal success.

The Platinum Rule recognizes that people are different, that others may not wish to be treated the same way you do. Patterns that work for you may not work for them. In short, The Platinum Rule allows for individual differences and preferences, and serves as a useful guide for many relationship situations.

When your knowledge of behavioral styles is combined with the application of The Platinum Rule™, you have an invaluable tool for creating better chemistry faster, more of the time, in more of your relationships.

You’re encouraged to read through the entire DISC Platinum Rule Report. Study each section to learn, practice, and reinforce your new skills.

You will learn two things:

1. Your Behavioral Style through the eyes of others

2. Your degree of self-awareness

You will know more about your self-awareness because you will be able to compare your Self-Assessment with the Assessments of your observers and see how similar they are.

PERCEPTIONS… WHAT DO THEY MEAN?

How did your self-perception compare to the observers’ perceptions? There are three possible scenarios:

1. Most saw you the same

2. Most saw you differently

3. Some saw you the same while some saw you differently

The perceptions others have of our behaviors may or may not best describe who you really are. It is simply a perception of behaviors you exhibit in a particular environment or relationship. The good news is you are not your behaviors. With your new found information on behavioral styles, you have choices to modify those behaviors if needed.

Studies have shown that the most effective people:

1. Know themselves

2. Know the needs or demands of the situation or relationship

3. Adapt their behaviors to meet those needs

Our behaviors are a very important part of the communication process. Suppose you tell your child he/she is the most important thing in your life and yet you find little time to spend with him/her. Or you tell your boss that you love your job and yet you are always late.

The goal of these assessments is to help you become aware of your behaviors and the impact they can have on others. Then by practicing suggested behavior changes, you can enhance the relationships that otherwise have been a strain.

If your observers saw you as a different Primary Behavioral Style and you want complete information about that style, you can obtain by downloading the DISC eWorkbook at http://www.assessments24X7.com/UOPXDISCWorkbook.pdf .

So, before diving in, let’s briefly review the four DISC Primary Styles.

BEHAVIORAL STYLES

Historical, as well as contemporary, research reveals more than a dozen various models of our behavioral differences, but many share one common thread: the grouping of behavior into four categories. The Platinum Rule® focuses on patterns of external, observable behaviors using scales of directness and openness that each style exhibits. Because we can see and hear these external behaviors, it becomes much easier to ‘read’ people. This model is simple, practical, and easy to remember and use.

As you read the descriptions of each style below, think about your new insights into your preferences. You might prefer relationships to tasks, perhaps you act slower rather than faster, or maybe you like to tell people what you think rather than keep it to yourself. Then think about the people around you in the office or at school… what style do their behavioral tendencies reflect? The following descriptions and adaptability guidelines will help you get on the same wavelength with each of the four styles.

Keep in mind that no one style is better than another. Each has its’ own strengths and weaknesses. Remember, however, strengths pushed to extremes can also become weaknesses. Here’s a quick overview of the four behavioral styles and a brief description of how extreme behaviors may be perceived by others.

Here are the four DISC Platinum Rule primary behavioral styles: The Dominance Style (D Style): The Dominance Styles are driven by two governing needs: the need to control and the need to achieve.

The D Styles are goal-oriented go-getters who are most comfortable when they are in charge of people and situations. They want to accomplish many things now, so they focus on no-nonsense approaches to bottom-line results.

The Dominance Styles seek expedience and are not afraid to bend the rules. They figure it is easier to beg forgiveness than to ask permission.

The D Styles accept challenges, take authority, and plunge headfirst into solving problems. They take charge in a crisis. They are fast-paced, task-oriented, and work quickly and impressively by themselves, which means they become annoyed with delays. They are willing to challenge outdated thinking and ideas. The Interactive Style (I Style): The Interactive Styles are friendly, enthusiastic "party-animals" who like to be where the action is. They thrive on the admiration, acknowledgment, and compliments that come with being in the limelight.

The I Styles just want to have fun. They are more relationship-oriented than task-oriented. They would rather "schmooze" with clients over lunch than work in the office.

The Interactive Style’s strengths are enthusiasm, charm, persuasiveness, and warmth. They are gifted in people skills and communication skills with individuals as well as groups. They are great influencers. They are idea-people and dreamers who excel at getting others excited about their vision. They are optimists with an abundance of charisma.

These qualities help them influence people and build alliances to accomplish their goals.

The Steadiness Style (S Style): The Steadiness Styles are warm, supportive, and nurturing individuals. They are the most people-oriented of the four styles.

The S Styles are excellent listeners, devoted friends, and loyal employees. Their relaxed disposition makes them approachable and warm. They develop strong networks of people who are willing to be mutually supportive and reliable.

The S Styles are excellent team players. The Steadiness Styles are risk-averse. In fact, they may tolerate unpleasant environments rather than risk change. They like the status quo and become distressed when disruptions are severe.

When the Steadiness Styles are faced with change, they need to think it through, plan, and accept it into their world. The Steadiness Styles, more than the other behavioral types, strive to maintain personal composure, stability, and balance.

In the office, the Steadiness Styles are courteous, friendly, and willing to share responsibilities. They are good planners, persistent workers, and good with follow-through. Steadiness Styles go along with others even when they do not agree because they do not want to rock the boat.

The Steadiness Styles are slow decision-makers because of their need for security, their need to avoid risk, and their desire to include others in the decision-making process. The Cautious Style (C Style): The Cautious Styles are analytical, persistent, systematic people who enjoy problem solving. They are detail-oriented, which makes them more concerned with content than style.

The C Styles are task-oriented people who enjoy perfecting processes and working toward tangible results. They are almost always in control of their emotions and may become uncomfortable around people who are very out-going, e.g., the Interactive Styles.

In the office, the Cautious Styles work at a slow pace, allowing them to double-check their work. They tend to see the serious, complex side of situations, but their intelligence and ability to see different points of view endow them with quick and unique senses of humor.

The Cautious Styles have high expectations of themselves and others, which can make them over-critical. Their tendency toward perfectionism – taken to an extreme – can cause “paralysis by over-analysis.” The C Styles are slow and deliberate decision-makers. They do research, make comparisons, determine risks, calculate margins of error, and then take action.

The Cautious Styles become irritated by surprises and glitches, hence their cautious decision-making. The C Styles are also skeptical, so they like to see promises in writing.

The Cautious Styles’ strengths include an eye for detail and accuracy, dependability, independence, persistence, follow-through, and organization. They are good listeners and ask a lot of questions; however, they run the risk of missing the forest for the trees.

We generally develop our behavioral style in our childhood. It is the result of some possible genetic predisposition and our early life experiences. Everyone has a primary style that we tend to use most of the time. Although each of us has his or her own primary style, only a small percentage of the total population can be understood clearly by just these four primary styles. Each primary style also contains four substyles. We all use some of the behaviors of the other styles in our daily work, social, or family lives to some greater or lesser degree.

ADAPTABILITY

This report will identify ways that you can apply your style strengths or modify your style weaknesses in order to meet the needs of a particular situation or relationship. This is called adaptability. Social scientists call it ‘social intelligence.’

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

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

A study was done at the famous Bell Labs think tank near Princeton, New Jersey. They surveyed teams of electrical engineers. They were asked to name the most valued and productive engineers on the teams. Surprisingly, those who were named were not the people with the highest IQs, or the highest academic credentials or the best scores on achievement tests. The most valued team members were the people whose social intelligence, or adaptability, was highest.

HERE IS THE VALUE OF ADAPTABILITY…

It can’t be overstated. It’s a linchpin of ThePlatinum Rule® and the key to building successful relationships of all kinds. Adaptable people realize there is a difference between their self (who they are) and their behavior (how they choose to act). Adaptable people consciously decide whether and how to respond to a person, a situation, or an event.

Less adaptable people, on the other hand, respond in a more habitual manner, regardless of whether the response is likely to be appropriate or effective. But even if you are a person who’s been wedded to your own ways of thinking and doing for a very long time, there is hope.

You can commit to learn to be more adaptable. When you understand each of the four styles, how to recognize them in others, and how to adapt to them in key ways, you can have command of almost any interpersonal situation.

Whether someone is male or female, young or old, part of a Western culture or some other, our behavioral style is often evident. Let’s face it, we may all be created equal, but we surely do not all act the same. And we don’t all want to be treated the same. What may be a good response or reaction toward one person may be all wrong for the very next.

Now, it’s true, we don’t always act the same. You might behave differently with your best friend than with your boss. You don’t act at a cocktail party as you do at church. While your style may have its own particular twist, like a song that’s interpreted differently by various artists, it’s still clearly one of the four basic styles. You’re constantly sending out signals revealing that style, through the words you choose, body language, the speed and rhythm of your speech, how you dress, how your space is organized, how fast you walk.

Imagine the benefits of understanding how to treat people the way they want to be treated! Your interactions with people can change dramatically. Shaky relationships can suddenly become good ones. Good relationships can now be even better than before. If only for the stress it eliminates in interpersonal relationships, this profile is worth its weight in …platinum!

THE ULTIMATE GOAL OF THE PLATINUM RULE…

is personal chemistry and productive relationships. You do not have to change your personality. You do not have to roll over and submit to others. You simply have to understand what drives people and recognize your options for dealing with them. The key objective of this whole concept is understanding your own style, understanding and being able to quickly and accurately identify the style of others, and then adapting so that you treat others the way they want to be treated.

These are powerful life-skills that will serve you well in all your relationships: business, friends, school, spouse, and children. Improved relationships create infinite possibilities.

Remember, at the introduction to your DISC Platinum Rule™ Behavioral Style Self-Assessment Report, I reminded you that you can’t expect to change a lifetime’s habit patterns overnight. But you can begin to change, if you are committed. Your investment of time and resources into this assessment shows that you are on the right track.

for G.BW

Chances are good that your perception of yourself is fairly accurate, but only from your personal point of view. Quite often, the behaviors we’re measuring with The DISC Platinum Rule Behavioral Style Assessment are more easily observed by others than by yourself. You know better than others what your own thoughts and motives are. But others may be more accurate observers of your actual behavior... and it is behavior that we’re intending to measure here.

If there is a large discrepancy between your self-assessment and the observer assessments, resist the temptation to dismiss their perceptions. Instead, ask yourself about the implications of these differences. Realize that you possess more assets-and more areas for improvement-than you first might have thought. At the very least, the differences may provide you with some valuable insights.

It is quite common for people to see themselves differently from the way others see them. The good news is that it gives you an opportunity to learn more about yourself, to become more effective in ways you may not have ever thought about before.

Since your eGraph may be updated throughout the 30 day Observer period, it may change from time to time. At the end of the 30 days, we suggest you download and save your report in the PDF format to have your most current eGraph included in this report – and then continue with the interpretation of your eGraph.

INTERPRETING YOUR eGRAPH

Research indicates that the people who are closest to you – either in a school or business setting- are the most aware of your behavioral style. They work with you or socialize with you every day and see many facets of your behaviors, such as the ways that you work with people, your preference for working alone or with others, and your reactions to stress, confrontations, triumphs, frustrations, and so on. Often these interpretations will cluster around the same area of your eGraph.

To help you interpret your eGraph, first we will look at the plots of observers who know you in a business setting and ask some questions to help you interpret the results. Then we will look at the plots of those who responded as they know you in a school setting. Finally, we will look at the combination eGraph.

School Associate

Refer to a copy of your eGraph on page 8.

Business Associate

Refer to a copy of your eGraph on page 8.

Let’s take a look at your composite eGraph representing School Associate and Business Associate observer responses. Refer to a copy of your eGraph on page 8.

The Go-Getter (Sd) You are predominantly a Steadiness Style.

We break each main Style down into four Substyles.  Yours is the Sd, which we like to call The Go-Getter.   The Go-Getter is LESS open and LESS indirect than most other Steadiness styles.  Below is a snapshot of TheGo-Getter Substyle… as such, it’s a closer look at you!

The primary goal that motivates you is a desire for a steady flow of more accomplishments.

Despite your somewhat indirect nature, you can be very direct in situations that are task-focused.  Your ability to think through a project makes you a good short-term planner; you can identify the roles, resources, and timelines needed to complete a project successfully.  Your search for results leads you to be highly self-reliant, rather than to depend on others to achieve the quality you want.

YOUR TENDENCIES INCLUDE

· Enjoying being industrious

· Taking charge of tasks

· Eagerly and competitively diving into your work

· Breaking tasks down into parts and supervising closely those parts being done by others

· Being less comfortable with complex or multiple tasks

· Looking for concrete, short-term results, especially if they bring personal rewards or recognition

· Becoming rigid and guarded when under pressure

YOUR GROWTH OPPORTUNITIES

     With Tasks:

You can benefit by understanding more of the big picture.  Make sure you are clear about a project before jumping in with your full energy.  Retain the support of people who'll be involved or affected by the work.

     With People:

While you like to do things yourself, you must learn to delegate more.  You have a tendency to spread yourself too thin, so limit your involvement in less critical tasks.

PERSONAL EMPOWERMENT POINTERS

· Make sure you understand the overall goal and context before you jump head first into a task.

· Ask others to share their ideas on how to accomplish tasks and how to satisfy their expectations and yours.

· When making or implementing decisions, check with at least three to five other knowledgeable people to see if there's a consensus.  If you don't find a pattern, widen the search.

SUBSTYLES OF DOMINANCE STYLES

The goal that motivates The Director (or Dd) is new opportunities. You are less concerned about what other people think than many other styles; therefore, you are willing to speak your mind and to take more risks. You often question authority and prefer to arrive at your own conclusions based on the facts at hand. Rather than deal with limitations such as the status quo, you tend to ignore them or deal with them and their consequences later, if at all.

The goal that motivates The Adventurer (or Di) is dominance and independence. Consequently, you are wary around people who may take advantage of you or beat you to a goal. Because of your results-oriented nature, you may sometimes sacrifice quality for quantity. Your innate sense of self-importance enables you to make mistakes and still feel favorably about yourself. You do not mind confrontation and are willing to challenge others.

The goal that motivates The Producer (or Ds) is accomplishing bigger and better goals according to an internal timetable. You prefer to be involved in your chosen activities from start to finish, and you resist people who are obstacles to your achievements. Your ability to produce makes you highly valued in situations in which an efficient, dependable, or incrementally improving rate of production is desired.

The goal that motivates The Pioneer (or Dc) is being in a position to direct and redirect task accomplishments. You tend to focus more on the future than on either the present or the past. You are driven by a quest for unique accomplishments and you avoid boredom. Although you are cautious and calculating, your ability to think quickly enables you to act quickly when the situation requires it. As an agent of change, you do not like to leave things as you found them.

SUBSTYLES OF INTERACTIVE STYLES

The goal that motivates The Socializer (or Ii) is social approval from others. You have a natural tendency to meet people, and others feel comfortable with you. You speak freely about your thoughts, feelings, and experiences, and expect others to do the same. You show your acceptance of others by eye contact and touching as well as by words. You are very receptive to change and adjust well to diverse ways of doing things.

The goal that motivates The Helper (or Is) is friendship. You have a natural dislike of pressuring others or telling them what to do. You seek close, personal relationships rather than popularity and have a wide range of friends and acquaintances. You communicate a low-key, casual style of caring and sharing. You are deliberate and patient in your approach to tasks. You are extremely sensitive to criticism, and allow it to affect your relationships.

The goal that motivates The Impresser  (or  Ic) is to win with flair. However, you do not want to win at any cost or hurt others’ feelings. Taking shortcuts seems like cheating to you, so you avoid such behaviors. You can become impatient with those who procrastinate about getting started. At times, you can get so involved with getting a job done that you stretch the truth a bit.

The goal that motivates The Enthusiast  (or  Id) is influencing people. You enjoy symbols of authority and prestige. You feel uncomfortable with any kind of confinement or restriction of freedom. Your high level of self-confidence enables you to withstand criticism from others. Each new person and situation is interesting to you, so life seems continually fresh.

SUBSTYLES OF STEADINESS STYLES

The goal that motivates The Relater  (or Ss) is personal stability. Any change or risk that might jeopardize relationships or surroundings is threatening. Therefore, you focus on giving others what they want and on avoiding conflicts. Before you act, you think and plan ahead; you follow proven procedures in an orderly manner. You prefer dealing with concrete situations and data rather than theory, trends, or conjecture. You are most comfortable in a work environment that is pleasant, friendly, and non-competitive.

The goal that motivates The Specialist (or Sc)   is to specialize: to do only what you know and know only what you do. You prefer to focus on your own interests and avoid getting involved with crowds or high-profile situations. The best conditions for you are those that are stable and allow for steady, incremental gains. Generalists complement you; you each take on the tasks that the other dislikes.

The goal that motivates The Go-Getter (or Sd)   is a desire for a steady flow of more accomplishments. Despite your somewhat indirect nature, you can be very direct in situations that are task focused. Your ability to think through a project makes you a good short-term planner; you can identify the roles, resources, and time lines needed to complete a project successfully. Your search for results leads you to be highly self-reliant, rather than to depend on others to achieve the quality you want.

The goal that motivates The Harmonizer (or Si)   is the acceptance and approval you gain from helping others. You want to be a person who is wanted and needed by others. You remember birthdays and anniversaries, and you sincerely appreciate thoughtfulness from others. As a good listener, you function better as a sounding board for venting frustrations than as a problem solver. Your interest is more in helping others to make do with the current situation than in suggesting change.

SUBSTYLES OF CAUTIOUS STYLES

The goal that motivates The Thinker (or Cc)   is the desire to be correct. Your life style reflects your preference for privacy, and your interactions with people are formal and poised. As a naturally curious thinker, you are more inclined to identify a spectrum of interests and behaviors than people of other types. With a natural talent for methodical and deliberate decision making, you emphasize precise understanding, accurate work, proper manners, and impeccable personal habits.

The goal that motivates The Master-Minder (or Cd)   is to increase opportunities for unique and significant personal accomplishments. You express yourself more by what you do than what you say. Consequently, you have strong needs to choose your own goals and to work independently. As primarily an idea-generator and developer, you have little interest in dealing with implementation details.

The goal that motivates The Assessor (or Ci)   is accomplishing goals with excellence. As a quick thinker, you can deal with many inputs simultaneously; however, you may be slow to take action. The nickname of “Assessor” is based on your evaluative approach to people and tasks; you tend to have strong opinions about people and groups with whom you do not identify or agree

The goal that motivates The Perfecter (or Cs)   is predictable results. You pay attention to key processes and details, as well as to proven procedures and relationships. Your methodical approach, thoroughness, and dependability make you a valued employee in many kinds of organizations, especially those that involve highly specialized and focused work. Although you are not opposed to change, you do want to be sure that the change is attainable and that it will result in the desired improvement.

Steadiness styles are slower-paced and relationship-focused. They are also open and indirect, relatively unassertive, warm, and reliable.  They are sometimes seen by others as compliant, soft-hearted and acquiescent.

Steadiness styles seek security.  They take action and make decisions slowly.  This pace stems from their desire to avoid risky or unknown situations.  Before Steadiness styles take action or make a decision, they have to know how other people feel about the decision.

Steadiness styles tend to be very people-oriented.  Having close, friendly, personal, first-name relationships with others is one of their most important objectives.  Steadiness styles dislike interpersonal conflict so much that they sometimes say what they think other people want to hear.  Steadiness styles have natural counseling skills and are extremely supportive.  Their theme is, “Notice how well-liked I am.”

Steadiness styles tend to be good, active listeners and generally develop relationships with people who are also good listeners.  As a result, Steadiness styles have strong networks of people who are willing to be mutually supportive.  Others often feel good just being with Steadiness styles.

Steadiness styles focus on getting acquainted and building trust.  They are irritated by pushy, aggressive behavior.  Steadiness styles question, “How will it affect my personal circumstances and the camaraderie of the group?”  Steadiness styles are cooperative, steady workers and excellent team players.

Their primary strengths are relating to, caring for, and loving others.  Their primary weaknesses are that they are somewhat unassertive, overly sensitive and easily bullied.

Their ideal occupations cluster around the helping professions such as financial advisor, insurance agent, counselor, teacher, social worker, doctor or nurse, personal assistant or customer service representative.

In the business environment, Steadiness styles like others to be courteous, friendly and accepting of their share of the responsibility.  In a social environment, Steadiness styles like others to be genuine and friendly.

Their desk contains family pictures and other personal items.  Their office walls have personal slogans, family or group photos, serene pictures or mementos.  Steadiness styles are high-touch in a high-tech world.  Steadiness styles give their office a friendly, warm ambience and arrange seating in a side-by-side, cooperative way.

To achieve more balance and to develop behavioral flexibility, Steadiness styles need to say “no” occasionally; attend to the completion of tasks without over sensitivity to the feelings of others; be willing to reach beyond their comfort zone to set goals that require some stretch and risk; and to delegate to others.

STEADINESS STYLES’ MOTIVATORS

Steadiness styles strive for stability in their life; therefore, they tend to avoid situations that threaten stability. Steadiness styles place a lot of importance in gaining the acceptance of key people who, otherwise, could jeopardize their stability. Steadiness styles generally seek acceptance, inclusion, and recognition of their worth. Their theme song could be, "You've Got a Friend" or "Bridge over Troubled Waters."

Steadiness styles are concerned about unstable or changing conditions in their personal and business life. They like change to be limited and brought about slowly. They tend to become anxious when unplanned changes pop up. Before changes take place, Steadiness styles prefer to have time to understand and accept the change, as well as to work out ways to maintain their own stability.

Steadiness styles tend to be averse to risk and change. Their greatest fear is probably the loss of what they have - the known and reliable - for the unknown. Steadiness styles like to hold on to what they have and tend to be quietly possessive; a trait that often goes undetected.  They may work persistently at getting themselves firmly entrenched in their position. Then they hold on tightly. One way that Steadiness styles maintain stability is to avoid trying to change other people's attitudes or actions. A reliable, steady follow-through is, perhaps, the most often recognized trait displayed by Steadiness styles. A related strength is their persistence. They tend to stick to a task no matter how long it takes. Like the proverbial tortoise Steadiness styles realize there is a lot more to winning a race than mere speed.

Another strength that helps Steadiness styles succeed is being methodical. They generally work by following proven procedures in a stepwise and orderly manner. They always know -- and let others know -- exactly where they are in the process.

Steadiness styles tend to make decisions by conferring with others because people -- and pleasing people -- are their primary focus. They are most comfortable in pleasant, friendly, and noncompetitive work relationships and situations. Steadiness styles excel at listening to other's feelings and ideas. They enjoy companionship and are usually willing to accommodate others, as long as they do not jeopardize their own stability. A related talent is their dedication. This is evident in their quiet, calm-appearing, and "worker bee" approach to getting tasks completed.

STEADINESS STYLES’ GROWTH OPPORTUNITIES

Steadiness styles can increase their effectiveness by learning to better deal with change and complexity. Another key self-improvement area is the ability to more adequately cope with stress. That means controlling their tendency to become indecisive and act slowly. This is especially important if Steadiness styles are in a leadership or management position. Steadiness styles also need to develop the ability to see the big picture, including the fact that the world is constantly changing. They tend to be more comfortable dealing with the trees and often do not see the forest.

Steadiness styles also need to increase their interest, understanding, and expertise in dealing with the world of ideas, analysis, interpretations, forecasts, etc. For example, Steadiness styles are generally more comfortable dealing with concrete situations or data that already exist rather than theories, trends, or conjecture. People often misunderstand this preference and do not realize that Steadiness styles are "doers," rather than thinkers. Although Steadiness styles are strong in the people-domain, they can stand to further strengthen themselves in this area. They could do better at self-disclosure. They often do not express their feelings or thoughts because they fear this may weaken their position in the eyes of others. Instead, Steadiness styles may tell people what they want to hear. The consequence is that they actually undermine their relationships.

A related growth area is cultivating the ability to be more assertive. This is especially true when conflicts arise because their natural tendency is to become overly submissive.  Steadiness styles would benefit from learning and using collaborative problem-solving skills to help them deal with disagreements. Finally, Steadiness styles need to learn to possess an unshakable sense of self-worth. This would reduce or eliminate their dependence on reassurance from others.  Steadiness styles are sensitive to the needs of others, but, when taken to an extreme, this can undermine their self-affirmation and self-esteem.

IN A NUTSHELL:

· Steadiness styles are slower-paced and relationship-focused

· They are slow at taking action and making decisions

· They like close, personal relationships

· They dislike interpersonal conflict

· They support and “actively” listen to others

· They are weak at goal setting and self-direction

· They have an excellent ability to gain support from others

· They work slowly and cohesively with others

· They seek security and belongingness

· They have good counseling skills

THE STEADINESS STYLE’S TYPICAL BUSINESS CHARACTERISTICS

· Need to know the order of procedures

· Operate well as members of a work group

· Motivated by usual, known, and proven practices

· Oriented toward more concrete, repeatable actions

· Want order and stability in the workplace

· Focus on how and when to do things

· Work in a steady, predictable manner

· Like a long-term relationship with their business place and fellow employees

THE STEADINESS STYLE’SPREFERRED BUSINESS SITUATIONS

· Like to perform the same kinds of duties day after day no matter what the importance of the type of work involved

· Prefer to work cooperatively with others to achieve common results

· Dislike taking risks

· Enjoy working in a stable, steady, low-key environment which has a minimum of changes

· Like to know each step toward completing their tasks

· Prefer to make decisions by group consensus or other accepted practices rather than by themselves

· Enjoy feeling like a valued member of the work group

SUGGESTIONS FOR STEADINESS STYLES TO BE MORE EFFECTIVE AT WORK

· Take time to prioritize your tasks and responsibility… if you are uncertain about priorities, consult with your supervisor or a trusted coworker

· Be willing to try new ways of doing things and explore new technologies, recognizing that there is always more than one way to accomplish a task… you can move into these new areas at your own pace to retain your sense of stability

· Recognize that a certain amount of conflict or disagreement is inevitable in any workplace

· Speak up for yourself and voice your thoughts and opinions… your full participation is important to the overall success of your group or organization

· Ask for help when needed and delegate tasks when appropriate

· Recognize that deadlines do need to be met... on occasion, this may require that you reduce the amount of time you need to prepare for a task

· Stand up to people with whom you have a disagreement and openly discuss and resolve your differences... do not try to avoid these people or strategize against them

Under stress, Steadiness styles have a tendency to submit.

An example of a typical response to a stressful situation from Steadiness styles might be: “OK, if that’s the way you must have it, we’ll try it.”

UNDER STRESS, STEADINESS STYLES MAY APPEAR:

· Wishy Washy

· Submissive

· Passive

· Dependent

· Hesitant

· Defensive

· Indecisive

UNDER STRESS, STEADINESS STYLES NEED:

· Reassurances that they are liked

· Personal assurance

· A slower pace for comfort and security

· Relationships

STEADINESS STYLES’ TYPICAL BEHAVIOR IN CONFLICT

· Steadiness styles are quite uncomfortable with conflict, aggression and anger. They will do whatever they can to avoid such situations. If they are not able to physically avoid a situation involving conflict or anger, they will probably attempt to ignore it, functioning as best they can without interacting -- or interacting very superficially -- with others.

· Steadiness styles seldom express their own feelings of anger or dissatisfaction, fearing that doing so would damage relationships and destabilize the situation. They tend to go along with what others want in order to avoid any controversy.

· The anger and dissatisfaction that Steadiness styles have been repressing builds up inside of them and eventually some (often, trivial) event will trigger an explosion, releasing a torrent of angry words and a litany of past offenses -- often in considerable detail. Once Steadiness styles have vented this built up emotion, they return to their normal behavior.

· Steadiness styles may also feel that their feelings, needs and desires are not as important as those of others, which can encourage others to take advantage of them which, in turn, results in more repressed anger.

· Steadiness styles tend to do things to help and benefit others with the expectation that they will reciprocate in some appropriate way. However Steadiness styles rarely share these expectations. As a result the other person fails to meet their expectations; leading to more repressed anger or hurt feelings on their part.

STRATEGIES TO REDUCE CONFLICT AND INCREASE HARMONY WITH OTHERS

· Recognize that others may be more comfortable dealing with conflict, anger, and aggression. Expressions of anger or somewhat aggressive behavior by others are not necessarily personal attacks on you.

· Share your needs, feelings and expectations with your friends and coworkers.

· Ask for what you need from your supervisor, friends and coworkers. Do not expect them to know what you want or what you are thinking. This will avoid many misunderstandings and increase your effectiveness and efficiency.

· Be sure to clarify any instructions or communications that you do not fully understand, no matter how busy the other person may appear to be. Pay particular attention to the desired results and timeframes.

· Be open to considering new ways of doing things and undertaking new tasks. Ask your supervisor, friends and coworkers to support you in approaching any significant change.

Behavioral adaptability is the key to success with different styles.  It can be defined as the willingness and ability to engage in a range of behaviors not necessarily characteristic of your style in response to effectively dealing with the requirements of a situation or relationship.  It involves making adjustments to your methods of communicating and behaving based on the particular needs of the relationship at a particular time.  Adaptable people make the choice to go beyond their own comfort zone so others also feel more comfortable.

On the next few pages are action plans to give Steadiness styles suggestions on how to adapt their behavior, as well as ideas for others to help them be more adaptable.  It will give them clues to understand the Steadiness style’s behavioral tendencies. 

To make the most effective use of these assessments and action plans, have all those you interact with complete an observer response form on how they see you, as well as an assessment on themselves.  Then set aside some time to discuss strategies you each can use in adapting your behaviors to create greater ease and less conflict in the relationships.

For Steadiness Styles:

· Stretch by taking on a bit more or different duties beyond your comfort level

· Increase verbalization of your thoughts and feelings

· Speed up your actions by getting into some projects more quickly

· Desensitize yourself somewhat, so that you are not negatively affected by your colleagues’ feelings to the point of affecting your own performance

· Learn to adapt more quickly to either changes or refinements of existing practices

· Bolster your assertiveness techniques

For Others Working with Steadiness Styles:

Be warm and sincere by:

· Supporting their feelings by showing personal interest when possible

· Assuming they will take things personally

· Allowing them time to trust you

· Discussing personal feelings – not facts – when you disagree

· Moving along in a slower, informal, but steady manner

· Showing that you are “actively” listening

· Giving assurances that risk will be minimized or handled as reasonably as possible

NOTE: To be more effective, have other people you work with take the assessment on themselves.  Then set aside some time to share the results.  Discuss how you each can adapt your behaviors to create more satisfying working relationships.

FREE RESOURCES

The DISC eWorkbook - Discover which style seeks power and which one wants results. Who loves consistency and who fears change? This knowledge shows you how to sell your ideas and win people over. Use the DISC eWorkbookto put yourself and your projects in the best position to win. Download at http://www.assessments24X7.com/UOPXDISCWorkbook.pdf The PeopleSmart in Business eBook - Discover who seeks recognition and who wants results. Who loves consistency and who fears change? This knowledge shows you how to sell your ideas and win people over. You’ll be able to reach the unreachable. When a job needs to be done, pick the right person for the job. And put yourself and your projects in the best position to win. Download at http://www.assessments24X7.com/PSEBook.pdf

DISC Relationship Strategies 68min YouTube Video http://www.youtube.com/watch?v=E4NzSq_tOpI

ADDITIONAL DISC RESOURCES

· DISC Online Virtual Training System - http://www.drtonyvirtualtraining.com

· Other DISC Products - http://www.alessandra.com/tadisc.asp

Primary References

· Alessandra, Tony, Ph.D., and Michael J. O’Connor, Ph.D. 2006. People Smart in Business . New York: Morgan James Publishing

· Alessandra, Tony, Ph.D., and Michael J. O’Connor, Ph.D. 1996. The Platinum Rule® . New York, NY: Warner Books.

· Merrill, David, and Roger Reid. 1977. Personal Styles and Effective Performance . Chilton Book Co.

· Geier, John C., Ph.D. 1977. (D.I.S.C.) Personal Profile System. Performax Systems International, Inc.

Secondary References

· Hunsaker, Phillip, Ph.D., and Anthony J. Alessandra, Ph.D. 2008. The NEW Art of Managing People. Free Press/Simon & Schuster.

· Alessandra, Tony, Ph.D., Ronald Finklestein, Scott Michael Zimmerman. 2007. The Platinum Rule for Small Business Mastery. New York: Platinum Rule Press (an imprint of Morgan James Publishing)

· Littauer, Florence, Littauer, Marita. 2006. Communication Plus: How to Speak So People Will Listen. Regal Books from Gospel Light.

· Massey, Brent. 2006. Where in the World Do I Belong? Jetlag Press.

· Alessandra, Tony Ph.D., Scott Michael Zimmerman, Joseph LaLopa Ph.D. 2006. The Platinum Rule for Sales Mastery. New York: Platinum Rule Press (an imprint of Morgan James Publishing)

· Miscisin, Mary. 2001. Showing Our True Colors. True Colors Publishing.

· Quenk, Naomi L. 2000. Essentials of Myers-Briggs Type Indicator Assessment. John Wiley & Sons, Inc.

· Littauer, Florence. 1986. Discover the Real You by Uncovering the Roots of Your Personality Tree. Waco, TX: Word Books.

· Atkins, Stuart. 1982. The Name of Your Game. Stuart Atkins, Inc.

· DeVille, Jard. 1979. Nice Guys Finish First. William Morrow & Company.

· Galen, Claudius, Second Century A.D. Philosopher & Physician, as referenced by Carl Jung in Psychological Times.

· Wilson Learning Corporation. 1977. Social Styles Sales Strategies. Wilson Learning Corp.

· Jung, C.G. 1923. Psychological Types. London: Pantheon Books.

THERE ARE NO WARRANTIES, EXPRESS OR IMPLIED, REGARDING THE DISCstyles ONLINE ASSESSMENT, INCLUDING BUT NOT LIMITED TO, THE WARRANTIES OF MERCHANTABILITY OR FITNESS FOR PARTICULAR PURPOSE, OR WITH RESPECT TO THE ACCURACY, COMPLETENESS, OPERABILITY, OR USEFULNESS OF THE DISCstyles ONLINE ASSESSMENT OR THE RESULTS THEREOF.

You assume full responsibility, and Alessandra & Associates, Inc. and Dr. Tony Alessandra shall not be liable for, (i) your use and application of The DISCstyles Online Assessment, (ii) the adequacy, accuracy, interpretation or usefulness of The DISCstyles Online Assessment, and (iii) the results or information developed from your use or application of The DISCstyles Online Assessment. You waive any claim or rights of recourse on account of claims against Alessandra & Associates, Inc. and Dr. Tony Alessandra either in your own right or on account of claims against Alessandra & Associates, Inc. and Dr. Tony Alessandra by third parties. You shall indemnify and hold Alessandra & Associates, Inc. and Dr. Tony Alessandra harmless against any claims, liabilities, demands or suits of third parties. The foregoing waiver and indemnity shall apply to any claims, rights of recourse, liability, demand or suit for personal injury, property damage, or any other damage, loss or liability, directly or indirectly arising out of, resulting from or in any way connected with The DISCstyles Online Assessment, or the use, application, adequacy, accuracy, interpretation, usefulness, or management of The DISCstyles Online Assessment, or the results or information developed from any use or application of The DISCstyles Online Assessment, and whether based on contract obligation, tort liability (including negligence) or otherwise. In no event will Alessandra & Associates, Inc. or Dr. Tony Alessandra be liable for any lost profits or other consequential damages, or for any claim against you by a third party, even if Alessandra & Associates, Inc. and Dr. Tony Alessandra has been advised of the possibility of such damages.