The Insights Discovery System

http://www.insightsdenver.com/system/index.html The Insights Discovery System is a comprehensive system focused on improving personal, team and organizational effectiveness. Based on pioneering work on Psychological Type by Dr. Carl G. Jung, the Insights Discovery System was developed by Andrew Lothian, Chairman of Insights L & D, in 1994 to be a practical application of Jungian Psychology focused on the workplace. Each person is unique and brings different styles, needs and expectations to the workplace. In these differences lie great strengths. The Insights Discovery System helps an individual understand more about themselves and others and how to bring those together to achieve the aims of the organization. It provides a simple framework and common language that allows people to communicate much more effectively both inside and outside the organization. This Insights Discovery System is built on a powerful, next generation software platform. The Insights Evaluator is web-based and requires only about 30 minutes to complete. Reports can be generated very rapidly and require only minimal interpretation. All this makes the system fast, easy-to-use and very cost effective. The Insights Discovery System is available in most major languages and Insights Learning and Development has excellent support globally.

The Insights Model

The Insights Discovery Model is a complete psychometric system that is the result of hundreds of thousands of hours of research and development. The original basis for the Insights Model is the work of Swiss psychologist Carl Jung. His 1921 'Psychological Types' formed the basis for extensive subsequent research, and many psychological tests and instruments. Based on Jung's work and that of his protgs, notably Jolande Jacobi, Andrew Lothian has coordinated thousands of hours of research to develop the current Insights Model. Research continues world-wide, at several universities. The system is constantly improved and updated. Insights is currently the subject of two doctoral dissertations. At a practical level, the effectiveness of the system is tested and validated daily by the organizations using the software, reports and training materials

Jungian Preferences
In his pioneering work 'Psychological Types', Dr. Carl G. Jung suggested that people have different preferences which give them a different perspective on situations. These different perspectives and 'attitudes' are now seen as highly relevant to understanding organizational and cultural requirements and the needs of people in relation to motivation and leadership. The understanding of individual differences that Insights provides is fundamental to improving communication, co-operation and building effective and high morale teams. The Attitudes: Introversion & Extraversion People differ in their preference concerning their interest in the external world as opposed to the 'internal' world. It was Carl Jung who coined the now popular terms 'Extraversion' and 'Introversion' to describe these different attitudes. He highlighted the fact that although a person may prefer Extraversion, they also need to pay attention to their inner world and can also require to be Introverted, depending on the circumstances. Jung's theory postulated the concept that personal development emanates primarily from self understanding.

The Irrational Functions: Sensing & Intuition Jung also discovered that people pay attention and absorb information in different ways. He suggested that people either take notice through their senses, in which instance they would have a preference for 'Sensing'; or they could be influenced more by general impressions and patterns, using 'Intuition'. The Rational Functions: Thinking & Feeling Jung discovered that there were two main ways people employ in making decisions. One of these ways is to use logical analysis in a detached and impersonal way; and the other by coming to decisions in a subjective and involved manner. The impersonal manner he called 'Thinking'; the more subjective manner he called 'Feeling'. By taking each of the four processes - Sensing, Intuition, Thinking and Feeling - and linking each of them to Extraversion or Introversion, in 'Psychological Types' Jung identified his eight personality combinations in 1921. Dr. Jolande Jacobi, in 1942, presented these Jungian types in a wheel form to assist in their understanding. The Insights Eight-Type Wheel is a faithful reproduction of the Jacobi-Jungian insight of over 50 years ago. It combines all of the Insights Color Energies with the Jungian Preferences. Your preferences are reflected in your individual Insights Discovery report. The Insights wheel of 56 types extends to all the possible Jung Types that can be formed without deviating from Jung's principles.

Insights Color Energies

Four quadrant behavioral models have existed since Hippocrates, in 500 BC, identified the four 'humors'. The Insights system uses four fundamental color energies to represent characteristics, behavioral style and needs. All energies have equal value. Every individual possesses and uses all four energies in different combinations and in varying intensities. The combinations of these energies form the basis of the power of the Insights System.

Insights 8 Types
The Director
Fiery Red, Extraverted Thinking Directors are forceful, decisive and dominant persons who tend to be strong individualists. They are forward-looking, progressive and compete to achieve their goals. Strong willed, they have a wide range of interests. They are logical and incisive in problem solving. Directors will generate quick, imaginative and unusual solutions. They have difficulties with others and they can be seen as cold, blunt and over bearing. They tend to be self-centred and lacking in empathy and can be critical and fault finding when standards are not met. Directors may push out parameters and may be dissatisfied with routine work. Directors like freedom from controls, supervision and details. They prefer an ever-changing environment and enjoy the unusual and adventurous. Impatient they and want to find the answers for themselves. They seek authority and 'important' assignments. Directors may need to learn to understand the negative impact they can have on other people. They enjoy new and stimulating assignments that will challenge them. Others may see Directors as uncaring and selfish. The Director is Jung's Extraverted (or Intuitive Speculative) Thinking type.

The Motivator
Red/Yellow, Extraverted Intuition Motivators have the ability to value equally results and people. They are natural participative persons who work well with others. Motivators dislike detailed work but may do it to achieve a specific objective. Networking and the respect of people are important to Motivators. They are good decision makers who consider others in making unpopular decisions. They enjoy public recognition and work assignments which they believe makes them look good. However, they may be too optimistic about what they and other people can produce. Motivators are socially assertive and typically good communicators, and can lead and inspire others. They may be difficult to manage. Motivators are not natural administrators. Some people see them as dynamic personalities with a great deal of enthusiasm, while others see them as indiscreet and often hasty individuals. Motivators need a variety of activities and the opportunity of working in a future orientated environment. They like work to keep going and the chance to travel. Challenge and opportunities are key to their success. They may become 'workaholics' if not aware of their limits. The Motivator is Jung's Extraverted Intuitive type.

The Inspirer
Sunshine Yellow, Extraverted Feeling Inspirers are outgoing and enthusiastic, seeking favorable social environments where they can develop and maintain networks and contacts. They are able to create enthusiasm in others for their own cause and have a wide network of acquaintances who provide an active basis for doing business. Socially adept, Inspirers develop friendships easily, and usually do not antagonize others intentionally. Verbally effusive, they are good at promoting their own ideas. Inspirers' wide range of contacts often have the capacity to help them. Inspirers tend to misjudge the abilities of self and others. Usually, but not if they are upset, they are optimistic and see the good in most people and situations. Inspirers may leap to favorable conclusions without all the information. To others they may appear inconsistent. Democratic supervision helps to develop their objectivity. Controlling and planning their time may be rather difficult. Inspirers should remind themselves of the urgency of accomplishing a task and limit the time they articulate their views. The Inspirer is Jung's Extraverted (or Intuitive) Feeling type.

The Helper
Yellow/Green, Feeling Helpers are warm, understanding and sociable individuals who strive for positive relationships with people both at work and at home. They are ambitious for others and work through people to get the job done. Displaying the gift of both introversion and extraversion. They are sensitive to others and work well in a team situation. However, they may take criticism personally and find it difficult to become authoritative over others when necessary. They may find it difficult to make

decisions without consultation. Because people are more important to Helpers than the accomplishment of tasks 'the end may not justify the means', in their opinion. Ideal counselors, their nature tends to be steady, which may make others see them as slow. Helpers however will always encourage others and may take on too much on their behalf. They tend not to like stress and fast moving situations which can change without warning. They prefer secure environments where they can organize their work load at their own pace. Helpers have poise in most social situations. People come to them as they can both listen and suggest solutions. They are positively accepted by a wide range of acquaintances. The Helper is Jung's Feeling type.

The Supporter
Earth Green, Introverted Feeling Supporters are affable, amiable, steady individuals who get on well with others. With their moderate, controlled stance they are considerate, patient and always willing to support, and help, those they consider friends. They build a close relationship with a small group of associates in the work environment. Their efforts are directed towards retaining the familiar and predictable. Supporters are most effective in specialized areas of endeavor and plan their work for a remarkable consistency of performance. They look for constant appreciation from others and may be slow to adapt to change. Prior conditioning helps allow them to change their procedure and still maintain a consistent level of performance. Supporters may also require support in developing short-cut methods to meet deadlines. Projects can be put aside before they are completed. Supporters will go the 'extra mile' to help someone they consider as a friend. They may require assistance in eliminating the 'old' and embracing the 'new'. Supporters can become stubborn and defiant if pushed under pressure and this may be frustrating for some others. The Supporter is Jung's Introverted (or Sensory) Feeling typ e.

The Coordinator
Green/Blue, Introverted Sensation Coordinators tend to be dependent and objective, usually possessing a strong value system. A careful, cautious conventional person who is diplomatic and sincere. They tend to be very loyal, precise and disciplined with high standards and expectations of self. Decisions are difficult to make until facts and details are available. Coordinators are critical and ideological thinkers who may be quiet and reserved around strangers. Coordinators do not always say what they think or feel, and want to be in a secure environment. They can work well with their hands and can do repetitive work. They like specific instructions before starting a job. Coordinators do not like stress or chaos and tend to be rather private, enjoying the company of a few similar people. They seek system and order with a need to know why! They require support and reassurance and tend to be inner focused. Coordinators do not trust others quickly and will not generally impose their values on others. Their patience and steady follow-through allows them to perform routine tasks particularly well, and they are systematic and precise. However, if they feel that they are being taken advantage of Coordinators may respond in an otherwise uncharacteristic bold manner. The Coordinator is Jung's Introverted Sensing type.

The Observer
Cool Blue, Introverted Thinking Observers are precise, cautious and disciplined, and are painstaking and conscientious in work which requires attention and accuracy. They have highly developed critical perception abilities and emphasize the importance of drawing conclusions and basing actions on factual data. Observers are objective thinkers, who combine intuitive information with the facts they have gathered in a most effective way. They avoid making a 'fool' of themselves by meticulous preparation. They tend to select people like themselves who are more effective in a peaceful environment and may be reticent about expressing their feelings. Observers are concerned with the "right" answer and may avoid making decisions. They may hesitate to acknowledge a mistake and immerse themselves in researching for materials to still support their mistake. Observers tend not to trust strangers willingly and worry about outcomes, their reputation and their job. They can read situations well and use both sensing and intuition. They will be seen as unresponsive, cool and uncaring by some. The Observer is Jung's Introverted (or Empirical) Thinking type.

The Reformer
Blue/Red, Thinking Evidencing gifts of both extraversion and introversion, Reformers are creative and abstract thinkers who can suffer from unpredictable brilliance and conflict in 'long-term' decision making. The competitive drive they have for results is counterbalanced by a restraining need for perfection. Reformers have great speed of thought and their reaction is tempered by a wish to explore all possible solutions before deciding. They tend to have difficulty maintaining a positive mental attitude which can make their performance erratic and their decision making indecisive. They require a boss who is understanding and analytical to whom they can relate. Reformers want freedom to explore, and as they enjoy problem solving, authority to reassess their findings. They tend to get upset when found to be in the wrong and will 'canvass' support for an idea long after the decision has been made. Others may see them as reserved and cold. They may become authoritarian when their hard work is not recognized. Sometimes blunt, their egocentricity may be thought overbearing by some. Reformers are somewhat insensitive to others needs, and may respond well to an occasional shock. The Reformer is Jung's 'Thinking' type.

Insights Wheel
The next level of depth for the Insights Discovery System is the 56 Type Wheel seen below. This wheel is a powerful representation of the way the four Color Energies and 8 Types work to form a unique tapestry of type. When used in conjunction with a team, this wheel can indicate very clearly where dominance or lack there of exists within a particular part of the wheel. It can also be used as a map to understand how much stretching is needed to adapt and connect with someone else in a different position on the wheel. If a person is in position 22 and they must connect with someone in position 30, we know that it might be difficult as these are diametric opposites. However, that same person in 22 might find it easier to connect with someone in position 23 due to the closer proximity of their two positions. As a reminder, the Insights Discovery System recognizes and values the uniqueness of each individual. So even if 2 people end up in the same position on the 56 Type wheel, the text and graphics in their report will reflect their unique scores and differences. After all, as we like to say at Insights, there are more possible combinations of reports than there are currently people in the planet

Insights Discovery Personal Report

The Insights Discovery Preference Evaluator is the most powerful Jung-based psychometric instrument available. Responding to the Evaluator generates the data which is central to the Insights Discovery Reports. It offers an easy to administer and practical preference measurement device, true to reliable Jungian psychological principles. Developed over many years by Insights psychologists, it is continually refined and tested. Strong statistical reliability and validity data support the Insights Discovery Preference Evaluator. Available in many languages, it can be filled out on paper or on our web site. The responses are then computer scored and interpreted by a powerful expert system, the Insights Discovery software. At the foundation of the Insights Discovery System is a powerful Windows-based software program designed to produce the most accurate and practical professional profile reports in the market today. Our Insights Discovery Personal Report always includes the Foundation Chapter and optionally any of our 4 additional chapters: Management Style, Effective Selling, Personal Development, and Interview Questions.

Foundation Chapter
All Insights Discovery Personal Reports start with our Foundation Chapter. This 19 page report includes our Insights Wheel & Color Dynamics graphics along with the following text sections: Overview: These statements provide a broad understanding of your work style. Use this section to gain a better understanding of your approaches to work activities, relationships and decisions.

Key Strengths: This section identifies the key strengths which you bring to the organization. You have abilities, skills and attributes in other areas, but the statements in this section are likely to be some of the fundamental gifts you have to offer. Possible Weaknesses: Jung said wisdom accepts that all things have two sides. It has also been said that a weakness is simply an overused strength. Your responses to the Evaluator suggest these areas as possible weaknesses. Value to the Team: Each person brings a unique set of gifts, attributes and expectations to the environment in which they operate. Add to this list any other experiences, skills or other attributes which you bring, and make the most important items on the list available to other team members. Effective Communications: Communication can only be effective if it is received and understood by the recipient. For each person certain communication strategies are more effective than others. This section identifies some of the key strategies which will lead to effective communication with you. Identify the most important statements and make them available to colleagues. Barriers to Effective Communication: Certain strategies will be less effective when communicating with you. Some of the things to be avoided are listed below. This information can be used to develop powerful, effective and mutually acceptable communication strategies. Possible Blind Spots: Our perceptions of self may be different to the perceptions others have of us. We project who we are onto the outside world through our persona and are not always aware of the effect our less conscious behaviors have on others. These less conscious behaviors are termed Blind Spots. Highlight the important statements in this section of which you are unaware and test them for validity by asking for feedback from friends or colleagues. Dealing with your Difficult Person: This section gives an overview of the kind of person you are likely to have most difficulty understanding and dealing with. The description is based on your opposite Insights Type. Recognizing these characteristics can help in developing strategies for personal growth and enhanced interpersonal effectiveness. Suggestions for Development: Insights Discovery does not offer direct measures of skill, intelligence, education or training. However, here are some suggestions for your development. Identify the most important areas which have not yet been addressed. These can then be incorporated into a personal development plan. Like all chapters of our Insights Discovery Personal Report, the contents in this chapter are uniquely representative of the individual completing the Evaluator. Due to the complexity of our software and model, there are more possible combinations of reports that can be produced than there are people on the planet

Management Chapter
Most of our clients choose to include our 4 page Management Chapter along with the Foundation Chapter. This chapter includes information specifically designed for sharing with your manager, supervisor and fellow team members. Sections include: Your Ideal Work Environment People are generally most effective when provided with an environment which suits their preferences and style. It can be uncomfortable to work in an environment which does not. This section should be used to ensure a close match between your ideal

environment and your current one and to identify any possible frustrations. Your Needs for Success This section identifies some of the most important strategies in managing you. Some of these needs can be met by you, yourself and some may be met by your colleagues or management. Go through this list to identify the most important current needs, and use it to build a personal management plan. Keeping Yourself Motivated It has often been said that it is not possible to motivate anyone - only to provide the environment in which they will motivate themselves. Here are some suggestions which can help to provide motivation for yourself. Working with your manager, build the most important ones youre your Performance Management System and Key Result Areas for maximum motivation. Your Management Style There are many different approaches to management, most of which have different situational applications. This section identifies your natural management approach and offers clues to your management style, highlighting both gifts and possible hindrances that can be further explored. Although titled the Management Chapter, this section is designed for everyone within the team and not just managers.

Effective Selling Chapter

Effective selling has three main requirements: First the salesperson must understand himself and how to build on areas of strength and to develop areas of weakness and, importantly, how different customers perceive him or her. Secondly, the salesperson must understand others particularly customers - who are different. Customers often have different styles, expectations, needs, desires and motivations to those of the salesperson. These distinctions should be understood and acted upon. Thirdly, the sales person must learn to adapt his or her behavior to connect effectively with and influence the customer.

The Effective Selling Chapter is designed to support the development of each of these requirements, when supported by the range of Insights Professional or Advanced Selling workshops. Sections Include: Selling Style Overview: These statements provide a broad understanding of your selling style. Use this section to gain a better understanding of your approach to your customer relationships.

Before the Sale Begins: The sale begins long before the formal sales process starts and continues long after it ends. Here are some of the key ideas that you need to be aware of in the initial stages when planning and approaching the customer. Identifying Needs: In identifying needs, the goal is to find out what the customer's real problems are. Here is an overview and some advice relating to how you may identify customer needs. Proposing: Having identified the customer's needs, the proposing phase should close the gap between their needs and the current situation. Here are some of the keys for you to develop a powerful and effective proposing style. Handling Buying Resistance: If the customer relationship has been built effectively, buying resistance should be low. However, this section suggests strategies for you to deal effectively with buying resistance. Gaining Commitment: The close should be the natural progression of the sale, not the conflict at the end! When your customer trusts you, is clear about what they are buying and needs what you have to sell, you are ready to propose commitment. Here are the strengths and suggestions for development in your closing style. Follow-Up and Follow Through: It is your job, having built a relationship with your customer, to continue that relationship and to be of service to your customer beyond the initial sale. Here are some ideas which you can use to support, inform and follow-up with the customer. Sales Preference Indicators: For each of the above 6 stages of the sales cycle, we have indicated your preferences for 4 key skills on a scale of 1 to 10. As a reminder, these do not imply competence, but rather are indicators of preference for each of these skills.

Personal Development Chapter

At its best, life is a journey of personal exploration and growth. This chapter is designed to focus on several highly important aspects of personal development. Using the guidance suggested in these pages can lead to exciting changes and can have a profound impact on success. The report will help you define your life's purpose, set goals and organize your time and life to achieve them. It offers suggestions on how you can tap into your natural creativity, and how to unleash further creative potential from deeper aspects of his personality, to overcome any obstacle. Finally, it gives powerful suggestions to understand and enhance preferred learning styles. Sections include: Living on Purpose: Having a sense of purpose and worthy goals are

important to building a strong foundation for a successful life. This section includes some of the things you should be aware of in setting goals and defining your purpose. Time and Life Management: Ben Franklin said "Do you value life? Then waste not time, for it is the stuff of life". This section contains some strategies that you can use to become more effective in the area of time and life management. Choose the most significant ones and apply them every day for high levels of effectiveness. Personal Creativity: Creativity has been defined as seeing the same thing as someone else but thinking something different. Different people have different creative strengths. This section identifies some of your creative characteristics and how you can build on them. Lifelong Learning: Continual learning is a key part of personal development and growth. This section identifies several ideas you can use to learn more effectively. Use these statements to map out a learning strategy and to create the environment for optimum personal growth. Learning Styles Graphics: Based on Insights 8 Type Conative Learning Styles Model, this page indicates your Preferred, Comfortable, and Less Comfortable Styles. Applications include giving and receiving feedback, instructional design, and e-learning

Interview Chapter
This section lists several questions which can be used either in recruiting and interviewing or coaching this individual. The questions can be used as they appear here, or can be adapted to suit the coachs or interviewers style or needs. The questions are raised by considering issues the individual may be less comfortable with those development areas in which they may have fewer strengths. Some or all of these topics should be used along with other questions which may be job specific. Using them will help establish the level of the individuals self-awareness and personal growth.

Other Assessment Tools

In addition to the Insights Discovery Personal Report, Insights has developed several other Assessment Tools to help increase personal and team effectiveness. These tools are based on the Insights Model and the portfolio is continually growing. Assessment Tools currently available include: Insights Discovery 360 Report Team Effectiveness Diagnostic Insights Learning Styles Evaluator Life in Balance System

Insights Discovery 360 Report

Insights Discovery 360 is a 360 feedback instrument on personality and personal style. It uses the Insights model of personality preferences to provide a tool for team-building and personal development. Building on your knowledge of the Insights Color Model, Insights Discovery 360 can be used in a group situation and is

equally effective on a one to one basis for appraisal or coaching and development. The positive language, variety of graphical information displays and familiar format make it an excellent way of giving and receiving feedback within the group, managing conflict, and challenging perceptions in a safe and effective way. How does it work? The 360 is a comparison of one person's self-perception, compared with the perception of the feedback group. The feedback group is made up of people who work closely with the individual. The individual's perception is measured using our standard Insights Discovery Personal Evaluator and the Feedback Group use a 10 question 360 Feedback Evaluator. We recommend a minimum feedback group of 6 people and no larger than 18. Sections include: Key Strengths and Weaknesses: Jung said "Wisdom accepts that all things have two sides". It has also been said that weaknesses are simply overused strengths. This section identifies the key strengths and weaknesses which others in the feedback group perceive the individual to have. Value to the Team: Each person brings a unique set of gifts and expectations to the environment in which they operate. What does the feedback group see as the individual's value to the team. Management: This section covers motivating and managing. What does the feedback group see as the individual's Management style and needs. 360 Feedback Wheel: Where do the feedback group members see the individual on the Insights wheel, compared to where they place themselves? 360 Color Dynamics: Explore the color scores of the group and the individual Insights Energy Footprint: Visual comparison of the energies. 360 Feedback Analysis: A charting of the feedback scores together with an analysis table. Complete Scores: A listing of the feedback group's scores, compared to the individual scores.

Insights Learning Styles Evaluator

Based on the Insights Discovery System, our 10 Question Online Learning Styles Evaluator provides individuals with an easy method of understanding what types of learning experiences are best for them. Based on the four Insights Color Energies, this simple model focuses on the Conative needs of the learner.

Built for application to both classroom and e-learning, this unique model is designed to help learners become more independent and strategic as they learn to choose the learning experiences that are most effective for them. We offer workshops for Instructional Designers and Training Professionals as well as seminars for learners to help them understand their conative learning style and how it impacts their work.

Team Effectiveness Diagnostic

The Insights Team Effectiveness Diagnostic is a 360 evaluation of a teams performance in 16 areas of effectiveness. Based loosely on the Insights Discovery System, this innovative evaluation acts as a great pre or post assessment as well as a snapshot diagnostic for teams that are struggling to be effective. Each team member completes a 42 question evaluator on how they perceive the teams effectiveness in each of the 16 key areas. Those scores are then compiled and produce a diagnostic report that includes the graph below.

This report can then be used by an Accredited Insights Facilitator to determine what type of team workshop would be most effective for this particular group. The data can also be scored and benchmarked against other teams or even industry norms that weve collected over time. The Insights Team Effectiveness Diagnostic makes a great companion to any Team Workshop or Training session. It provides an easy pre-assessment and post-assessment that will help you to determine the increase in effectiveness after the workshop or training takes place. Many clients take it prior to the workshop and again 6 months following it.

Life in Balance System

This brand new assessment has just been released. It is designed to

provide an individual with information about how they perceive their performance in 16 key areas of Life Balance. Designed for both one on one coaching sessions as well as Stress Management and Personal Development workshops, this new report is just beginning to show its potential. If youre interested in learning more about this new report, let us know and we try to arrange a complimentary copy for you.

Communication style

Communication Styles
" We worry about what a child will be tomorrow, yet we forget that he or she is someone today."
--- Stacia Tausher

Sensor Feeler Thinker Intuitor Characteristics Characteristics Characteristics Characteristics Keys to Better Listening How Others See Your Style Blind Spots and Turn Offs Influencing Others

Characteristics of Sensors
Sensors place a high value on action and thrive on getting things done in the here and now. They believe in the significance of daily functioning and express a direct, down to earth, energetic approach to work and life. They tend to be pragmatic and engage in activities that yield concrete, tangible and immediate feedback. They are frequently seen as the driving force within an organization. Sensors are likely to be considered "doers," moving ahead resourcefully and determinedly-moving sometimes seemingly insurmountable obstacles out of the way. They are able to concentrate on a wide variety of projects and tasks at once, and yet demonstrate incredible attention to detail. Sensors often commit to an endeavor only after

they can prove to themselves that the proposed action is likely to work. They emphasize the "who and how" concerns of progress towards a goal. Once committed, sensors are usually seen as decisive and action-oriented. They are concerned with very specific and measurable criteria and focus on growth and profitability much more than theoretical speculation. Sensors are sometimes criticized for "short circuiting" long-range planning and consequences, dispensing with caution and analysis in order to "get things done." They can be considered impulsive or impatient and are often thought to impose their own expectations for results to the exclusion of others' concepts, plans or feelings. Communication Style Menu

Characteristics of Feelers
Feelers place high value on human interaction and are attracted by jobs or situations in which social interpersonal contacts with others are highly likely. They seek and enjoy the stimulation of contact and typically try to understand and analyze their own emotions( and others). Their concern for people and understanding them usually makes them quite astute in "reading between the lines" about what people say and do. They display and are sought out for their ability to listen, empathize, and for their patience and forbearance in carrying assistance to others experiencing troubles or crises i their lives. Feelers are likely to be perceived as dynamic and stimulating, "warm" and closely in touch with others. They demonstrate sensitivity ot others needs and wants and are able to note discrepancies between outward behavior and inner feeling. They pay attention to motives and are often seen as perceptive and insightful. Others seek them out for their ability to sort out complex

emotional problems and situations, to interpret the meanings of behavior, or to assess the climate or morale of a group. They are likely to be effective in anticipating or predicting the way others may respond or react to a projected change or action. Feelers may be seen by others as being more concerned with the process of interaction than with the content the interaction is focused around. Their reliance on "gut feel," or the way people and things emotionally "strike" them (rather than logical anaylsis) can lead others to see them as preoccupied with making an emotional impact on others or persuading them to move, instead of being concerned as to whether or not such movements have been thought out or carefully planned. Some may see them as defensive or over reactive and others may criticize them for the subjectivity and emotionalism. Communication Style Menu

Characteristics of Thinkers
Thinkers place a high value on logic, ideas and systematic inquiry. They find satisfaction in identifying problems, developing a variety of possible solutions, weighing them carefully and testing them to see to it that the most logical, systematic approach is followed. They are typically steady, tenacious functioners, relying on observations and rational principles. They avoid emotionalism and speculation, often conveying skepticism toward novel departures from past proven results. Thinkers frequently hold decisions until they can review situations carefully and consider all possible alternatives. They are seen as logical, results-getters and are often valued for their prudence and thoughtful analysis skills. They are sought out for their objectivity and cool thinking

under pressure and are often seen as consistent forces for progress. they can b highly effective in organizing themselves and others to research and plan. Thinkers can be seen by others as overly cautious or conservative, deliberating instead of acting. Sometimes perceived as indecisive, they can be considered rigid, dogmatic, and/or stumbling blocks to action that represent a departure from tradition. They are not ususally considered good at mobilizing others' enthusiasm, and can be accused of being "cold" or "dry." Communication Style Menu

Characteristics of Intuitors
Intuitors place high value on ideas, innovation, concepts, theory and long-range thinking. They tend to derive their greatest satisfaction from the world of possibilities. Often their imaginative inputs have a way of being a catalyst for the thinking of those round them. They tend to be more stimulated and personally rewarded by intellectual problem-solving efforts, rather than in implementing solutions. Intuitors are often respected as fast and deep thinkers. They reveal excellent imaginations and ten to question themselves and others. They challenge because they have learned the value of continuous probing and reexamination. They are not accustomed to taking things fro granted and seem to have an uncanny ability to anticipate or project- to "know" before may others around them know. They are often seen as leaders and great visionaries with an ability to see relationships between things than many others do not understand or are unable to comprehend. Intuitors tend to accept the fact that disorder and

chaos are inevitable. They are confident of their ability to grasp the meanings of all the conflicts about them and tend to see these conflicts in terms of clashed of major forces, rather than as her and now situations or occurrences. They are inclined to look at the world from the broadest perspective and pride themselves on their ability to see interrelationships between divorce or even abstract parts. They enjoy creating their own structure out of disorder and excel in integrative tasks and situations demanding a long term view. Because of their interest in the forces of conflicts and theoretical possibilities, Intuitors are sometimes seen as "hard to pin down" or understand. Their question can sometimes be seen as negative or hostile, and others will sometimes refer to them as operating "in a world of their own." Intuitors usually resent feeling "hemmed in" by requirements to think or operate in a structured, well defined manner and may see others who are concerned about details or the immediate here-and -nows having really missed the importance of the "true" issues. Their inward looking tendencies- drawing meaning from their imaginations- can be seen by others as unreal or impractical. Communication Style Menu

Keys to Better Listening

1. Rephrase what you heard - so that you and the speaker will be certain that you understood. 2. Pay attention - Keep your mind on what the speaker is saying. Think about your own problems when you are

alone. 3. Shun preconceived ideas - Keep an open mind. the person who won't believe something because it is contrary to what he/she "always knew" is closing his/her mind to fresh, and often vital, information. 4. Discipline yourself - Don't let anger or sympathy prevent you from understanding a statement. 5. Don't interrupt - The "open mouth" listener who must say something each time the speaker catches his breath is not listening full time. 6. Learn to concentrate - In long meetings, boredom and "wool-gathering" can become problems. One speaker bores you so you stop listening and miss important points that come up later. 7. Listen for the unfamiliar - A common fault is failure to pay attention to a speaker because you think you've heard it before. By listening carefully for just one new item or a different arrangement of facts, you can overcome the tendency to disregard the entire message. Communication Style Menu

Communication Styles
Characteristics Associated With Each of the Four Styles Sensor Intuitor Feeler Thinker sees others sees others sees others as sees others as as as wheelerdealer, ruthless, more compatible interested in money than in people, selfcentered prima donna, bleeding heart, talker, time waster simplistic, politician, careless, bossy dangerous, dictatorial, willing to do anything to get your way, conniving

Sensor

Feeler

erratic, over reactive, impulsive, more compatible disorganized, responsive to immature gut feel, manto-man, manipulative narrow, lacking in imagination, compatible conservative, a bean counter disorganized, free-form, overly compatible philosophical, undisciplined

old-ladyish, rigid, slow moving, impersonal, Thinker overcautious, uptight, defensive boring "nuts", dreamer, out of touch, having Intuitor chronic verbal diarrhea, a "liberal arts"

fascinating, fanatical, insisting unnecessarily, talking to yourself

COMMUNICATIONS STYLES SURVEY:

THINKING ABOUT BLIND SPOTS AND TURN-OFFS

Everyone has occasional blind spots in the ways they relate to

others. These blind spots may involve habits or behavioral quirks which have the effect of turning off other people and detracting from an otherwise very positive impact. As an Intuitor, you may: be scattered in your comments--jumping about too much raise too many issues be too lengthy appear rigid appear too judgmental appear condescending be too abstract concentrate too much on the concept; not enough on the "how" not really "close;" leave issues "dangling," unresolved. As a Thinker, you may: over explain be too noncommittal use a monotone not express feelings enough--lack affect appear pedantic get involved in asking too many questions want to organize in too rigid a fashion give people more background than they really want assume that others are as interested in technical subjects as you are be overly formal in the way you do things, at least as far as others are concerned. As a Feeler, you may:

 spend too much time talking about the past forget to cite facts oversimplify rely too much on your personality and not on data tell too many anecdotes or stories take too long to get to the main point of your presentation not push to bring objectives out in the open avoid bringing to the surface unpleasant facts spend too much time on the telephone distort things without meaning to use self-pity as a crutch romanticize relationships (see others as friends who really aren't) overreact bear grudges. As a Sensor, you may: try to resolve things too quickly not ask enough questions command not take time to learn objections of others come on too strong, overwhelm others be so sure of yourself you sound arrogant insist that others agree with you talk too fast raise your voice and interrupt to regain control of a conversation cut corners to get what you want scheme, connive even if unwarranted over compete; translate non-competitive activities into win-lose situations be proud to a fault . use contacts with opposite sex to feed your own

ego. Communication Style Menu

COMMUNICATIONS STYLES SURVEY:

INFLUENCING GUIDE When the person you want to influence is a Sensor, do this: Talk in terms of results Be specific and to the point Reinforce past results Commend energy, drive Talk short term plans Assign to quick results projects and work Stress action plans and short-term deadlines When the person you want to influence is a Sensor, don't do this: Prepare detailed, long reports Dwell on long range objectives Be vague on expectations Be overly intellectual Input too much at once Assign to long term results projects and work Insist on written reports: balance oral & written When the person you want to influence is a Thinker, do this: Be logical, well organized, specific Commend logic, caution, rationality, prudence Tie past results to present concerns and near term future plans Assign projects that require precise analytical approach Allow sufficient time to cover all details Stress facts, evidence Write it

When the person you want to influence is a Thinker, don't do this: Be overly aggressive or domineering Overemphasize results bottom line Cut comers in an effort to save time in a crisis mode Assume that s/he will see priorities as you will Be overly emotional or seek personal approach Start with small talk Push on the phone When the person you want to influence is a Feeler do this: Show support and concern Stress your need for help Provide personal recognition for achievement Commend enthusiasm, loyalty, sensitivity awareness Allow work with others Offer your personal help and be encouraging Close personal follow-up Be negotiable When the person you want to influence is a Feeler, don't do this: Be overly demanding Be cold and aloof Press hard for immediate results or change Seek great analytical detail, precision, immediate action Assume deadlines Allow long lapses for review and control checkpoints Push on written follow-up Be impersonal When the person you want to influence is a Intuitor do this: Commend creativity, vision Allow use of creative, innovative approach Express concern for long-term results/potential

Be future oriented Rely on intellectual approach Emphasize big picture

When the person you want to influence is a Intuitor, don't do this: Expect action oriented behavior Rely on a warm personal approach Be overly demanding or domineering Expect pragmatic actions Permit tasks to remain unstructured Be overly specific, analytical, detailed Communication Style Menu

107 Proven Workplace Relationship Strategies Strategies For A Productive Workforce 5 Steps to Keeping Your Business Customer Focused

107 Proven Workplace Relationship Strategies $10.00

A unique, useful booklet for your employees and business customers. Full of unusual and effective ways to improve communications, relationships and moral with employees and customers. Special pricing is available on quantity purchases, for more information please send email to info@right-action.com.

Features, Benefits and Uses: Personalize inside and outside cover with your message Add your logo Excellent giveaway for company meetings and business retreats Give a customized copy to your business customers Use as a daily tip on inter-company e-mail Give to an international business to show American values

Customizing Options: Add your company name to the front cover Insert advertising message on back or inside cover

Choose color schemes Add your logo to back cover Customizing costs are quoted, please send email to info@right-action.com
Back to Top

Strategies For A Productive Workforce

Focuses on internal customers (employees)

$24.95
Shipping: $4.00 or $5.95 when purchasing both "Strategies For A Productive Workforce" and "5 Steps to Keeping Your Business Customer Focused" manuals. Everything you do or don't do communicates something. Use this guide and assessment to tune up and polish your relational skills. Become people smart. Why money is not a motivator at work. The best managers use this secret principle to sustain energy and loyalty. Solve problems with reverse logic. A proven technique to take an invigorating look at solving problems. Guaranteed to stimulate fresh, new, and novel solutions to any problem. Business Impact Tracer. Helps look at the impact that changes will have on all other parts of the organization. Manage better by learning the language of DISC. Assists in objective management instead of subjective management. The hidden motivators how to discover them. Leadership Traits Index - 14 powerful values for maximizing leadership potential. Dynamic strategies for building alliances.
Back to Top

(Click here for information on a People Smart Workshop - Strategies For A Productive Workforce)

5 Steps to Keeping Your Business Customer Focused

Focuses on the external customer.

$24.95
Shipping: $4.00 or $5.95 when purchasing both "Strategies For A Productive Workforce" and "5 Steps to Keeping Your Business Customer Focused" manuals. Teach the M.O.N.E.Y acronym to keep the organization customer focused. When everyone learns M.O.N.E.Y your organization will make money. Identify 25 obvious and subtle ways that drive customers away. Eliminate these practices and watch the customer count increase. The second law of thermodynamics applied to business. A lesson from nature. Productivity check list for customer contact points. Study, apply and reap results. The single most important customer service principle. The foundation for all meaningful customer service strategies. Case studies of successful interactions between customers and businesses. Unusual insight about going beyond the customers expectations.

Fourteen question quiz to discover your Customer Service Quotient. The correct answers show the way to improving relationships.
Back to Top

Take your DiSC Profile Online!

Thank you for choosing to take your DiSC profile online. Please use the following access codes to access the DiSC system: Word Access Code: 537764 Phrase Access Code: 527474

The following two examples are given of the various styles of Biblical behavior model. one of the DISC styles with a unique set of skills. Within Gods sovereign will each m fulfilling His Plan for mankind. Highlights of each persons style and contribution is m pages.

Detailed case studies are available in the Understanding How Others Misunderstan Paul, Peter, Abraham and Moses. Particular focus is on discovering the unique environ Christ to motivate these individuals toward their unique ministries.

The Acts 15 characters, Paul, Barnabas, Peter and James, focused on conflict resolu team building. This case study is also found in the Understanding How Others Misunde Above are the profiles of the major characters studied in the workbook entitled, Understanding How Others Misunderstand You. Listed below are the characters, their profiles and how God used their giftedness in completing His plan for His Church. Character Paul Peter Abraham Moses Profile D/C I/D S/I C/S/D Major contribution Taking the Gospel to the Gentiles Leading the Apostles in proclaim Jesus as Savior Being the faithful model of Father of all Nations Being the recorder of the law

Each characters profile is discussed in detail in the book and workbook entitled, Understanding How Others Misunderstand You. Particular attention is given to the relationship of the character and the Lord. In addition, (16) profile blends are highlighted in the book and workbook listing the uniqueness of behavior style. Of specific focus is the relational strategy God used to accomplish His work through the characters.

Dominant Works toward achieving goals and results. Influencer Works toward relating to people through
verbal persuasion. Steady Works toward supporting and cooperating with others. Cautious Works toward doing things right and focus on detail.

Lion Among the most powerful of the cat family. Tends to roar when angry or announcing possession of its territory. Is very comfortable in an aggressive environment.

Otter Among the most playful and sociable animals on earth. Tends to be quite active and noisy, particularly in groups. Is most often observed creating a fun environment with other otters. Golden Retriever Among the most loyal, stable of domestic animals. Tends to be friendly, reliable and trustworthy. Can be very protective of family members. Is most comfortable in a safe, stable environment.

Beaver Among the most intelligent of all the mammals in efficiency and technical skills in organizing its domain. Instinctively, a beaver is gifted at solving the most difficult technical problems in building and construction of things.. Is very comfortable working alone or in very small groups.

Insights Discovery Personal Profile

The Insights Discovery Personal Profile is the 20 page representation of an individual which underpins our people and team development work and provides an excellent framework for individuals to improve their effectiveness. To produce the Profile, recipients complete a 25 frame evaluator which takes approximately 15 minutes.
Everyone is unique and so is their Discovery Profile Simple, memorable colour system Positive, supportive language promotes an 'I'm ok, you're ok' perspective Detailed and continually validated for accuracy Assists individuals in gaining an understanding of their working style and how this impacts on others Enables people to further enhance their inter-personal skills, improving team performance and creating a more positive, productive cultural environment Being easy to understand and recall makes long-term application and change far more likely

Each Profile includes the Foundation Chapter, which comprises:

Overview Key Strengths and Weaknesses Value to the Team Communication Possible Blind Spots Difficult Person Suggestions for Development Insights Wheel, Graphs and Preferences

Supplementary Chapters are available which apply this knowledge to specific areas including Sales, Management, Personal Effectiveness and Candidate Interviews.

Insights Discovery - Supplementary Chapters

The Insights Discovery Personal Profile can be extended with additional Chapters, which reveal individual behaviours in specific professional

environments. These are ideal for promoting and supporting ongoing development.
Management Chapter

A valuable addition to any Insights programme, the Management Chapter helps individuals understand their needs and preferences for management as well as considering their own management style. The Management Chapter explores:
Creating The Ideal Environment Managing Me Motivating Me Management Style

Effective Selling Chapter

Anyone whose role involves selling or influencing people will find this Chapter invaluable. The Sales Chapter explores how an individual is likely to approach each stage of the sale from preparation to followthrough. An ideal component for a sales training programme, it explores:
Selling Style Before the Sale Begins Identifying Needs Proposing Handling Buying Resistance Gaining Commitment Follow-up and Follow-through Sales Preference Indicators

Personal Achievement Chapter

This provides a natural next step to the Foundation Chapter, leading the individual from an initial understanding of self to an exploration of how they can grow and improve in different areas of personal achievement. This Chapter explores:
Living on Purpose Life and Time Management Personal Creativity Life Long Learning Learning Style

Interview Chapter

The Interview Chapter is a one page supplement which provides pertinent questions for use as part of the selection process, or in coaching scenarios and performance reviews. The questions probe the candidate in areas that he or she may find difficult or challenging and can be used in conjunction with other job specific questions.

Insights Discovery 360 System

The 360 Profile highlights differences between an individual's selfperception and the perception of others, and complements the Insights Discovery Personal Profile. The recipient completes the full 25-question Discovery evaluator, and their respondents complete a shorter 10question version. Each Profile reveals how the recipient is perceived, expressed as a position on the Insights Wheel.
Presented in positive language with colourful graphical information displays and a familiar format Both individual and group feedback is provided Includes sections on: Key strengths and weaknesses Value to the Team Management Insights Discovery 360 Wheel Insights Discovery 360 Colour Dynamics Insights Discovery Energy Footprint Insights Discovery 360 Feedback Analysis Complete Scores Allows the recipient to consider and discuss the range of findings, and produce a personal action plan for ongoing development Provides an excellent vehicle for giving and receiving feedback, managing conflict, and challenging perceptions in a safe and effective style. Uses the language of colour to describe behaviour, making the process engaging and non-threatening

The Insights 360 Practitioners Programme is an ideal route to achieving confidence and competence in using the 360 Profile.

Profiles For Groups

Insights Team Effectiveness This Profile enables team members to measure the performance of the team against 16 core capabilities, including Vision, Creativity, Trust and Problem Solving. Mapping these findings with the 'team personality' can provide rich information to ensure that the human dynamic and the achievement of team objectives are maximised. Insights Oracle Insights Oracle is a highly flexible strategic organisational analysis tool that allows enterprises to better understand their unique corporate dynamic. Oracle can reveal how your corporate personality appears to your stakeholders, as well as capturing the culture of teams, areas, departments or disciplines.

Team Effectiveness Profile

The Insights Team Effectiveness Profile can be used to measure how teams are performing against critical success factors both currently

and over a period of time. It can also be used to support the establishment of performance improvement plans and benchmark team performance against other teams.
Team members evaluate the team against 16 critical success factors which include: Decision Making Accountability And Commitment Vision Communication Creativity Involvement Atmosphere Feelings Valuing Differences Trust Meetings Review Of Processes Roles And Responsibilities Problem Solving Approach To Task Objectives Produces a comprehensive analysis including 'norming' of industry and functional team types Can be delivered by Insights, in-house facilitators or Insights Associates Allows the team to focus on exerting effort in improving those areas deemed most vital to the achievement of their objectives Enables the team to reach the 'norming and performing' stages of teamwork at an early stage

Insights Oracle
Insights Oracle enables you to measure the combined personality of any group, department or organisation and to assess this in the light of the specific goals in each of those areas. This comparison can help you to quickly identify strengths and potential weaknesses of the current dynamic and identify any action required to realign activity with objectives.
Analyses the combined data from all Discovery Profiles completed by a group, team or organisation. Client selects the breadth and depth of analysis Insights can provide consultancy around the organisational implications of the data and advise next steps Benchmarks against norm and against industry averages can be provided Provides invaluable information for directing activity in key areas such as recruitment and selection programmes, leadership development and internal and external communication strategies Has great impact in understanding a complete picture very quickly Achievement of action plans can be assessed by repeating the exercise over time and tracking progress

Encourages a supportive and understanding team culture

Programmes - Inspiring and Exciting Workshops and Events

Insights Into Personal Effectiveness Insights Into Personal Effectiveness is our core programme - an introduction to the Insights System and the Insights Discovery Personal Profile that is fun and interactive, and which leaves participants with language and framework for understanding themselves and others which they can put into practice immediately. Insights Quest for Sales Professionals A flexible, modular programme of development for sales executives and account managers. Clients can select from a series of 24 modules which address learning needs at every stage of the sale from preparation to follow-through. The Insights Discovery Profile Effective Selling Chapter complements each customised programme by helping individuals understand their personal strengths and challenges at each stage of the sales process. Inspirational Leadership Refreshing Insights Open to anyone who has completed either the Discovery Accreditation or Coaching With Insights workshop, Refreshing Insights is a useful one-day extension to the learning programme, updating and further developing knowledge of the Insights model.

Insights Into Personal Effectiveness

Insights Into Personal Effectiveness is our core programme - an introduction to the Insights System and the Insights Discovery Personal Profile that is fun and interactive, and which leaves participants with a language and framework for understanding themselves and others which they can put into practice immediately. Using each participants Insights Discovery Personal Profile, the programme enables everyone to understand their own personality better, to identify other types of personalities and adapt to different communication needs. The use of our four Insights colour energies: Fiery Red, Sunshine Yellow, Earth Green and Cool Blue creates a memorable common language and framework on which participants can base their interactions in the future. Programme Content:
The Power of Perception The Insights Colour Energies Jungs Preferences The Eight Insights Types The 56 Sub-Types

Insights Discovery Personal Profile Recognising Others Styles Adapting and Connecting techniques Colourful Interactions Keys to Success Action Planning
TM

The Insights Discovery System... A Simple And Colourful Explanation Of A Unique And Complex Entity... You
The Discovery system encompasses a simple model:
Understand me Understand you Adapt to you to improve our relationship and my effectiveness

But how do we start to understand who we really are, or start to understand the personality of another? For centuries, philosophers have identified four broad types of personality. The psychologist Dr Carl Jung further developed this idea in the 20th Century. He suggested that all four personality traits or energies are present in all of us and the different balances between them are what make us unique. The Insights Discovery Profile is a highly accurate and validated system for measuring those balances. The full range of psychological types can be depicted on a circle we call the Insights Wheel. At its simplest it identifies four groups or quadrants - at Insights we call them Fiery Red, Sunshine Yellow, Earth Green and Cool Blue. All of us will have one of these 'colour energies' as our dominant, preferred style of thinking, working and interacting with others. Each colour energy has its strengths and weaknesses, depending on the situation and your perspective! In a team setting, a professional with Fiery Red energy may appreciate the considerate and supportive inter-personal actions of a colleague with Earth Green energy, while they in turn might respect the bold, 'go-ahead' Fiery Red attitude. However during a challenging period, the Earth Green energy may find their colleague aggressive and controlling, while in turn, the Fiery Red energy may find the Earth Green stubborn, uncommunicative and unwilling to change. If we understand how we and others are likely to respond in a given situation, we can communicate with them in a way that allows

everyone's best qualities to be celebrated and valued, ease any tension and reduce the likelihood of misunderstandings. At a time when any company is only as good as its people and their knowledge, if you can harness that mutual understanding across the business you have the basis for significant strategic advantage.

The Insights Discovery System... A Simple And Colourful Explanation Of A Unique And Complex Entity... You
TM

The Discovery system encompasses a simple model:

Understand me Understand you Adapt to you to improve our relationship and my effectiveness

But how do we start to understand who we really are, or start to understand the personality of another? For centuries, philosophers have identified four broad types of personality. The psychologist Dr Carl Jung further developed this idea in the 20th Century. He suggested that all four personality traits or energies are present in all of us and the different balances between them are what make us unique. The Insights Discovery Profile is a highly accurate and validated system for measuring those balances. The full range of psychological types can be depicted on a circle we call the Insights Wheel. At its simplest it identifies four groups or quadrants - at Insights we call them Fiery Red, Sunshine Yellow, Earth Green and Cool Blue. All of us will have one of these 'colour energies' as our dominant, preferred style of thinking, working and interacting with others. Each colour energy has its strengths and weaknesses, depending on the situation and your perspective! In a team setting, a professional with Fiery Red energy may appreciate the considerate and supportive inter-personal actions of a colleague with Earth Green energy, while they in turn might respect the bold, 'go-ahead' Fiery Red attitude. However during a challenging period, the Earth Green energy may find their colleague aggressive and controlling, while in turn, the Fiery Red energy may find the Earth Green stubborn, uncommunicative and unwilling to change. If we understand how we and others are likely to respond in a given situation, we can communicate with them in a way that allows everyone's best qualities to be celebrated and valued, ease any tension and reduce the likelihood of misunderstandings.

At a time when any company is only as good as its people and their knowledge, if you can harness that mutual understanding across the business you have the basis for significant strategic advantage.

Personal Development for Individuals

Whilst the majority of our work supports professionals in a workplace setting, our customers constantly tell us that our products and services bring profound personal benefits as well. These products are excellent for the personal development of private individuals. Insights Compass is an e-learning personal development programme which allows you to pick your 'learning pathway' through a wide selection of online modules on topics such as setting personal goals, improving inter-personal skills and taking charge of your life. You can choose to support your progress with personal coaching. If you work with a personal coach or counsellor, the following products can be powerful tools for personal change. Insights Discovery Personal Profile Insights 360 Profile

Insights Compass - Personal Development

Life would be so much easier if everyone else viewed it from our perspective. It has been estimated that 85% of the problems we face in life involve people, but understanding those around us at times can seem impossible. If those people are close colleagues, partners or employees, the relationship challenges can have profound implications for our personal success and happiness. At the same time, achieving what we really want out of life can sometimes seem to be an impossible dream from which we are regularly distracted by events, lack of time, other people, and our own doubts and fears. The Insights Compass programme is a unique combination of personal development techniques to help you overcome these challenges. Insights Compass allows participants to set their own course of personal discovery, choosing a Learning Pathway from our selection of individual modules that best suits their development needs. Along the way, participants can choose to be supported by a personal coach. Using regular email and one-to-one telephone sessions, coaches support each member in the style most suited to them, helping them set inspiring goals, and monitoring their progress.

Insights Compass Modules

No. Module Title Content Summary

1&2Foundation 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Getting Started and Personal Effectiveness. All Compass participants start with these modules Taking Stock Of Life Starting the goal-setting process Self Understanding Deepening understanding of the Insights model and the Jungian preferences The Story So Far Understanding the highs and lows of your life story so far Defining Personal Values Exploring your values and which are most important to you Creating A Personal Deepening understanding of the need for a vision and how to Vision create one of your own. Setting & Achieving Developing goals that bring your vision into reality Goals Take Charge Of Your LifeIdentifying when you react and when you respond, and taking responsibility for your life Review Reviewing and celebrating your accomplishments so far. Building On Strengths Understanding the strengths and weaknesses of your behavioural style Recognising Type Developing quick and easy ways to recognise others' behavioural styles Connecting With Others Learning to adapt and connect with others Implementation Plans ForPlanning the milestones and tasks to reach your goals Life Implementation Plans ForStarting a process that will support you in realising your work goals Work Strengthening Your Learning how to focus, and how much you are willing to pay to Commitment reach your goals Developing A Positive Practising using tools that can support you to enhance your selfAttitude concept Unlock Your Creativity Learning how to use techniques to unlock your creativity Life Long Learning Choosing how you will pursue life long learning and create a passion for it Review Reviewing, clarifying and adjusting your goals, and celebrating them! Building Effective Learning how to build trusting, interdependent relationships - even Relationships with your 'difficult person' Effective Communication Developing skills in empathetic listening, giving feedback and communicating Understanding Your Blind Exploring the aspects of our personalities that we do not always Spots acknowledge, and turning them into strengths Dealing With Your Adopting practical strategies for communicating and dealing with Difficult Person our 'difficult person' Managing Time Using Time Management techniques that complement our Managing Life personalities makes success more likely

Learning Pathways
The selection of Insights Compass modules is continually being expanded. Participants have the option to create their own Learning Pathway through these modules, or select one of our established Learning Pathways:
Learning Module Pathway Numbers Core Insights 1, 2, and 4 Advanced Insights 1, 2, 4, 12 and 13 Insightful Goal 1,2,3,4, 6,8 Setting Module Titles Getting Started, Personal Effectiveness, Self Understanding Getting Started, Personal Effectiveness, Self Understanding, Recognising Type, Connecting With Others Getting Started, Personal Effectiveness, Taking Stock of Life, Self Understanding, Defining Personal Values, Setting and Achieving

Advanced Insightful Goal Setting Insightful Creativity Life Planning, Action Planning

1,2,3,4,5, 6,7,8 1,2,4,8,18 1,2,4,8, 14,15

Time Management1,2,4,8,25 Advanced Time Management 1,2,4,5, 6,7,8,25

Goals Getting Started, Personal Effectiveness, Taking Stock of Life, Self Understanding, The Story So Far, Defining Personal Values, Creating A Personal Vision, Setting and Achieving Goals Getting Started, Personal Effectiveness, Self Understanding, Setting and Achieving Goals, Unlock Your Creativity Getting Started, Personal Effectiveness, Self Understanding, Setting and Achieving Goals, Implementation Plans for Life, Implementation Plans for Work Getting Started, Personal Effectiveness, Self Understanding, Setting and Achieving Goals, Managing Time - Managing Life Getting Started, Personal Effectiveness, Self Understanding, The Story So Far, Defining Personal Values, Creating A Personal Vision, Setting and Achieving Goals, Managing Time - Managing Life

Personal Coaching from Insights

Being coached through your Insights Compass Learning Pathway helps you maximise the benefits you can gain from the programme. Having a coach can help you stay on course and achieve transformational growth. Originally inspired by top-level sports training techniques, a coach is neither a psychologist nor a counsellor/therapist. Instead, he or she helps you work on your behaviours and skills in order to turn already good performances into winning performances. Each Coach supplied by Insights has been fully trained in both the Discovery system and in personal coaching techniques, and have qualified as Compass Qualified Practitioners. They are supported by our web site technology that gives them access to the full versions of their members' Discovery Profiles as well as to their responses to each of the personal development modules. This information enables our coaches to work closely with each of their members in the most appropriate coaching style. Through telephone calls and regular emails an Insights Coach can spot issues and potential blind spots, and assist the member in moving towards a solution that they might not have reached alone.
Learn how to use your behavior to sell to a variety of personality types with greater success!

"Any salesperson who is not selling behaviorally is, at best, only 25 to 50 percent effective," says Judy Suiter, a consultant with Target Training International, a Scottsdale, AZ, firm that trains and certifies behavior and attitude analysts. This statement inspired me to discover what selling behaviorally meant. As a coach to real estate brokers and agents, I have learned that behavior selling can be the make-it or break-it point in sales performance and effectiveness for my clients. All salespeople are looking for ways to increase their sales. Globally, companies train their salespeople extensively on closing techniques,

yet research shows that the sale is won or lost early in the sales process. Neil Rackham, author of Spin Selling, notes that the most essential phase of the sales call is the investigation stage of asking questions and uncovering needs. A salesperson's ability to close a transaction depends largely on the relationship built during introductions and throughout the sales process. When we are selling, we are selling to people and an insight into human behavior is an incredible tool in the communication process. What I am about to share with you may turn your whole business around if you follow it and practice it on a daily basis in your work as a salesperson: "People buy from people they like!" Do you agree or disagree? Have you ever met a salesperson you didn't like? If so, did you buy the product? Why or why not? Most people will clearly state that they will not buy the product if they do not like the person who is selling them the product, validating the theory that people buy from people they like. So what can salespeople do to ensure that clients like working with them? Consider these three statements:
People tend to buy from salespeople with behavioral styles similar to their own. An analytical client tends to buy from a salesperson who provides a lot of data. Salespeople tend to sell to people with behavioral styles similar to their own, because they tend to connect with clients most like themselves. That means that some salespeople may underestimate clients, considering them unqualified, when they actually are dealing with a be-havioral style different from their own. Sales are getting away! If salespeople adapt their behavioral styles to those of the clients, sales increase. Why? Because communication increases. People buy from people they like! Research has shown conclusively that sales increase through the proper use of a behavioral model.

Howard Brinton, CRS, Howard Brinton Seminars, Boulder, CO, who speaks to real estate professionals and brokers nationwide on best selling techniques, has strongly en-dorsed the use of the DISC training and tools to further each salesperson's ability to adapt for increased sales.

DISC A Behavioral Model

What is DISC? DISC is the universal language of observable behavior. Just watching people proves its validity. Every day we live in a wonderful laboratory where we can observe people and learn how to communicate better. Scientific research has proven that people universally have similar characteristics in terms of how they act. By learning these characteristics, we can increase communications and increase our understanding of each other. DISC gives us insight into four observable behaviors: D: Dominance Challenge: How you respond to problems and challenges. I: Influence Contacts: How you influence others to accept your point of view. S: Steadiness Consistency: How you respond to the pace of the environment. C: Compliance Constraints: How you respond to rules set by others.

"All people exhibit all four behavioral factors in varying degrees of intensity," says W.M. Marston, the major developer of the DISC language. The Universal Language DISC, a manual available through Target Training International and its distributors, defines and describes the DISC language in full detail. Figure out your behavioral style.

The High D
The High-D behavior can be described as direct, adventuresome, bold, results-oriented, daring and competitive. Famous examples include Hilary Clinton, Michael Jordan, Madonna and Sam Donaldson. When selling a house to this type, recognize that they will be very demanding and focused on the task at hand. Challenges, op-portunities to lead the conversation and tough problems will energize them. Keep your speech and action fast paced and results oriented. Powerful phrases that will keep them communicating with you include win, results, unique, benefits, now, today, fast, be the best, be the first, you can easily see the advantages, this puts you in the driver's seat and this puts you on the cutting edge. Such phrases will engage these clients and have them wanting to work with you. With these clients, do the following with your body language: keep your distance, lean slightly forward, have direct eye contact and a strong handshake. Your tone of voice should be strong, clear, confident and direct.
Do's and Don'ts of Communicating Be clear, specific and to the point. Come well prepared with everything the clients have asked for. Don't seem disorganized or haphazard or you will lose them. Provide choices for them to make their own decisions. Don't come with a decision made for them. Provide a win/win opportunity. Don't force the "D" into a losing situation. They want and need to win!

The "D" is looking for new and unique products. These people want quick results and will make a decision quickly. They may be ready to buy before you are ready to sell. Don't oversell them! Driving forces for selling to a high "D": flatter their ego, ask questions so they can tell you about themselves, emphasize results and give direct answers. Factors that will hinder the sale: being indecisive, not answering objections directly, explaining details and giving your opinion.

Closing: Give the "D" a choice of two options. By letting them choose, you give them control and a desire to proceed with the sale. The "take away" will also work. Challenge their strong ego. "I thought this house was right for you, but obviously it is out of your price range!" The act of taking it away causes them to want it more. Return to "DISC a Behavioral Model"

The High I
High-I types can be described as persuasive, trusting, charming, sociable, optimistic and enthusi-astic. Famous examples include Bill Clin-ton, Robin Williams, Andre Agassi, Oprah Winfrey, Chi Chi Rodriguez and Steve Martin. This type of client will be very verbal and want to talk about everything. They are extroverted and more focused on the people side of the sale than on the house itself. They want to build a relationship with you first. Don't be too businesslike, curt or controlling of the conversation. Their speech will be fast and animated, with a lot of gestures. Words you should use that will get their attention and get them hooked into your presentation include fun, exciting, picture this, recognition and how does this house make you feel. You can use touch, smile a lot, stand or sit next to this type at the negotiation table and use expressive gestures. Your tone of voice should be energized, enthusiastic, friendly and colorful. If you practice this with the High I you will have a customer for life!
Dos and Don'ts of Communicating: Allow time for socializing. Don't be impersonal or task-oriented. Ask for their opinion. Don't talk down to them. Provide ideas for implementing action.

The High I is looking for showy products. You will not find them looking at a traditional ranch house. They like to try new things. When making your presentation, hit the high points, eliminate a lot of the details. Let the High I talk for awhile and then use their words to direct the conversation back to business. Provide a friendly environment and have fun during your presentation. You can close quickly with the High I, even on the first call. They like to have choices. Don't let them talk so much that you lose the sale.

As you can see, the High I most importantly wants to connect with you the seller. Return to "DISC a Behavioral Model"

The High S
This type patient, sincere, relaxed, logical, steady and a good listener describes Barbara Bush, Hugh Downs, Mother Theresa, Walter Payton, Tom Brokaw, Mr. Rogers and Kevin Costner. The High S is very different behaviorally from the High I or High D. The High S will come into your real estate office and wait by the front desk to be offered help. The I and the D will come right in and begin a conversation with the first person they come into contact with. The High S is looking for security in their house. They are very team and family oriented. You need to gain their trust over time. They do not like innovative products but like to look at traditional, time-tested products. Your speech needs to be thoughtful, relaxed and slowed down if you tend to talk fast. Words to use during your sales presentation include think about it, take your time, trust, guarantee, promise, security and me. Do not stand too close or rush the process; instead, lean back, stay relaxed and calm, and use small hand gestures. Your tone of voice needs to be warm, soft, steady and low in volume. You can see this is a very different type of person from the first two, and you need to adapt to make the sale.
Dos and Don'ts of Communicating: Don't rush headlong into business or the agenda; build a relationship first. Patiently draw them out by asking how questions. Present your case logically, softly and nonthreateningly. Don't force a quick decision. Don't promise something you can't deliver.

The High S is looking for traditional products that will meet their need for family and security. Make your presentation slowly. If you go too fast you will lose the sale. They will not want to make a decision quickly and will want to visit the house or property a number of times before making their final decision. The High S will ask for a lot of information. The more facts you have about the property selling, the easier it is for them to make a correct decision. Give them time to think. You will need to give them full explanations if there are objections to the property. Stress security if they buy now and loss of security if they wait. Factors that will hinder

the sale include trying to close too fast, being too im-personal, bad mouthing your competitor, getting too friendly on the first visit or being shal-low in answering their questions and concerns. Return to "DISC a Behavioral Model"

The High C
Famous examples of the High C precise, perfectionist, orderly, diplomatic, accurate and meticulous include Nancy Kerrigan, Ted Koppel, Monica Seles, Jack Nicklaus, Clint Eastwood and Mr. Spock. The High C is looking for facts, details and data. Energizers include information, analysis, research, compliance with rules and meeting quality stan-dards. Speech to the High C needs to be slow, thoughtful and deliberate. Words or phrases that will en-gage them in the selling process include here are the facts, proven, guarantees, the data shows, no risk, think it over and supporting data. When negotiating, make sure not to touch them. Instead, stand or sit across the table from them and maintain direct eye contact. Your tone of voice should be controlled, with little modulation. They will want to see properties that are not "fixer uppers." The houses you take them to must be clean, neat, well built and with all the systems working in good order.
Dos and Don'ts of Communicating: Prepare your case in advance. Don't be casual or informal. Present facts systematically. Don't use opinions or feelings as evidence. Build credibility by looking at all sides of the issue. Use incentives to get a decision.

The High C is looking for proven products. They may be suspicious of you and your products. They are usually not too talkative and will not readily try out innovative products. They need a lot of proof and background information about the roof, plumbing, chimney and other factors before buying. Don't rush them and don't waste their time with a lot of small talk. Your sales presentation must be consistent with the sales material. Make sure you are dressed neatly and that your vehicle is clean, as they will judge you on how you present yourself. We have now looked at the buying characteristics of all four styles. By "blending" your style with your clients', you will dramatically increase your sales guaranteed! Also keep in mind that the study of human behavior is not an exact science. The principles I have presented are guidelines only and must

be modified according to specific situations. A person's observable behavior is the sum of all four factors: D, I, S and C. Those who have studied and applied "blending" continue to report amazing success stories of increased sales and customer satisfaction. By learning the DISC language and applying it to your sales program, you will find it the most valuable sales training you have ever invested in. Return to "DISC a Behavioral Model"

The DISC personality system http://halwarfield.com/archives/2002/08/31/the_disc_pe rsonality_system.html

I cannot take credit for this, nor can I fully give credit to the author. However it is an excellent comparison of various types of temperament classifications. If you are interested in these tests, the following will give you a way of cross-referencing your type. This seems like an interesting system. From what Ive read, it seems particularily accurate and more real than other systems (like MB and Enneagram) which I am skeptical of. One reason for this is that while I find it very difficult to type me on the MB/Enneagram systems, I immediately recognized myself in this. I am a strong S with moderate I/C followed by a weak D. It measures a persons personality in 4 areas Dominance getting immediate results causing action accepting challenges making quick decisions questioning the status quo taking authority causing trouble solving problems Influence contacting people making a favorable impression verbalizing with articulateness creating a motivational environment generating enthusiasm entertaining people desiring to help others participating in a group Steadiness

performing an accepted work pattern sitting or staying in one place demonstrating patience developing specialized skills concentrating on the task showing loyalty being a good listener calming excited people Cautious following directives and standards concentrating on detail working under controlled circumstances being diplomatic with people checking for accuracy criticizing performance critical thinking complying with authority Naturally, you can match this with other personality systems. On one site, it said Ds were Outgoing/Task-oriented, Is were Outgoing/Peopleoriented, Ss were Reserved/People-oriented, and Cs were Reserved/Task-oriented. This sounds an awful lot like Myers-Briggs. Here is my matchings DISC type/MB types D = ExTP I = ExFP S = IxFJ C = xSTJ This is if you look at each letter separately. We are all a mixture of the four letters, so this is why you can be a MB type, which isnt on that list. A person with high D and C (like in your analysis) would most likely be an ESTJ, for example. DISC type/Enneagram type D = 3, 7, 8 (best matches with 8) I = 2, 3, 7 (best matches with 7) S = 4, 6, 9 (best matches with 9) C = 1, 5, 6 (best matches with 1) One = moderate D, low I, moderate S, very high C Two = low D, high I, high S, low C Three = moderate D, high I, low S, moderate C Four = low D, low I, moderate S, low C Five = moderate D, very low I, low S, moderate C Six = low D, high I, high S, high C Seven = high D (if 7w8), very high I, low S, very low C

Eight = very high D, moderate I, very low S, moderate C Nine = very low D, moderate I, very high S, moderate C DISC type/Oldham type D = Aggressive, Adventurous, Vigilant I = Dramatic, Mercurial, Self-Confident S = Devoted, Leisurely, Sensitive, Self-Sacrificing C = Conscientious, Solitary, Idiosyncratic For the most part, the types match well, although Idiosyncratic seems to be the only one who doesnt match at all (C is the closest I could match it with). D matches best with Aggressive, I with Dramatic, S with Sensitive, and C with Conscientious. On a personal note, I can see this perfect relation in me. My top three styles are Sensitive, Leisurely, and Devoted (all S). I then have Dramatic and self-confident behind those styles (I) which adds flavor to me. I score a bit less in the C types, and especially the D types. -Cory Posted by hal on August 31, 2002 in 1. Personal Development [ 589 words ] Comments I've always thought of the DISC system as somewhat illuminating but overall too coarse a grid to do really useful mapping. In contrast, Myers-Briggs has seemed much more revealing to me. (I see myself as INFP--and Enneagram 9--down to the marrow.) The C, Cautious, used to be called Compliant. Which, uh, I am, though I'm trying to become a bolder risk-taker. In recent years I think my S, Steadiness, has matured and come more to the front. Although I prefer to pretend the S stands for Studliness. ;-)

Temperament and Personality

Who you are, how you got that way, and how to live with others who arent like you. Introduction I. Temperament defined Your temperament is like an artists canvas. It is your basic inherited style. It is the fabric underlying who you are. Generally speaking, two of the basic temperament types are outgoing or extroverted and two are more inward directed or introverted. This varies based on temperament blend and our individual personality development. II. Personality defined Your personality is like the painting on the canvas. It is what you have built on top of your temperament. Two people with like temperament may be very different in actual behavior. Factors that affect personality

include socialization, education, birth order, siblings or lack of siblings, and interpersonal pressures will cause us to adapt and change our behaviors. III. Why study temperament? Understanding temperament - your own and others - make you much better equipped to handle interpersonal relationships successfully. Studying your own temperament helps you understand your strengths and weaknesses and why you do some of the things you do. Understanding anothers temperament can help you adapt your communication to theirs or, at the least, understand why you have problems with them. IV. The four types Why four? Why not forty? There are more than four kinds of people, arent there? Of course, but everyone from the ancients to modern psychologists find that people can be grouped into four basic types of personality. These are: A. Sanguine 1. Influencing of others, SP - Artisan - The Sanguine is receptive by nature and outgoing. He is usually called a super-extrovert. This temperament is usually thought of as a natural salesman but they also tend to enter professions that are outgoing such as acting. He leads into a room with his mouth and is never at a loss for words. His outgoing nature makes him the envy of more timid temperament types. He is most comfortable around people and does not like being alone. He is often known as a toucher; reaching out and touching the arm or shoulder of the person he is talking with. This can make more introverted temperaments nervous and uncomfortable. His energy can make him seem more confident than he actually is and his cheery disposition often cause others to excuse his weaknesses by saying, Thats just how he is. The sanguine is mostly a happy person whom others are glad to have around. The weakness of the sanguine include a lack of discipline which can be expressed in many ways - including a generally messy lifestyle or overeating. The sanguine is the most emotional of the temperaments and can burst into tears or a rage without warning. These bursts are usually over as fast as they occur but this lack of emotional consistency can affect other areas of his life. He may be morally flexible and may take advantage of others via his good nature. A sanguines tremendous personal talents can be made or broken by his lack of self-discipline. B. Choleric 1. Decisive, NT - Rational - The choleric is the most forceful and active of the four types. He is strong-willed and independent and opinionated. The choleric thrives on activity. He is the most practical and makes sound, quick decisions. He is not afraid of obstacles and tends to drive

right through or over problems. He is probably the strongest natural leader of the four types. He has the most problem with anger and does not display compassion easily. He is quick to recognize opportunities and quick to capitalize on them - though details irritate him and, unless he learns to delegate, he will often gloss over details. His strong will and determination may drive him to succeed where more gifted people give up. The choleric is a developer and may be seen in construction supervision or coaching or law enforcement. Most entrepreneurs are choleric. Because of their impatience they often end up doing everything themselves. A choleric is extremely goal/task oriented in leading others. His biggest weakness as a leader is a tendency to run right over people if he feels they are in his way. He assumes that approval and encouragement will lead others to slack off and he probably finds criticism and faultfinding more useful for his purposes. Through his natural determination he may succeed where others may give up. A cholerics weaknesses include anger and hostility. A choleric is the most likely to have an active temper; he is a door slammer and horn blower and he can carry a grudge for a long time. This includes a cutting and sarcastic tongue and the choleric will rarely hesitate to tell someone off. The choleric is the least likely to show affection or any public show of emotion. His emotions are the lease developed of all the temperaments. Additionally a choleric can be inconsiderate, opinionated and crafty in getting their own way. C. Melancholy 1. Conscientious, SJ - Guardian - The melancholy is an introverted temperament type. His natural style is analytical and perfectionist. He is the most moody of types ranging from highly up to gloomy and depressed. During his low periods he can be very antagonistic and does not make friends easily. He is the most dependable of the temperaments due to his perfectionistic tendencies. His analytical ability allows him to accurately diagnose obstacles and problems which often keep him from making changes - he prefers the status quo and may seem overly pessimistic. He may choose a difficult life vocation involving personal sacrifice. Many melancholies become doctors or scientists or artists. Their interpersonal style can be critical and negative. He tends to be more indecisive than other types. They have difficulty giving praise and approval because they cannot bring themselves to say something that is not 100% true. They also are usually dissatisfied with themselves being highly self-critical. Other weaknesses include being thin skinned or touchy and easily offended. He often feels persecuted and may seek revenge for real or imagined insults. He tends to be all or nothing in his evaluation of things; everything must be black or white and no shades of gray. He is

least likely to consider mitigating circumstances when evaluating a person or situation. No temperament is more likely to be legalistic and rigid. He can be intolerant and impatient with those who do not see things his way. D. Phlegmatic 1. Steady, NF - Idealist - the phlegmatic is best characterized by the words easy going. He is the calm and steady person who is not easily disturbed. He is the easiest temperament type to get along with. Life for him is happy, unexcited and calm. Underneath the calm exterior, the phlegmatic is the most timid temperament type. He often uses humor to make his points. The phlegmatic is more an observer and does not involve himself in the activities of others. Phlegmatics make excellent teachers, counselors and administrators. They are very dependable and organized and, while they never volunteer, they make good group leaders. The weakness of a phlegmatic include lack of motivation or even laziness; they appear to lack drive and ambition. A phlegmatic needs to realize that he is not internally motivated and take up activities that force him into action. The phlegmatic is self-protective and may be selfish. He is often very stubborn, though it is hidden beneath his mildmannered style. He is also the most fearful of temperaments. After defining each temperament in black and white we must look realize that no one is completely one temperament type. Each of us is a blend of usually two and occasionally 3 types. One temperament type is dominate and one is secondary. And dont forget that training, lifestyle, upbringing and other circumstances may have forced an individual to function off style. The saddest people I have seen are those who have put on a style that is not theirs naturally for so long that it has become a habitual way of life V. The sixteen combinations A. SanChlor (ID) is the strongest extrovert of all the blends because both primary types are extroverted. They are people-oriented and enthusiastic but with the resolutions of the choleric tempering the lack of organization of the Sanguine. He is almost always a sports enthusiast and is ideal in sales. He can talk too much and can be obnoxious if threatened. The forgetfulness of the sanguine and the caustic nature of the choleric may make them hurtful without realizing it. B. SanMel (IC) are highly emotional people whose moods can fluctuate from highs to lows and back again quickly. The sanguine outgoing nature often allows the melancholys critical nature out too easily. It is very easy for a sanmel to get down on themselves and, to realize their potential, it is best if they work with others. C. SanPhleg (IS) The overpowering outgoing nature of the sanguine is tempered by the gracious phlegmatic. These are extremely happy and

carefree individuals who live to help people. They would not purposely hurt anyone but they must fight a lack of workplace motivation - they would rather visit than work. D. ChlorSan (DI) The second strongest extrovert is an active and purposeful individual. He is almost fearless and has high levels of energy. Whatever his profession, his brain is always active and engaged. His weaknesses combine the quick anger of the sanguine with the resentment of the choleric. He gets AND gives ulcers. He may leave people, including spouse and children, shell-shocked and resentful of their angry outbursts. E. ChlorMel (DC) The choleric/melancholy is very industrious and capable. He is both industrious and detailed. He combines verbal aggressiveness with sharp attention to detail. He is very competitive and forceful. He can be autocratic and opinionated with work habits that keep after details until the job is completely finished. He finds interpersonal relationships difficult due to the hard-to-please nature of the choleric and the perfectionism nature of the melancholy. F. ChlorPhleg (DS) is the most subdued of the outgoing temperaments. He is extremely capable in the long run though he may not impress you that way at first. He is organized and a good planner. He often gets more accomplished than other temperaments because he always thinks in terms of enlisting others to help him. His weaknesses include a tendency to quietly harbor bitterness rather than letting it out like a chlormeg might. Acknowledging weaknesses is difficult for him and he tends to worry about his performance in life activities. G. MelSan (CI) the detailed and organized melancholy is tempered by the outgoing and warm sanguine. He makes an excellent teacher as his organized side is well versed in the facts and his sanguine side makes him enjoyable to attend to. If he goes into sales it will be sales that calls for exacting detail and the presentation of many facts. He is an emotional person - from being moved to tears to being critical and hard on others. Both temperaments can be fearful which may make this an insecure person with a poor self image. H. MelChlor (CD) is both a perfectionist and a driver which may lead him into the law or medicine. They mix decisiveness and determination. Because of the critical nature of the melancholy they may be very difficult to please. If they become negative about someone or something it will have a tendency to stay with them for a long time. Their combination can lead them to nit-pick others and be revengeful to those they have a grudge against. I. MelPhleg (CS) are often teachers and scholars. They are not as prone to hostility as other melancholy blends and combine analysis with organization. They make excellent accountants and bookkeepers. Unfortunately he can become easily discouraged and may be susceptible to fear and anxiety. They may become uncooperative because of stubborn, rigid tendencies.

J. PhlegSan (SI) is the easiest to get along with being congenial, happy, and people-oriented. They make excellent administrators and other jobs that involve getting along with people. He may lack motivation and discipline and may fall short of his true capabilities. He may putter around for years without making progress. K. PhlegChlor (SD) This is the most active of the introverts but hell never be a ball of fire. He can be an excellent counselor because he is an active listener. He is practical and helpful and patient. He may lack motivation and may become stubborn if threatened. He may also have a tendency toward being sedentary and passive. He needs to be around other people as he is externally motivated. L. PhlegMel (SC) is gracious and quiet, does the proper thing and is dependable. He wobbles between patience and criticism and may tend toward negativism. They can be afraid of overextending themselves so may avoid involvement in a group. VI. Other factors that shape personality Just as no one is only one temperament or an exact blend of two types, there are a multitude of other factors that affect a persons behavior. The percentage of blend may be any combination of percentages making them more one type than another. A choleric raised in the northeast US may exhibit different behavior than one raised in the deep south due to cultural differences. Childhood experiences and parenting will cause differences. A Phlegmatic father may behave differently in raising a child than a melancholy one thereby causing the child to value different behaviors. A persons level of education and training may affect behavior as will a persons level of physical health. A healthy phlegchol may seem more outgoing and aggressive than a choleric with health problems. In certain individuals there may be parts of three temperament types blended together. While rare, it does happen and makes it more difficult for the person to get a clear picture of their type. VII. How to use temperament to your advantage A. Know yourself - knowing your temperament blend can be an eyeopening experience. It may help explain why you do certain things and why you dont get along with certain others. Use your knowledge of temperament to guide you in choosing vocations, affiliations, and friendships. B. Get along with others - learning how to spot the temperament of others is invaluable. It take practice but once you can spot a choleric you know not to try and be chatty with them. If you spot a phlegmatic you may understand why they seem quiet and reserved. C. Work life - This is a key area of understanding temperament. There are so many people in life who are in jobs that do not match their temperament. A sangphleg may not make a good surgeon. A cholmel probably wouldnt be happy teaching kindergartners. Tests of temperament often include suggestions concerning career choices.

D. Relationships - another key area. Cholerics get impatient with sanguines. Melancholies think that phlegmatics just dont care about details. And in marriage we more often than not see opposite temperaments together. This can help each individual grow and develop or it can cause anger, resentment and separation. Understanding your temperament and your childs can affect parenting style. A melancholy child needs structure, organization and reassurance. A choleric child needs a big backyard and a large dog to take care of. A phlegmatic mother needs to be firm with a sanguine child. VIII. FAQs A. Can you change your personality? You cannot change your basic temperament styles but you can influence your behaviors and thereby your personality. The biggest mistake Ive seen is someone who has put on behaviors that were not theirs naturally until it has become habitual. It is almost always obvious and often painful. An example is a phlegmatic who felt is necessary to put on an outgoing sanguine style for so many years that it has become a habit; however it is clear that this is not their natural way of being. B. Can you change someone elses personality? If you cant change you own, it is clear that you cant change someone elses but that wont stop most of us from trying. This is an special problem in marriage and child raising if the spouse or parent thinks the other person can be improved on. In Dickens David Copperfield, Mr. Murdstone and his sister fatally try to impress their choleric nature on sanguine Mrs. Copperfield. Husbands and wives who think they will change their spouse may affect some behavior changes and think they have changed them. Changes are only fully implemented when they come from within the person and then they will still be in line with their basic temperament style. C. Why do people so often marry opposite temperament? The first person to find out the underlying answer to this one will retire wealthy. Seriously, what attracts us to another person? Often it is the strengths we see in them that we do not have temperamentally. A choleric woman may appreciate the easygoing nature of the phlegmatic. A disorganized Sanguine appreciates the orderly manner of a melancholy. Unfortunately, over time, we realize that our natural strengths are usually their natural weaknesses which can cause friction or even a feeling of betrayal; that is, if he really loved me, he wouldnt be so disorganized, or angry, or rigid. D. Why do different temperament types irritate us? Again, its usually a matter of strengths and weaknesses. A straightforward choleric is irritated by a highly verbal sanguine. A highly organized melancholy finds a phlegmatics laid back nature to go against their grain. The phlegmatic is the most likely to ignore these irritations. The choleric is the most likely to bring them out in the open.

E. Is one temperament better than another? Each of us is who we are - we were made that way based on inherited temperament characteristics. Each temperament type at some time thinks another type is better but that feeling is usually related to something they admire in that person that they cannot do easily. So a quiet phlegmatic envies the sanguines easy outgoing manner and the disorganized sanguine may envy the melancholys natural organization. Each type is better at some things and worse at others. The trick is to match the personality to the situation - which very rarely happens in normal life. F. How does knowing my temperament help me? Why do I do the things I do? is a question many of us have asked ourselves at one time or another. Temperament study gives us insight into some of those whys. A choleric with a quick temper, the talkative sanguine, or the organized melancholy now have an underlying reason for behavior. The trick is not to let temperament become an excuse for negative behavior. G. What jobs are best for each temperament type? Again there are many other factors to consider but in general cholerics make good leaders (managers or executives) if they can control their tendency to criticize and get angry. Sanguines make good teachers if they can keep themselves organized. Phlegmatics make good counselors or pastors; anywhere where noncritical listening and relating can be helpful. Melancholies are good anywhere organization is important including the law and medical professions. Cholerics dont like jobs where easygoing relating to others is important. Phlegmatics dont care for jobs where they must be outgoing and talkative. Melancholies detest jobs where they have little control over their circumstances and sanguines dont like jobs where they must work alone for periods of time. H. Help! Im not just a blend of two types - I can see traits of three! This is where temperament tests can be useful as well as talking with someone familiar with temperament theory. If we inherit temperament then its certainly possible to inherit a blend of three temperament types. I. What are quick cues that I can use to read a persons temperament? Again, the phlegmatic will be calm, quiet and easygoing. The melancholy will be precise, analytical and critical in conversation. A sanguine will always be the most verbal and will often be a toucher. The choleric will be straightforward, even abrupt and most easily angered. J. I hate my job! Is that a temperament thing? If you dislike the job because it doesnt fit your type, then yes it may be temperament related. List those things you dislike about the job (i.e. relationships, tasks, etc., NOT it doesnt pay enough.) and compare them to your temperamental strengths and weaknesses. This should give you insight into whether or not your job dislike is temperamental.

K. I love my husband (wife, child) but I cant stand certain traits. How can I change them? Again, you cannot change a persons temperament type any more than you can change their eye color. Real change comes when a person sees the need to change and not before. Externally forced change is never real and can cause unhappiness and friction. Encourage the others natural strengths and discourage their natural weaknesses. Realize that you may cause the same feelings in others that do not have your temperament. L. How do the different temperament systems match up? Am I a choleric, a D, or an SJ? There are many different systems of temperament classification. There are even those that compare a temperament to different animals. The three most common systems include the one used here - choleric, sanguine, melancholy and phlegmatic, as well as the Meyers-Briggs Temperament Indicator which uses sixteen combinations of traits and includes the Guardian, Artisan, Rational, and idealist. The DiSC system is similar to the first system where the Decisive is the choleric, the influencer is the Sanguine, the Steady is the phlegmatic and the Conscientious is the Melancholy. M. Is my temperament my personality? Or the other way round? Whats the difference? Temperament is the canvas, personality is the painting. The temperament is the foundation, personality is the building. Taking your basic temperament, you add life experience, culture, education, and upbringing to form your personality. N. How do the temperaments relate to a persons anger and fear? Everyone experiences fear and anger. The phlegmatic experiences the most fear and the choleric the most anger. The melancholy fears being out of control of situations and the Sanguine has quick, hot flashes of anger that pass as quickly as they start. O. Do men and womens temperaments differ substantially? Temperament is temperament. There are choleric men and choleric women. There are sanguine women and sanguine men. Gender is only one of many environmental factors that influence behavior. Others include upbringing, culture, education, etc. P. If I cant change my temperament, then what good is it to know about it? Understanding temperament has many benefits such as understanding others better or being able to communicate more easily with temperament types that are different from yours. But while you cannot change your temperament type, all of us CAN change our behaviors. Knowing your temperamental weaknesses can help you reduce their impact on your life. Knowing your temperamental strengths can help you release them more into your everyday
How you interact with people has more to do with your success than any one single variable. The Managing For Success reports will help you learn to interact most effectively with prospects and clients. Many companies use this tool for screening, hiring, personal development and team building.

Select the report that is appropriate for you and you will be sent a 20-30 page printout on your Personal Style, your Communication Skills and Strengths, and Areas to Work on. Reports Sales Executive Customer Service Performance DNA Employee-Manager

The DISC Profile is a behavioral style instrument that we use for all clients. It is produced by TTI International and provides an excellent snapshot of the individual's communication and behavioral style. It helps us do three things: 1) create the right training environment, by helping the individual acquire and use the knowledge that we transfer, 2) help the individual understand him or herself so that they can become more effective in dealing with the wide variety of prospects and people they encounter in their business relationships, and 3) it gives you a common language to speak about an individual's behavioral tendencies. Online Learning DISC Managing For Success Profiles are the most powerful communication tools on the market today. Over 15 Million profiles have been taken using this model. The Reports that are generated will help you learn more about yourself and your style and the style of others with whom you communicate. This page will help you learn how to read the report and use the information to better understand yourself and others. To get the most from this Self Paced Learning, you will need: Windows Media Player Your Profile (or PDF File) A Pencil or Marker This Self Paced Learning applies to your Managing for Success Profiles, regardless of the domain (Sales, Executive, Employee/Manager, Customer Service, or any other). Click on each track to begin Disc Online Learning. . Track 1: Why Profiles? Why DISC? 2m:02s Track 2: What This Profile Is and Isn't. 2m:26s Track 3: Reading Your Report (Please have your report in front of you) 2m:50s Track 4: Reading The Graph Page. (Find the Style Analysis Graph page) 2m:40s Track 5: The Dominant Tendency 2m:50s Track 6: The Influencer Tendency 2m:20s Track 7: The Steadiness Tendency 2m:20s

Track 8: The Compliance Tendency 1m:37s Track 9: How to Begin the Sales Process 6m:15s Track 10: Using DISC to Coach People 2m:30s What Does DISC Not Do DISC is not a values instrument. It will not indicate what your motivations in life are, nor is it an intelligence instrument measuring IQ. It merely assesses how we communicate rather than why we communicate. How Do I Read the Graph Page? The left graph on your back page is the masked you. It's the you that you feel is desirable in your current environment. Sometimes the masked you is in conflict with the real you (the right side). When there is significant difference between the two graphs, it means you are acting out in a way that does not befit your real style. If it's different enough over a period of time, you may experience stress and frustration that will show up in your ability to communicate with people. The right graph is the real you. If you remove all of the roles in life, this is what you are left with. Your core style. What Do the Letters Mean? D equals dominance. It's that part of you that deals with problems. A high D will tend to be very driven in their pursuit of problem solving. High D's might even steamroll over people in their effort to get things done. High D people tend to be anointed leaders of companies, not necessarily because of their leadership qualities, but because of their pursuit of the positions. A person whose D rests below the line will probably be more apt to be a follower in the organization. It might take him longer to make decisions than the high D and he probably won't have his ego wrapped up in those decisions as much. I equals influencer. A person whose graph point is high (75% or above) will tend to be very outgoing and charismatic. They will be quite verbal, preferring to speak than to listen. They are visionaries and optimists. I's below the mid-line tend to be more quiet and subdued. They prefer to listen than to speak. Low I's tend to be a little bit more reflective and will wait a moment before voicing their opinions, unlike the high I. S equals steady. A high S will be quite relaxed and very consistent in their behavior. If you give a high S a task, they won't set land speed records to get it done, but it will get done and probably done right. A low S tends to be a little bit more chaotic in their approach. Not quite as consistent and not quite as efficient. If you're trying to get someone to make a decision (i.e. a prospect), high S people will take a much longer time to make the decision than a low S. High S people do not like change quickly. Low S people thrive on it. C equals compliance. A high C will be naturally precise and exacting. Accountants, doctors and attorneys typically exhibit this trait. Their number one emotion is worry and fearfear that something will be out of place in the end. A low C person tends to be a little bit more disorganized and not as precise. You want your pilots to be high C's and your flight attendants to be high I's. What Does the Mid-Line Mean? This is called the energy line and serves to benchmark points furthest from it as those points where the individual spends more time in their effort to satisfy that point. For example, if I is the furthest point away from the line, the individual will expend considerable energy attending to their high I. If all four points are close to the line (within a half inch or ten percent), they are content to move back and forth across the line quite easily. In other words, it's very difficult for a high I (outgoing) person to engage in a lot of low I activities. It will be too stressful, will cause discomfort and will cause the high I to leave the process.

Sounds Like You're Asking Me To Be a Chameleon. Well, perhaps. The number one law of communication is that the intent of the communication doesn't matter; the reception does. If you have perfect intent about what you want to communicate but do it in a way that prohibits the prospect from hearing and understanding that communication, everyone loses. We're not asking you to be someone you're not, we're asking you to think about the style of the person to whom you're communicating so that you can frame and conceptualize that information to increase the likelihood it gets heard and understood. For example, if you're calling on a high S purchasing agent whose life is in disarray already because change has been stressful as they reorganize the company, the worst thing you can do is say, "John, thanks for inviting me in. I've got a product here that will absolutely change everything you're doing for the better." You may, in fact, have a product or service that really does improve their life, but the pain of change for a high S is too much to explore. You lose because you don't get their money and they lose because they don't get your optimum solution. But it had nothing to do with the solution. It had to do with your communication style.

UNDERSTANDING THE DISC PROFILE

UNDERSTANDING THE DISC PROFILE ---THE HISTORY OF DISC--The core of the ideas behind DISC date back as far as the ancient Greeks. It was Hippocrates, originator of the famous Hippocratic Oath, who first considered the human personality in terms of four separate factors. His ideas, based on the four Greek elements of Fire, Air, Water and Earth, were still being used by physicians more than a thousand years after Hippocrates death Of course, the modern DISC technique has a more scientific basis than the four elements used by Hippocrates. Nonetheless, many of his principles are still valid today, and terms invented by him, such as melancholic and phlegmatic are still in common use today. The modern DISC theory first appeared in the 1920s in William Moulton Marstons book, The Emotions of Normal People, one of the first attempts to apply psychology to ordinary people, outside a purely clinical setting. Marston developed DISC to help demonstrate his ideas of human motivation. Its simple twenty-four questions test was intended to help him quickly appraise different personality types for analysis and comparison. From these humble origins, the DISC system has grown to become one of the most widely used assessment systems in the world. A major step forward came with the development of the DISC Graph. Now it was possible to present the complex results produced by a psychometric test in the form of a simple profile shape that could be understood and interpreted by a layman.

While some training was still necessary to analyse a DISC profile shape, the psychological and statistical background that had once been a prerequisite of personality profiling was no longer necessary. The advent of the Personal Computer proved to be a turning point in the development of DISC. This technology made it possible to automate fully the testing and interpretation process, introducing complete accuracy and objectivity into personality assessment. Advances in software development have seen the recent appearance of flexible and intelligent computerised solutions, able to test a candidate and interpret the results in a matter of minutes. HOW THE TECHNIQUE WORKS As you might expect, the actual mechanism behind DISC is fairly complicated. The beauty of the technique, however, is that its complexity is hidden from the user. DISC profiles are presented in a simple graphical form, which can be easily understood with only a little experience. Modern computerised systems can even interpret these graphs automatically. In this section, we look at the basics of DISC graphs and the fundamentals of profile interpretation. Anatomy of a Test DISC tests vary in style and content, but all have certain basic elements in common. 24 Questions All true DISC tests consist of 24 questions, each consisting of four options. These options might be sentences, phrases or adjectives. Most and Least Each question in the test asks a candidate to identify which of four options is most applicable, and which is least applicable. Results Modern systems typically calculate results by means of computer. Tests requiring manual calculation by the user are still sometimes found, however. A DISC test produces not just one, but three, distinct profile shapes. These are based on analyses of different sets of answers, and each describes a different aspect of the personality. The significance of each of these three profile shapes will vary according to the particular situation. The Internal profile, sometimes called the Underlying or Pressure profile, reflects the personalitys true motivations and desires. This is the type of behaviour that often appears when an individual is placed under pressure. The External profile describes a persons perceptions of the type of personality they should ideally project. Also known as the Mask or Work style, this shape usually represents the type of personality that an individual will try to adopt at work. In reality, people will usually act in ways consistent with elements from both the preceding types. The Summary profile is a combination of the other two profiles, describing a persons likely normal behaviour. Four Pillars of DISC

A DISC test measures four main traits, or factors, of the personality, from which the system takes its name. These are: Dominance Influence Steadiness Compliance A Disc graph shows the relative levels of each of these four factors in a given personality. All DISC interpretations start from these four fundamental factors, as we will see on the following pages. Of course, in reality, peoples personalities are made up from different combinations of the four basic factors of D, I, S and C. There are various ways in which we can measure these combinations, but perhaps the most straightforward is to use the idea of the sub-trait. A sub-trait is simply a measure of the difference between two DISC factors in a single graph. In this example, we see how the sub-trait of Self-motivation is assessed by measuring the difference between the Dominance and Steadiness in a DISC graph. Each of the sub-traits is made up, like this, from a pair of DISC factors. As you might expect, there are twelve standard sub-traits, each corresponding to a possible pairing of DISC factors. The Four DISC Traits Dominance Dominance is the factor of control and power. A DISC graph that shows a high level of Dominance relates to a personality that is direct, demanding and competitive. Highly Dominant individuals need to feel in control of a situation. They will seek to take command and dictate solutions whenever they can. Those with high levels of Dominance will tend to be quite ambitious in style and will value results and efficiency. They look to achieve their ends as quickly as possible, but tend to place less importance on others feelings. Dominance is the factor of motivation and drive. People with this as a high factor are interested in success and achievement, and will seek personal advantage in any appropriate situation. Influence Influence is the DISC factor describing outgoing sociable behaviour. People with a high Influence score on their profile are open, friendly and gregarious. They enjoy the company of others and feel relaxed and confident in almost any social situation. Highly Influential people enjoy the company of others and feel relaxed and confident in almost any social situation. They are particularly motivated by the attention and appreciation of other people... They will often go out of their way to make themselves the centre of attention.

Influence High-Is (people with high Influence factors) tend to live by their feelings, and respond emotionally to situations. While this can lead to impulsive, and sometime erratic, behaviour, it also means that they have a real interest in the feelings of other people. Talkative and open, they trust others easily but can be deeply hurt if they feel rejected. Steadiness Steadiness is the third of the four DISC traits. It relates to qualities of patience, persistence and sympathy. Steady individuals are warm and personable, but lack the social confidence of the I (Influence) factor. Steady people enjoy the company of others, but are listeners rather than talkers. The most important element of a high-Steadiness personality is the need for time, to patiently and thoughtfully plan their words and actions. When high Steadiness appears in a DISC graph, it suggest that the individual being analysed dislikes change, and prefers to maintain a predictable status quo than to be subjected to interruptions or sudden change. Calm and level-headed, high-Ss are loyal and trustworthy by nature. They are also very persistent, and will tend to continue doggedly with a task until it is successfully completed. Compliance Compliance is the fourth and final DISC factor. It relates to a logical, dispassionate approach to life. Highly Compliant individuals are interested in fact and detail, and tend to look at things in practical, long-term ways. They rarely act emotionally or impulsively, and instead prefer to plan their actions and take account of all known possibilities. Those with a high Compliance score, because of their like of procedure and structure, will normally follow rules and obey instructions. They value accuracy and precision, and have little time for broad generalising. High-Cs greatly dislike taking risks, and under pressure will tend to evade the issue or prevaricate. They are solid problem-solvers, however, and possess a natural ability to structure and interpret information. DISC in Practice The effectiveness of any assessment system is dependent on the ways that it can be put to practical use. In this section, we look at some of the more common applications of DISC in the workplace, from recruitment to career guidance.

Whatever your assessment needs, DISC can help match the right person to the right job. The Recruitment Process DISC has a part to play at every stage in the recruitment cycle, from beginning to end. On the next few pages, we will see how the DISC system can enhance the selection and integration of new staff members. Shortlisting By sending manual DISC test questionnaires with application forms, you can build a picture of a candidates personality without ever meeting the candidate. This can help in creating shortlists. Pre-interview Testing Personality assessment is often performed on-site before an interview, to give the interviewer a clear idea of the personality type they will be dealing with. Interviewing Information from a DISC test can be vitally important during an interview, highlighting significant areas for the interviewer to probe, and giving guidelines to help ease the progress of the interview and improve communication. Integration A vital part of any recruitment process is the successful integration of a new staff member into the existing corporate culture. Once again, DISC has a major part to play in helping to achieve this. Team-building A more specific aspect of the integration problem is that of team building. DISC can help to indicate the ideal membership for a team, and isolate those areas where personality conflicts are likely to break out. Rejection Inevitably, some candidates for a job will be unsuccessful. If DISC was used as part of the interview process, including a copy of their personality report with a rejection letter can ease their rejection. Assessment An increasingly common use of DISC is as a regular assessment tool for existing staff members. Such regular assessments can help to detect and resolve certain problems before they become serious. Redeployment There may be times when you wish to fill a vacancy from your companys existing staff. In the same way that DISC can assist with ordinary recruitment, it can also be an invaluable resource in selecting existing staff for redeployment. Career Development DISC can help not only an organisation, but also has a part to play in personal career development. The DISC system can be used to suggest career directions suited to a particular individuals personality style.

Specific Problems From time to time, problems of personality conflict or low motivation will occur in any organisation. DISC can help to uncover the roots of problems like these, and also suggest possible solutions to them. Over the last few pages, we have made some extraordinary claims for the DISC system. How are these advantages achieved? Experience of the DISC technique plays a part, but equally important is the crucial concept of the Job Match. To learn more about this important idea, read on... A Job Match is the process of comparing a candidates DISC profile with a set of ideal profile shapes. Because these ideal profiles will typically refer to different jobs, they are usually known as Job Profiles or Job Templates. The example below shows the variety of applications for a Job Profile. By matching a candidates DISC profile against a library of these templates (clearly a job best suited to a computerised system) it is possible to provide an analysis of that candidates suitability for different job styles. More advanced computerised DISC tools provide an automated Job Profiling feature to create and edit Job Profiles for highly specific tasks, such as matching a candidate to a particular team.

DISC
DISC* is the universal language of behavior. The acronym DISC stands for the four observable personality styles: Dominance, Influence, Steadiness, Compliance. Research has shown that behavioral characteristics can be grouped together in four major divisions called personality styles. People with similar styles tend to exhibit specific behavioral characteristics common to that style. All people share these four styles in varying degrees of intensity and a person's adapted profile will change to fit the needs of the role. Four dimensional guide to human behavior
The DISC Personal Profile is based on four Dimensions of Behavior model and all of their combinations. This was first observed, labled and the profile developed by Dr. William. Marston in the late 1920s. While many other systems identified behavioral responses into four dimensions, Marston saw that you could observe people in Dominance, influence, Steadiness, and Conscientiousness modes. As he noticed how they behaved, he also noticed that each behavior revealed underlying needs that motivated their actions and emotions. The resulting profiling instrument has provided a road map to interpersonal insight, communications, and teamwork that is consistent in every age, sex, cultural, and language group. The Personal Profile has been validated and seen as reliable by more than 40 million people in 84 countries. The DISC Personal Profile instrument contains everything your staff / team members need for guided or self-directed learning:

Easy-to-answer and complete in 8-12 minutes on line or on paper form Graphs are easy to understand Behavioral adaptation can be immediate Interpretation is comprehensive in all areas of life

A learning tool with practical workplace applications, the DISC Personal Profile is designed to complement and supplement your existing training programs. By helping employees sharpen their people skills, it clears away the biggest obstacle to success on the job. DISC has many applications. People and Roles can be profiled and matched with the information gained from both the DISC Personal Profile and the DISC Role Profile in order to: Improve communication and relationships Discover and capitalize on behavioral strengths and personal motivators Develop effective managing and coaching strategies Find career options to best fit a person's personality style Learn to maximize personal strengths Build self-esteem Identify stressors Reduce conflict and stress Improve sales Identify qualities and gifts of each individual Recruit the Right Person for the Role Increase people's appreciation of different work styles and reduce prejudices Foster teamwork Capitalize on contrasting behavioral styles. Develop communication strategies to accommodate their teammates' differing styles Discover how to influence others in a positive way

Manage Change
Helps managers adapt their own behavior to improve relationships with those they supervise Shows managers how to communicate more effectively with employeesincluding workers who have a different behavioral style than the manager Provides a positive, non-judgmental language to discuss behavior in performance reviews and everyday coaching Offers insights to help in assigning projects and assembling balanced teams

Customer Service
With the DISC reports to inform them of their own style , employees become more adept at interacting with customers whose styles may be quite different from their ownand who may seem threatening or irritating in stressful situations. Front-line personnel learn to recognize their own behavioral tendenciesand they will learn to serve customers with dramatically opposite styles. They learn to appreciate the customer as an individual, and to take the challenges of differing styles less personally

People Reading: By using the DISC Behavioural Intensity Scale with the DISC Personal Profile, anyone can learn how to read the customer's behavioral style and to use simple, proven techniques to respond more effectively. They'll discover ways to adapt their own responses so others will listen and become more open to compromise in situations that require diplomacy on both sides.

Sales Training
All salespeople like to sell from their strengththe selling style with which they're most comfortable. Yet that approach may not be effective when used with prospects who don't share the sales person's style of behavior. The DISC Personal Profile, the Role Profile, and our e-book Understanding Style by Carol Dysart, helps sales personnel recognize what motivates each of their customers, what the customer is really saying, and how to adapt to the customer's primary behavioral style.

Organizational Development
The DISC Personal Profile can help you create a more positive organizational culture. It helps you create a positive, learning organization in several ways: It helps to reduce employee turnover by improving interpersonal relationshipsa factor known to have a negative impact on job satisfaction. It teaches and reinforces the use of a shared vocabulary to describe behavior that is respectful and non-judgmental It's key to valuing a diverse workforce and creating connections and mutual respect between people who are different. It eases conflict by helping employees realize that people perceive and respond to the same situation differently based on their behavioral style.

DISC Analysis and Reporting

As important as the right questionnaire is to an accurate DISC profile, just as important are the level and quality of interpretation that can be provided. Our computerized profiles excel in this area: they provide clear, unambiguous analysis and reporting options designed to provide all the information needed to assess an individual behavioral style. This ranges from a full set of DISC graphs for experienced DISC users to a plain textual report that is understandable - even to the layman. Your DISC results are computed and presented with a high level of explanation and support. Every set of results that DISC produces is stored in your own separate database on our system - totally private and used only by you. It can be recovered and re-examined at any time upon request. New profiles can be added to one's record, making it easy to see a person's progress over time in any one or more of the dynamics of their style . There are no limits on the number of analyses a DISC system will perform, nor on the number of times those results can be recalled. There will be only a small service fee for the reprinting or sending of a particular report. The individual reports can also be accessed for a Team Analysis in one or more combinations with other people. Multiple Reporting Views

Graphs: The traditional means of presentation of DISC results is as a series of DISC graphs, and we maintain this tradition. More experienced DISC users will find these graphs instantly understandable as a source of additional and specific information about a person's behavior.

Shifts: As well as providing the normal three DISC profile graphs, we also graphically summarize the 'shifts' in a person's behavior, highlighting the changes they are making to adapt to a working environment.

Style Card: The 'Style Card' is designed to sum up a behavioral style immediately. This specialized graphical display has specific uses when applied to motivation and negotiation

Traits: For those unfamiliar with the DISC graphs, in simple terms, 'Traits' are those aspects that are strongly represented in a person's behavior, and those which are not. The 'Traits' section of the report also indicate which of these traits the person is presenting- simulating - but which are not, in reality, present in their natural behavior. Stress: From the 'shifts' across a person's DISC graphs, it is possible to make an interpretation of the amount of stress they are presently experiencing, how able they are to cope with that stress, and its probable source. This information is fully covered in the Discus report.

Textual Report: Our software's expert engine can analyze a behavior pattern to provide a detailed textual report in ten sections, covering the topics as illustrated below. The report is sensitive to an individual's details, and will adapt itself to take into account their name and gender. Job Match: Finally, the results can optionally include a 'Job Match': this is a comparison of a person's DISC results against a database of styles for different jobs or roles that can help to identify those for which the individual in question is best suited.

JOB PROFILE - PROFILING IN PRACTICE

Job Matching In addition to using a Personal DISC Profile to describe an individual's personality, DISC can also be used to describe an ideal personality type for a particular job, a property that makes 'Job Matching' possible. This is the process of creating an ideal Job Profile, then comparing its DISC dynamics against one or more actual candidates' personality profiles, making it possible to quantify the suitability of each candidate for a position. Before embarking on a discussion of Job Matching, it is important to point out that the personality only represents one part of the equation. Other factors such as qualifications and work experience are obviously also important when making decisions of the kind discussed in this section. When we use terms such as 'suitability' within this guide, they refer specifically to the personality. It should always be kept in mind that these are in addition to the other factors that affect any individual's fitness for a particular role. Job Matching for a specific job in a specific type of company, industry, or corporate culture is possible once you construct a picture of the ideal personality style for that job. The tool used is the Job Profile - a survey that helps a team of people who actively interact with the job to come to a consensus. This creates a graph and descriptive text that describes the levels of Dominance, Influence, Steadiness and Compliance needed to fulfill the tasks of the position. To illustrate, consider the personality requirements for work in Direct Sales. To succeed, a candidate will need a powerful, determined personality with strong communication skills, a tenacious and urgent pace, and a independent nature to work effectively with little or no supervision. The considerations appropriate to any job will vary from one organization to another. If the Direct Sales environment calls for a sense of cooperativeness rather than independence and requires the candidates to work in closely supervised environments, a higher Compliance score might be more appropriate. How is a Job Profile constructed? Through the use of a questionnaire and a facilitated process between several people who know what successful performance in the role would be. Then this profile becomes part of the Master Job Library in that company. Once a Job Profile has been produced for a particular role , it can be compared against candidates for that position, or individuals already holding the post. This makes it possible to measure their suitability for that position, greatly accelerating the recruitment and assessment process. Comparison of an individual's personality against a predefined Job Profile can provide a wealth of information . By checking the differences between the DISC factors and sub-traits

within the Job Profile against those of the candidate, it becomes possible to isolate areas in which a person is particularly well-suited to a role, and to also detect those aspects of their personality that might have to stretch or would cause an on-going need for them to adapt their style to that position. Informed with this information, the candidate can clearly choose whether the pay and benefits are worth it to them. By comparing the Job Profile against both the Internal and External Graphs in turn, useful information can be gleaned about the way a person is adapting to their role. Complete details about this is found in the on-disk documentation included in the full version of the software.

Applications of the Technique

The profiles produced by the DISC profiling system have a wide range of uses. Recruitment is undoubtedly the main area of application at present, but personality profiling techniques present possibilities going far beyond this. Important: No decision affecting a person's career should be taken solely on the basis of a personality assessment. There will always be other factors outside the abilities of a personality test such as skills, training or experience that must be taken into account before reaching a final decision. The following are specific application areas for personality profiling techniques: Recruitment - The main use of commercial personality profiling is as an aid to the selection of candidates during the recruitment process. Cultural Integration - Cultural Integration is the process of integrating a successful new candidate into an organization's (or new department's) existing culture. In the documentation, there is a complete discussion of the role of personality profiling in easing a candidate's transition into a new work environment. Assessment - Regular personality assessment is becoming more and more widely used in the commercial sector, helping a manager to foresee and pre-empt problems with staff, and improve motivation and morale. Documentation covers the practical issues involved in maintaining a regular assessment schedule. Redeployment - Redeployment within an organization is, in many ways, a similar process to recruitment. The 'Redeployment' section on the disk looks at the issues involved in redeploying to fill new roles within an organization, or in transferring staff members to different positions. Team-building - The personalities of its members and the ways in which they interact can have a very large role to play in the effectiveness of any team. The use of DISC as part of the team-building process can have a significant positive impact. Addressing Specific Problems - From time to time, specific difficulties arise related to one individual, or an internal problem within a small group. DISC can be helpful in isolating the causes of these problems, and developing strategies to resolve them. Career Development - For those seeking a new career direction, or looking for their ideal vocation, DISC can provide some useful guidelines. In the documentation, you'll learn all about DISC's abilities in the area of career development.

We will be happy to send you further information about options and pricing for Job Profiling services, and software options available to your company. Include a few comments about which aspect of DISC and Job Profiling interests you the most and why. Click here to see a sample of the material in both a Personal Style Profile Report and a Job Profile Report

DISCUS Professional Profiler

SAMPLE PROFILE REPORT (software screens) (Sample Report - actual printed report)
The following is a sample of the DISCUS report and all the sections it includes. Some of the graphics may appear slightly different here than in the printed report which comes from your online input. The name and details of the candidate shown are fictional, and the appearance of an actual report will naturally vary slightly from that shown on this page. Candidate Tested on (date) Test Type used: Phrase-based Report Prepared on (date)

Candidate: Address: Telephone:

Mr John Smith 123 Main Street, Anytown, USA (123) 123-4567

DISC Graphs Page

The Internal Profile reflects the candidate's true motivations and desires. This is the type of behavior that often appears outside the working environment or when the person is placed under pressure. The External Profile describes the candidate's perception of the type of behavior they should exhibit usually represents the type of behavior that an individual will try to really project. This so adopt at work. In reality, candidates will usually act in ways consistent with elements from both profiles. The Summary Profile is a combination of the other two graph shapes, describing a person's likely normal behavior. The Shift Pattern graphically shows how much the candidate is pushing or holding back the natural qualities their Internal style in the performance of their role - the External Profile. It is easy to see here if the person is experiencing a lot or a little stress on a daily basis. If the shift in in the INFLUENCE or the STEADINESS mode, it is likely to be seen in the Stress Analysis on the following page.

The Style Card

Shown to the right of the profiles above, this is a two axis perspective - Assertive to Passive and Open to Controlled. Each combination has a name, based on the primary tendencies of the personal style of the person. (In the Team Analysis, we can overlay an entire team's stylecards and see if there are any areas of gap on the card - something the Team Leader should always take in account if they want a balanced team to perform optimally.)

Style Name: Analyst Primary Traits: Passive and Controlled

(In general this person is...) Assertive Driver Ambitious Competitive Results Power Weakness Dictates Efficient, Responsive Power

In other words... Talk about how these qualities show up in your daily actions and how they work for you. (What you can count on them for.) (Give them this at work) (Dislikes this in self and others) (The extreme of their style and a signal that they are under stress.) (What others should do) (What they like to be given by others)

Overview: Values: Seeks: Avoids: Under Pressure: Best Approach: Strategy:

TRAIT ANALYSIS:
The next page describes STRONG traits - those that are predominantly exhibited in your natural style- and, because you can't express these differing traits at the same time, they show up as WEAK traits when your strengths are being expressed. "Weak Trait" does not mean that you don't have any of the qualities listed here. It simply means you are not using them when your strengths are being used. SIMULATED traits will be those you know you have to project at work but which are not predominant strengths in your natural style. Check with your manager to see if you should be adapting your style in this way, or if it could be the cause of some stress to you on your job.

The Stress Factor - see detailed analysis

Textual Report
Overview
Ambitious, demanding and independent, John is a motivated and direct person who is extremely self-reliant and confident in his own abilities. He is committed to his own goals, and will go to great lengths to achieve success in life. He is impatient and exacting, expecting others to fall in with his plans and reacting directly and forcefully when faced with obstacles. His powerful, sometimes even overbearing, approach can be very difficult for others to deal with. He is most effective in positions where he is responsible for his own work, or controls and coordinates other people.

Behavioural Adaptation
John seems to be working in a situation where he needs to adopt a more independent attitude, and rely more on his own abilities, than he would perhaps prefer. His more socially oriented aspects, such as amiability and co-operativeness, are being concealed to an extent, in favour of this more self-reliant style.

Advantages
John's strengths derive from his dynamic and driving style; he is energetic, direct, responsive, independent and self-reliant. His sense of personal responsibility is very strong, to the extent that he will prefer to operate in an environment over which he has some level of personal control. John's is one of the most demanding and aggressive of all profile types. He has a clear view of his own desires out of life, and goes to great lengths to achieve these. If he comes across obstacles or setbacks, he will use all his reserves of determination and forcefulness to overcome them, even to the point of ruthlessness at times. While there are clearly situations where such an

approach would be advantageous, there are also many where it will serve to alienate work colleagues and cause unnecessary friction, or even greater problems.

Communication Style 'Control' is the watchword when considering John's behaviour. He feels a need to be in a position
of personal power over his environment, and this factor will naturally affect the ways in which he interacts with other people. He is direct and uninhibited, saying exactly what he means, and expecting others to respond rapidly and efficiently. He has little patience, however, with prevarication or evasiveness, and can become extremely demanding and forthright when a situation calls for it. This concentration on efficiency and pragmatism extends into the field of relationships. For John, emotional considerations and personal needs definitely come second to his ambition to succeed, and for this reason his relationships tend to be founded on practical considerations.

Decision Making John is a driving and demanding decision maker who reaches his decisions quickly and uses his
innate forcefulness and strength of will to ensure that his conclusions are effectively implemented. He focuses strongly on the efficient and practical, concentrating on these elements, sometimes at the expense of less quantifiable effects of his decisions.

Organisation And Planning

John has a very direct and determined style. He acts quickly and responsively, and will want to act on an idea as soon as it occurs to him. This makes it difficult for him to pause and concentrate on detailed planning - he will more normally act on his instincts, and deal with any obstacles as they arise.

Motivation
John is motivated by his own success, and he places particular value on the opportunity to follow his own ideas and take control of his situation. Consequently, tightly structured environments where he has little opportunity to work in his preferred manner will reduce his effectiveness.

Managing Style An effective and adaptable manager, John's style emphasises the need for rapid results, and his
assertive and motivated nature helps him to achieve these. He tends to be autocratic rather than co-operative, and will expect his subordinates to follow his instructions immediately and responsively. He can become extremely impatient and demanding with members of his team who fail to live up to his extremely high standards.

Style of Management Required

John needs to feel that he has some sense of control over his own work. Where possible, he should be given the parameters of a task, rather than detailed instructions, and allowed to develop his own methods of working within these parameters. He dislikes undue supervision, and once it has been established that he possesses the relevant skills for a task, his work will benefit from minimal interference from management.

Job Match Analysis

(This is a sample list and is shortened considerably. Your own job profile list can be unlimited in length or scope of types of jobs to which people can be compared.) This Job Match Analysis has been compiled for Mr. Smith in Recruitment (Natural) Mode, and is suitable for matching the candidate's behavioral style against roles different

from that which they currently fill. It contains only comparisons with Job Profile from the Specific Job Match Analysis (comparing Mr. Smith to Role)

Graph Comparison

Trait Comparison
Strengths for this Job:

Strong self-motivation skills Readiness to act independently

Weaknesses for this Job: Lack of social motivation Over-emphasis on achieving results Insufficient social skills

Comment: Once the match is done, you can see clearly the dynamic that is involved - D for Dominance of PROBLEMS - are they too high in intensity of approach? Too low? Is it in the intensity of the optimistic way they approach PEOPLE? (The "I" factor). Is it in the way they handle the PACE of the environment? (The "S" Factor) Or, is it in the way they respond to PROCEDURES and Rules set by others? (The "C" Factor). Knowing how to coach the person and asking the person if they are willing to adapt their natural style to what is required most often by the role is what is being measured here . It is important, therefore, that the Role Profile be completed by more than one person who knows the roles well. (Otherwise, the profile for the Role may look a lot like the profile of the person who completed it!!!)

Stress
Stress is a very broad and complex issue, and a detailed examination of all its aspects lies beyond the means of the DISC system. Nonetheless, by closely examining an individual's personality profile, and especially the variations between the External and Internal Profiles, it is possible to glean some information about the amount of stress a person is currently experiencing, and their likely reactions. An estimate can also be made of the source of this stress. Before continuing, we should define what is meant by 'stress' . In terms of the DISC system, this term has meaning different from, but related to, 'pressure'. Where pressure results from a short-term problem, stress is considered to be related to the longer term, persisting over weeks, months or even years. Examples of sources of stress might be a job that doesn't match one's natural style, personality conflicts in the workplace, difficulties with home life, or ongoing financial concerns. Where an individual is experiencing great stress , it is not unusual for one or more of their DISC graphs to become Crushed or to show extreme (over 30% shift). If this is the case, the techniques described in this section are not applicable - the stress is simply too great to be measured by these means. See the section on Special Situations for more details about the Crushed Profile effect. From a normal (i.e. not Crushed) DISC profile, three distinct types of information can be gathered regarding a personality's stress situation. These are the Stress Threshold, Stress Level and the Stress Source. Before we proceed to examine these three factors in detail, we should reiterate that the DISC system is not specifically designed as a stress measurement tool, and the methods used to extract these values are somewhat arbitrary in nature. Experience has shown, however, that their results will normally represent a fairly accurate picture of an individual's stress situation.

Stress Threshold
All personality types will find stress debilitating if it reaches sufficient proportions , but some types are able to deal better with stress, and actually find small amounts of stress relatively invigorating. Specifically, personalities with high Dominance or high Influence are able to channel stress in this positive way, with highly Dominant personalities being able to do so even more effectively than those with high Influence.

The term 'Stress Threshold' refers to the point above which stress will have a negative effect on an individual's performance. Dominant personalities have a high Threshold, and Influential personalities also have a Threshold that is relatively high. Personalities that contain neither Dominance nor Influence are not considered to have a Stress Threshold at all, in these terms they find stress difficult to deal with at any point.

Stress Level
The actual amount of stress that an individual is experiencing at the time they take a DISC test is suggested by a comparison between their Internal and External Profiles. The greater the difference between these two profiles (especially in terms of the Influence score) the greater the likely amount of personality stress present in a personality. The effect of any stress a personality is experiencing will depend on that individual's personal Stress Threshold. If an individual has a high Stress Threshold, it is likely that they will not only be able to cope effectively with the stress, but in fact treat it as a positive motivating factor. Personalities with lower Stress Thresholds, however, are likely to respond in less positive ways and find it harder to cope with the stress. At very high levels, stress will have a negative effect on any personality.

Stress Source
As well as measuring the amount of stress in a personality , it is possible to estimate, in very general terms, the source of this stress. This is done by examining the differences in Steadiness score between the Internal and External profiles. If there is a large movement in this score, then the probability is that the stress is rooted in an individual's working environment, because movements in Steadiness tend to relate to this aspect of a person's life. If the Stress Level is high, however, but there is no significant movement in the Steadiness factor, then it is more likely that the stress stems from the individual's general lifestyle, rather than their work environment specifically.

DISC Profile Shapes

Special Situations From time to time, unusual DISC configurations will appear as a result of a personality test. These special situations describe DISC profiles that cannot be interpreted in the normal way, or that suggest additional information beyond the standard interpretation. There are five different types of special situation that may occur, some being more important than others. This section describes each of the five special DISC configurations. Crushed Profiles are profiles showing all four factors between 35% and 65%. There are a number of possible sources for a profile of this kind. Attempts by a candidate to distort a test's results might produce a crushed profile shape, as may an insufficient understanding of the test's requirements (although most modern tests are designed to be simple to understand, so this cause is becoming less common). A Crushed Profile might also relate to some kind of ongoing stress within a person's life or lack of stress if they have learned to adapt in many different environments through maturity and experience. If the Internal Profile is crushed, this might reflect a problem with the person's general lifestyle, whereas a crushed External Profile would suggest problems in the shorter term, usually related to the individual's work life, or financial situation. Each case must be discussed with the participant to determine if the profile indicates a problem or not.

Extended (or 'Stretched') Profiles are Profiles showing one or more very high (above 85%) or very low (below 15%) factors. In the example on the left, both Dominance and Compliance are extended. Traditional interpretations suggest that this situation suggests the possibility of erratic or unpredictable behaviour, perhaps even culminating in a sudden 'flip' in the factor concerned (e.g. in the sample to the left, the high Dominance might suddenly drop down the profile). In practice, there is little evidence to suggest that this is correct - very high or low factors are best interpreted in the same way as other factors in the profile. Overshifted Profiles show all four DISC factors greater than 65%. Such a configuration is interpreted as meaning that an individual is trying to show themselves almost as everything to everybody - with strengths in all areas, and no corresponding weaknesses. Overshifted profiles are extremely rare in practice. Undershifted Profiles represent the opposite of Overshifted Profiles - DISC graphs with all four factors below 35%. They could indicate unhappy or depressed individuals with a low self-image who are unable to define a clear personality for themselves, or someone who did not understand the profile input form. As in the case of Overshift, Undershifted Profiles almost never appear in practical use of a DISC system. Finally, the term Invalid Profiles is used to describe a situation in which the Internal and External profiles from a single test are 'diametrically opposed'. In other words, the two profiles represent mirror images of one another. While this might theoretically represent a person making extreme modifications to their personality to meet the needs of a role to which they are entirely unsuited, in practice it will usually indicate a lack of understanding of the test, or a deliberate attempt to manipulate the results.

The Style Card

Pressure Responses
Different people respond to pressure in different ways. Knowing how a person will react under pressure can be extremely useful in guiding management decisions. Understanding when a person's behaviour betrays feelings of pressure can also be extremely advantageous in a number of ways. 'Pressure' in this sense is defined as a short-term effect. The source of pressure will depend on the particular personality style in question. A Driver, for example, will feel pressured if they do not have direct control over a course of events, but this situation would cause little concern to, say, a Planner. For a discussion of the needs of different personality styles, see the section on Motivation. There is a distinction in DISC between 'pressure' (a short-term effect rarely lasting more than a few days, resulting usually from outside factors) and 'stress' (a more long-term effect lasting months or even years, usually due to a combination of personality factors). To assess the more complex phenomenon of stress, it is necessary to examine a full DISC profile series.

The reactions of the four main personality types to conditions of pressure are: Driver: Because Drivers like to operate from a position of control, they use this as a basis for their pressure reaction. They will adopt a highly assertive, even aggressive, stance in the face of difficulties, dictating solutions and expecting immediate responses to their instructions. Communicator: A Communicator's natural response to almost any problem is to try to talk themselves out of it, and this approach underlies their pressure reaction. Placed under pressure, the Communicator will adopt a verbal attacking style, accusing others of causing problems, highlighting shortcomings in systems and other people, and generally laying blame. Planner: Being a Passive style, the Planner will try to avoid conflict and preserve relationships in a pressure situation. For this reason, their normal reaction will be to attempt to reach an equitable compromise solution. Because they are naturally sympathetic individuals, the Planner will usually try to see both sides of an argument or problem. Analyst: Like the Planner, the Analyst will also wish to avoid coming into conflict with others. Their method of dealing with pressure, however, is more evasive in style. Analysts faced with a difficult situation will try to extract themselves from it by changing the subject, or making vague promises of action. In extreme cases, they can even go so far as to ignore the problem altogether, in the hope that somebody else will solve it. The four intermediate types combine the pressure reactions of their associated main styles. An Assertive personality, for example, lying between the Driver and the Communicator might use a dictating or an attacking response, or both, depending on the particular situation in which they find themselves. For convenience, their combinations of pressure responses are listed below. Assertive: Dictating / Attacking Open: Attacking / Compromising Passive: Compromising / Evading Controlled: Evading / Dictating

Want to find out what style you and the other people on your work team are?

Team Analysis Services

Combining Behavioural Styles for Winning Teams
Click here for sample individual report Click here to see full team report

Q. What is the biggest challenge of Team Leaders in the 21st Century? A. Getting the Right People in the Right Roles and building them into a Team with ideal team dynamics. Q. Are your current people in their right roles? Are you capitalising on the leadership potential of every team member? Do you have the ideal combination of individuals on your teams? A. Finding a new team can be a daunting and difficult task. Working effectively with existing teams can be even harder. A team has always been more than the sum of its parts, but until

now there has been no consistent means of quantifying how individual team members work together. Q. What is one of the biggest challenges of Team Leaders and Managers? A. Alignment and Trust - One of the biggest barriers to communication, delegation, empowerment, quality and teamwork is lack of alignment and trust between members especially with those who have naturally pessimistic attitudes in relationship to others. Now at last PeopleSmart Solutions has the answers to both challenges Team Analysis

Our DISC Team Analysis uses a unique software application that takes DISC to the next step in its evolution. Now, for the first time, a DISC system can understand and interpret not only individual DISC profiles, but also their interactions with one another. We can help you analyse teams with any number of members, providing everything from specialised reports on individual working relationships to general analyses for teams of any size. We can find ideal additions to a team and can even create entirely new teams suited to specific tasks automatically.
We start by generating a comprehensive DISCUS self-report (see sample), role, and team analysis using our sophisticated computerised profiling systems. Used as part of the initial needs analysis, these reports, validated by each person before being used with the group, give direction to deciding, with the team, what further training or personal coaching may be desired or needed. We can offer training in Alignment, Optimism, Resiliency, Communications, and Stress Reduction to meet some of the more common needs, customising everything uniquely for the team. The resulting profile reports give us a unique type of feedback not usually available from any one person. For example What is the combined style of this team in particular? Where are the gaps in styles on this team? What are the leadership demands coming from the natural styles of this team on this leader? Will it change if a different leader is selected either from within or if someone out the group is brought in to lead? What are the unspoken individual relationship dynamics that occur on this team? What conflicts might be expected and how can we prevent them? With PeopleSmart Solutions state-of-the-art Team Analysis/Profiling service, you can quickly see all the Team Dynamics that are operating, often unconsciously, with the team, and the leadership style of the current or emerging leaders within the team. We can also help you find the best combination of individuals to work together out of many possibilities.

Can you do this today with your current tools and systems?

The Good News

We can give you these services and provide you the power of a non-threatening X-Ray vision of your team. We can look at leadership issues, both the Leader's style and the demands made on them by their team. We can help you build optimism where it is missing. We can create a report on the effect of adding any given new team member and what would happen if you removed an existing member. Well

identify the gaps within the team as it exists today. We can show you the implications of a change in leadership, all in a matter of minutes. Bottom line, our reports allow you to focus on: Getting results from individuals by using different styles and approaches. Helping Leaders recognising their own communication style and that of others. Learning up front how different team members are likely to react under pressure, highlighting each persons particular strengths and the challenges their communication style may have for others, as well as where potential conflicts might arise. When your company uses our pre-employment profiling services, or when each person on your team has been profiled using the DISC profiling system, we can provide the technology, the tools, and the training expertise to help you put certainty into your Team Building process, saving you money, and giving you the time to focus on RESULTS.

The BASIC TEAM COMPOSITE GRAPH is a free service available for any complete team that we profile. It includes this graph:

Team Analysis Report

Team Style: Directed (Enterprising)

This allows a team to see the "style" they are projecting and if it matches the stated "corporate culture" that the mission statement is projecting. This style can be adjusted - both through coaching and individual development, or by bringing people of differing styles on to the team. The COMPLETE TEAM ANALYSIS REPORT includes all the sections following. There is a charge for this complete report and debrief. Ask you consultant about this report.
After profiling the individuals, the next step in the process is to describe an ideal team, in general terms, to the software.

Ideal Team Designer

One question any manager must ask is Should the team be strongly led or allowed to function more democratically? Should it be inventive or reliable? Would a Cautious or more Risk-taking approach work the best given the corporate culture, our image, our industry, our people? Once we know these answers from our overall report, we can search your list of candidates to find a combination that most closely matches this ideal. Beyond this approach, though, we offer a host of parameters that can be set to define exactly what kind of team you want to create. With our PeopleSmart technology, you can: Create new ideal teams of a specific number of members Use only candidates of a particular kind to search through Create a new team where the team's leader is known beforehand Create a new team and a new leader.

All of this can be done automatically with the teams we examine. Taking into account the leadership needs of each possible team, and weighing the behavioural styles of potential leaders, we can assess the most effective leaders (specifically in terms of DISC behaviour).

Once we have examined all possible combinations of members, we present our findings for evaluation. At this stage, some or all the possible teams we have identified can be processed for a complete analysis as a new team. Finding the optimum combination of behavioural styles is a simple and straightforward task. For the first time, a DISC-based system can understand and interpret not only individual profiles, but also their interactions with one another.

We can analyse teams with any number of individuals, providing everything from specialised reports on individual working relationships up to general analyses for teams of any size. We can find you ideal additions to a team, provide guidance on team leadership issues, and even create entirely new teams suited to specific tasks. Once the team has been modelled, we can provide a full description of all its key aspects in a detailed report describing the ways in which the members described by those profiles will work together.

A Team Report goes far beyond a simple description of the team's working style. It also reports on important trends in the relationships within the team, and those team sub-factors that have a bearing on its operation. We can also prepare a detailed Leadership Analysis, showing the style of the leader and let that leader know the types of demands the rest of the team is naturally going to place on that leadership.

In addition to textual reports, we can also provide a wealth of graphical imagery to illustrate the team and the members within it.

Example Team Report

The example below is an actual Team report compiled for the fictional team shown above. Because this fictional team has one of its members set as the team leader, the report includes a full Leadership Analysis. See below:

Team Analysis Report

Team Style: Directed (Enterprising)

Team Name: Direct Sales Team Category: Sales Profiled on: Fri 31 July 1998 Designated Leader: John Draper Members: 6 Unique Relationships: 30

"Dynamism and drive are key factors within this team's membership; they have a strong sense of urgency and a willingness to think on their feet and act in a direct and assertive manner. Teams of this kind will typically have a strong sense of their goals, and a motivation to achieve them. With so many strong and ambitious styles in one team, it is possible, and indeed likely, that disputes will break out occasionally between members. This is to be expected, and is to some extent health, but it will be important to monitor the situation and ensure that such disputes do not reach unmanageable proportions."

Team Keynotes
Dynamism and drive are key factors within this team. Members are urgent, responsive and adaptable. Conflicts may develop between more assertive styles.

Key Team Dynamics

In this team, urgency and the need to act quickly are primary dynamics. There is an interest in action, rather than consideration, among many of the members. While this might lead the team into making precipitous decisions from time to time, it can also be a highly effective facet of its make-up when faced with urgent, pressurised situations. Typically, this combination of members will work efficiently as a team, looking for rapid results and reacting well to one another. Teams showing this aspect tend to spend little time considering issues; their tendency is rather to isolate a single workable plan as quickly as possible. The dynamics in this team include an emphasis on open and animated interpersonal communication. Examples of enthusiastic and expressive communication will be common within the team, and this will likely lend the team as a whole an informal style in which members interact in a positive manner. Elements of dynamism and urgency predominate in this team; individuals who are concerned with efficiency and rapidity of action are strongly represented here, and this will lend an impatient tone to the group as a whole. While elements of planning and consideration are rarely considered, the team will balance this with an opportunistic and risk-taking approach that can be valuable, depending on the team's working conditions.

There is a dynamic at work within this team that may lead to frustration and impatience on the parts of certain members. These are members who have a need to achieve results quickly, and dislike delay or prevarication. Equally, however, the team contains members who enjoy communication for its own sake, and tend not to place so much emphasis on practical matters.

Team Sub-factors

Important sub-factors in this team are Enterprise, Self-determination, Responsiveness and Activity.
Enterprise Teams showing Enterprise are quick to take advantage of opportunities; their members are generally assertive and rather intuitive, and will often act from instinct as opposed to calm consideration. This urgent, active team style can be a significant advantage or disadvantage, depending on the team's operational needs.

Self-determination Self-determination describes an aspect of 'political' motivation within the team. Self-determined teams operating within an organisational hierarchy, for example, will consider their position within that hierarchy and make positive efforts to develop and maintain that position.

Responsiveness A highly communicative and open sub-factor, Responsiveness applies to teams that show urgency, pace and, in particular, friendliness among their membership. Members of Responsive teams are collectively strong communicators, and are ideally suited to the presentation of ideas.

Activity Members of an Active team are interested in developing new ideas, strategies and solutions. These teams are well equipped to provide original and inventive concepts at every level. They are also characterised, however, by a low concentration threshold.

Leadership Analysis
Team Leader: John Draper General Leadership Style of John Draper

John's leadership style will tend to emphasise matters of practicality and accuracy, perhaps at the expense of more personal elements. He tends to see his role in functional terms; he insists on a high quality of work from members of his team, and he reacts quickly if a problem arises. Leaders of John's type, because of their need for control over their team, tend to dislike delegation, because they feel that in passing a task to another member, they lose responsibility for that task. Where delegation is unavoidable, John will still wish to maintain a measure of control, through reporting structures and extensive checking. Leadership Demands

The membership of this team is relatively demanding and, above all, assertive. They will tend to see the team leader as a facilitator, and look for responsive leadership that helps them to achieve their specific needs, rather than support or instruction. There are a number of members who will respond especially well to being publicly recognised for their achievements Each members profile is considered and compared to make the following analysis for the needs of this particular team. (On a different team combination, different emerging leaders may show up.)

Emergent Leadership Candidates

These are members of the team likely to adopt leading positions among the team's membership. Sue Batty - Sues behavioural style lends her both direct assertiveness and a persuasive, approachable style. She will tend to use these two aspects, according to the needs of specific situations, to gain and keep the respect of other members. Bill Austin - Bill has an extremely independent style. He is naturally self-reliant, and when working within a team, he will look to adopt a role in which he is responsible for his own decisions and actions. Steve Chambers - Steve will make an assertive and direct team leader; he has a clear idea of his aims and needs, and will have no difficulty in expressing these to the other members of the team. He has an impatient, urgent style, and this will necessarily affect his approach to leadership. Ewan Jones - Ewans confident and expressive style will make him a popular member of the team. Engaging and articulate, Ewan has a sociable nature and will enjoy the attention of other

members, though his independent and rather unpredictable nature may make him less suited to leadership than he might imagine. Cheryl Smith - Cheryl's desire for the positive attention of her colleagues within the team, and her lively attitude, will typically make her a popular member. She is perhaps more interested in being a centre of attention, though, than a leader.

Working with Relationships The effectiveness of any team depends heavily on the effectiveness of individual working relationships within that team. We take this into account in all our reports. As well as providing analysis tools for the team as a whole, we can examine he specific interpersonal relationships between two individual members of a team. Our Relationship Analysis Service interprets the dynamics at work between any two DISC profiles, in both a textual and graphical form. The report highlights the strengths and weaknesses, differences and similarities that result from the combination of styles. It is possible, and indeed common, to find that two individuals each have a quite different understanding of their relationship with one another. For this reason, our Relationship Analyses always examine a relationship from the points of view of each of the members concerned. This helps to focus on any points of disharmony between the members' perceptions of each other. The Relationship Analysis feature is also sensitive to the role of the leader within the team. Where one of the members whose relationship is being analysed is also the team leader, we will change the content of the report to reflect this, and make comments specifically related to this individual's leadership status.

Example Relationship Analysis

The example below is a copy of our Relationship Analysis for two team members. This report refers to the members informally as 'Roger' and 'Bill', but this can be changed to use a more formal style where appropriate.

Overall Style Comparison

Roger Collins Vs Bill Austin

Full profile comparison

From Roger Collins' Viewpoint

Both members share a dominant, assertive style. Communication problems are likely to arise within this relationship. The inexpressive Roger will likely have difficulty approaching the more assertive and direct Bill. Roger and Bull have distinctly different attitudes to the need for caution and precision. Both members are interested, for differing reasons, in a measure of control over their working conditions. Both of these members share an aggressive, direct approach to life, and there is much room here for mutual respect, especially in a pressured, urgent environment where these qualities confer a real advantage. Where the working situation does not provide an outlet for these competitive styles, however, there is a risk that they will be channelled in a negative fashion to the detriment of the team as a whole. Bill has a tendency to look at things in his own way, and this is likely to be a disadvantage in terms of his specific relationship with Roger. Because Roger does not demonstrate strong communication, he will likely give Bill more scope than usual for putting his own interpretations on requests. The development of such communication problems will necessarily impact on the effectiveness of the team as a whole.

Roger, with his relatively inexpressive approach, will often find it difficult to approach the
dominant and assertive Bill. Where such encounters do take place, they can be expected to operate on a practical, matter-of-fact level. For this relationship to work effectively, Bill will need to show more patience and a more accepting attitude to Roger's comments and ideas.

Roger is interested in seeing tasks performed carefully and precisely; he is concerned with quality of work and is prepared to take time to complete a project to his own exacting standards. Bill, conversely, is more concerned with seeing results achieved; he will find it hard to understand Roger's desire for accuracy and the avoidance of risks, and will typically see these as an unnecessary obstacle to the production of tangible results. These two individuals share one factor in common; both are interested in developing a measure of control over their surroundings. Where Roger prefers to achieve this through the development and application of rule and structure, however, Bill tends to rely on his forcefulness and assertiveness. Hence, there is potential for conflict here where the ultimate goals of these two individuals are not compatible.

From Bill Austin's Viewpoint

Both members share a dominant, assertive style. Roger will need to accept and adapt to Bill's rather independent approach. Bill's direct and assertive style means that he can be expected to adopt a dominant role in this relationship. Roger is concerned with quality and precision, concerns that Bill does not share. Both members concentrate Both of these members share an aggressive, direct approach to life, and these is much room here for mutual respect, especially in a pressured, urgent environment where these qualities confer a real advantage. Where the working situation does not provide an outlet for these competitive styles, however, there is a risk that they will be channelled in a negative fashion to the detriment of the team as a whole. Bill and Roger may work well together, so long as Roger is able to accept and adapt to Bill's rather independent and unorthodox approach. Where this is not the case, as often happens with applied styles such as Roger's, then frustrations and tensions may develop, especially as Roger's style is such that he will find it difficult to express disapproval other than directly. This can be a productive relationship, typically with Bill taking the pro-active role and Roger providing the concentration and application required completing tasks. The effective operation of this relationship, however, depends on mutual respect; where one member feels that the other is acting inappropriately, this can lead to friction between the them. Bill is interested in seeing tangible results and solutions, and can often find Roger's cautious, precise approach obstructive in this endeavour. Nonetheless, while Bill's independent nature is valuable to the team, Roger's tendency to check and confirm before acting can act as a useful stabilising factor, and in most circumstances is ultimately valuable to the operation of the team as a whole. In some senses, these two members have much in common; they concentrate on practical needs, and neither has a great deal of time for irrelevancies or distractions, especially where they are working under pressure. However, there are significant differences here too, and these revolve specifically around their respective approaches to assertiveness: Bill is demanding and direct, while Roger tends to be more subtle and diplomatic in his approach. Notice that the text considering each member's viewpoint starts similarly, but then diverges. While the relationship operates in a similar manner from both members' perspectives, there are subtle differences of approach.

Team Leadership Profiling Service Features

Most teams work with one member designated as that team's 'leader' - the individual who administers, directs and manages the other members. The member who holds this role has a significant impact on the workings of the team as a whole, and the system takes account of this fact when preparing its reports. Teams do not have to have a leader we can analyse a team without one - but where a leader is designated, it will adjust and expand its interpretation of the team's membership accordingly. Clients can allocate the leader's role to different members of the team at any time, and we will immediately update our appraisal of the team as a whole to take account of these changes.

Automated Leader Assignment

We can automate the selection of members for a team by compiling and examining possible team combinations, or the Team Profiling Service can be instructed to find the optimum team leader for each of these teams. Once we have carried out our analysis, we will present the best combinations we have found, and in each case automatically include a designated team leader.

Role and Job Matching

One of the most common situations arising in team management is the need to find a replacement member for an existing team, or a new addition to a group that is already established. We address this situation through the use of our 'Roles' Profiling Service which allows us to create a DISC profile that describes the ideal attributes for the new member - and provides a suite of specialised tools to create, adjust and apply these. Creating the Master Role (Job) Library We can create Role Profiles; each suited to a particular situation, through several means: Question Set: The most flexible means to produce a role profile is through the Role Question Set. From twenty-four questions about the role within the team, we can facilitate or teach you a process to hold with the manager or supervisor of the person in the role, a person who has been in the role (when

possible), and another person who works along side this role. When a consensus is reached, this results in an ideal DISC profile for that role.

Existing Job Profile: Where a role has a clear definition, a Job Profile from our existing Job Profile Suite can be used directly to define the role in question. Each element of behaviour that defines any job can be adjusted and fine-tuned.

Existing Member Match: Again using our current database, if we have the profile of the person who has functioned successfully in that role, or if there is another member of a team who would be the perfect model, we can convert their profile into a Role Profile from which to match future candidates. This means that it is possible to find behavioural styles that closely match those of existing team members.

Personal / Role or Job Match

The results of the Role Match process show at a glance, which of these candidates is most suitable for the role, in question, in terms of the behavioural styles. These individuals can be transferred directly into the team itself for a detailed analysis of their effects on balance of the team. Asked Questions Q: How will you know if a Professional Profiling Service is worth the investment? A: If you figure the cost of making a hiring mistake and the cost of not understanding the work behavioural style of your staff and the possibility of mis-managing them, you will quickly see that this investment actually will put money INTO your budget not take it out. Figure what it costs you to lose just one important person on your team. Then you will know. Q: Why are your reports so accurate? A: Computers can compare thousand of possible combinations of D, I, S and C elements in seconds. This outstanding use of computer technology produces amazingly accurate, multiple page reports that textually and graphically identify the primary and secondary tendencies. It shows the inner workings that drive personality and allow you to see graphically where your people are starting from. (A person can only make appropriate changes once their own behaviour has been seen by them.) Q: How accurate can a personality profile actually be? A: It totally depends on the accuracy of your responses, but most people report the profile is at least 95% accurate. According to extensive validity and reliability studies conducted since the late 1970s it has been concluded with 99.9% confidence level that the DISC instrument is reliable. Q: How can we get the most out of our profile process? A: Use profile to screen for recruiting, hiring and placing. Profile people every six months. Share reports as part of team meetings. Use the language in staff meetings. Create a Master Job Style Library of all your Job Descriptions and use it frequently to anticipate whom to promote into jobs that are opening. And the final question When will you and your team be ready to put the insights our systems make available to work for you? You are already spending the money. Is your investment paying off? See ways our Team Building Events use this report to lend insight and depth to the Training Activities:

PeopleSmart Solutions teams up with

AdventureWorksNZ Ltd.
to offer YOUR TEAM the gift of an all day Team Building experience with FUN! CHALLENGE! , and PERSONAL INSIGHT!!!

TEAM BUILDING IN ACTION

Celebrates the differences which, when understood and acted upon, make coming to work a WHOLE NEW EXPERIENCE!
Dear CEO: We can offer you a team building session that your people will never forget and which will make a tremendous difference in their alignment and productivity. You can expect the building of self confidence from within, alignment between the team members, and motivation of everyone to expand their own sense of self esteem and relationship with each other. Regardless of whether you have a new group of co-workers and managers or a seasoned team, most groups value opportunities to build team rapport and communications comfort, to learn how to get more done with less stress, energy and time, to value the contributions of each team member, and, bottom line, to have fun! Our PeopleSmart Adventure Works Team Building day offers you and your staff a programme that will meet the needs of all the staff involved and your organisation. The philosophical premise from which we operate includes both self and other understanding. People must first know, value and appreciate who they are as a contributing member of any team. They need to know the strengths they bring, what their unique value is to the organization, as well as to the internal and external customers. To the degree each individuals differences and similarities are known to each member of the team, the more effective their own interpersonal rapport and appreciation of the others will be. We use two mediums to conduct our experiential learning. First, and in advance of the team building day, everyone including the business owner and all the team members completes a brief questionnaire about them on-line and we return an amazingly accurate report about their work behavioral style. This document offers them a comfortable way to discuss and share what each persons preferred work environment, pace and focus is. It includes graphs and textual sections which the participant can use to describe themselves using examples from their life. Later, if follow up Team Analysis is requested, we can develop a complete Team Profile Analysis and Report. Following several structured exercises where people start bringing the report "alive" through recognisable examples in their daily work life, we move into the experiential adventure based activities as a means of demonstrating the differences in approaches to problem solving strategies that were discussed in the first section. This promotes first hand learning. We find that when we combine adventure-based activities within a supportive environment and an atmosphere of fun, participants tend to operate beyond their pre-conceived limitations.

The training will include a variety of customised experiential challenges and problem solving activities. The debrief and processing of these activities allow participants to reflect on their own performance and identify changes they may wish or need to make to achieve their desired outcomes. Through a sequenced programme beginning with introductory warm-up activities and moving into simple and then increasingly more complex problem solving activities, participants experience how to assess their performances as a team and what it will take to achieve continual improvement. By the end of our full days programme, team members will be able to pull their experiences together to develop some strategies to take back and implement in the workplace. Alongside activities and exercises inviting people to explore co-operative and collaborative approaches, building trust levels and problem solving, we can utilize low and /or high ropes course elements if this medium has a good fit with the clients needs and desired outcomes. The programme is carefully sequenced and designed to encourage a high level of interaction and engage participants in the experience. While the team members physical presence and interaction is encouraged, the level of physical activity will be adapted to meet both team and individual needs. Underpinning this training is our philosophy of "Challenge by Choice", which provides participants with the opportunity to choose the level that they engage in during any given activity. Please email us to indicate your interest in this programme and we will confirm logistics details, fees, and potential schedules. We will further meet with you to ensure that we are aware of the likely issues, needs, expectations and agendas prior to the planning and delivery of your training. Individually, we have more than 20 years experience each in our respective fields of expertise including working with a wide variety of groups and teams throughout New Zealand and overseas. You will find us very flexible and knowledgeable to work with. Thank you for the opportunity to present this proposal and to be involved with your team development training. We look forward to hearing from you. PeopleSmart Solutions and AdventureWorksNZ Ltd

The PeopleSmart Solutions Team Building Process

One of our most popular and effective Team Building packages consists of at least two different meetings often half day sessions back to back, punctuated and including a break for a relaxing dinner out together (which we include in our fee). During the first session we set the context and goals, identify what is currently missing for the team, and begin to teach the new language called DISC using the profiles to create understanding of behaviour and then reaching out to introduce each member to the each other in a unique and fun-filled way. Everyone gets an entirely new sense of their own strengths and barriers of differences start to fall away. Dinner or lunch out together is a wonderful opportunity for socialising and relaxing outside of the classroom or work environment. People become more interested in knowing about each other after our profile debriefing session and the new eyes and ears they have from learning the language of DISC. They find new and interesting things to talk about that they never knew they could! Some even find those others whose profiles are like theirs and spend time sharing common challenges and experiences. This is usually

quite a different conversation than the ones theyve been in before. This is the heart and soul of Team Building. The qualities of relationships improve and often productivity and performance at work increases. The next step in the team building process is to anchor distinctions learned. We review the previous session and what people saw during the meal session. The homework is still in process and peoples willingness to work together is dramatically different than previously. People are more conscious of their behaviour and they start using the language naturally referring to peoples behaviour as the style not making the person wrong. This is the starting point for change. Team members start to experience who they are BEING while working as a team.

JOB PROFILER

As useful and informative as a DISC profile series can be, it often reveals only half the story. To understand how effective an individual is, it is often just as important to understand their working role as well as their own own behavioural style. It is normally the case that different behavioral types work best in roles that fit their particular strengths and weaknesses - a person who works well in one situation will often be quite unsuited to other roles. We provide a tool to address this issue - with our Job Profiler services. The Job Profiler can create DISC-based models of different working roles (called Job or Role Profiles), and compare these with candidate DISC profiles to assess how closely a given individual's natural and adapted strengths will fit the role in question. Many people use it to match themselves to their own job to find out if they are in the right career! Among the features and facilities of the Job Profiler are:

Job Profiler Library: Our software comes complete with more than forty pre-defined Job Profiles, covering a wide range of business functions from Receptionist to Sales Director, describing typical examples of these roles. This library provides a useful starting point for the creation of customized Job Profiles.

Job Profile Questionnaire: The Job Profile Questionnaire is a specially designed DISC questionnaire aimed at creating a DISC template of a role. From the answers to twenty-four questions about a role, our software can construct a Job Profile that represents the

behavioural trends we would need to see in a person who would fill that role effectively. Once created, this Job Profile is stored by the software, and can be recovered and reused as necessary.

"Ideal Employee Cloning" template function: As well as creating Job Profiles from scratch through the Job Profile Questionnaire, where a role is already filled by an existing employee who is doing the job perfectly in every way and you would like to duplicate him or her should you want to promote them, our software's Job Profiler suite can also use that person's DISC results as the profile for that Job. The software then writes the behavioural job description based on the qualities of that person in that job.

Job Profile Fine-tuning: Our software provides full access to Job Profiles at all times, allowing them to be 'tuned' to the particular requirements of a role. This fine-tuning feature provides very detailed control over the nature of the role; each individual trait associated with the role can be individually adjusted.

Textual Interpretation: For any Job Profile, the Job Profiler will analyze its requirements in textual form, and display a summary of the behavioral factors that will be needed if a candidate is to perform successfully in that position.

Candidate Match: With an existing Job Profile describing a role, the Job Profiler will run a comparison of that Job Profile with individual existing candidate profiles. The Candidate Match displays how closely each component of the person's profile matches those required by the job. Not only that, but it can also provide a detailed breakdown of each candidate's strengths and weaknesses in specific terms of the role in question. EEOC requirements are never an issue when you can give the person their profile back and show them the specific behavioral profile the job requires. When a candidate would have to adapt their natural style over a prolonged period of time, you would be doing THE PERSON a disserve to expect them to perform at their best! would cause them only frustration! You are actually de-selecting the JOB for the PERSON, not the PERSON for the JOB! Job Match: The Job Match feature is essentially the opposite of the Candidate Match - given an individual candidate, it will search all available Job Profiles to find those roles that most closely suit that candidate's behavior, and those to which the candidate is less well adapted. As with the Candidate Match, a detailed examination of the candidate's suitability for any role can be called up at the press of a button.

Employ and develop the right people in the right roles

About the Role Profile complete a Role Profile Role Profiling Applications To

The Role Profile Report is a powerful management tool, initially used in the employment and orientation process, then supporting the savvy manager to clarify and increase the potential for success for anyone carrying out the role. By comparing a Role Profile behavioral style graph to the internal and external graph in the Personal Style Analysis of a candidate or existing employee, it can be used to determine how closely a persons natural and adapted style matches the ideal personality for a particular job. This capability is what makes 'Job Matching' possible quantifying the natural suitability of each candidate for a position from a behavioural perspective. (Most people are hired for their skills but fired for their behaviour.) The personality only represents a part of the equation. Other obvious factors such as qualifications and work experience obviously also have an important part to play in making decisions of the kind discussed in this section. When we use terms such as 'suitability' within this guide, they refer specifically to the personality and how much a person would have to stretch or adapt their behaviour in one or more of the four areas of work referred to by the DISC graph Problems to Solve (D), People to Influence (I), Pace of the environment to Steady (S), or Procedures to Comply to (C). Before Job Matching can be done, it is necessary to construct a picture of the ideal personality style for a job. The model, called a Job Profile, a Role Profile, or, occasionally, a Job Template, describes the levels of Dominance, Influence, Steadiness and Compliance representing the optimum personality style to fulfil the position. For example and to illustrate, consider the personality requirements for work for a Direct Salesperson in a highly competitive field. To succeed in this role a candidate would need a determined personality with strong communication skills,

be comfortable working at an energetic pace, and be comfortable working with little or no supervision. These are the qualities represented in someone with High Dominance and High Influence motivators in their style. Are all Direct Salespeople alike? No. The considerations appropriate to any job will vary from organisation to organisation. To continue the example above, depending on what is being sold, some direct sales requires a sense of cooperativeness rather than independence, where candidates work in closely supervised environments. In situations of this kind, a higher Compliance score will be necessary. How is a Job or Role Profile constructed? There are various ways of achieving this. A Role Profile is produced using a questionnaire by a consensus of three people who know the job well. See the Role Profile form and Role Profile Instructions.. This questionnaire will cover the specific requirements of the job, in behavioral terms, rather than issues relating to an individual personality. Once a Role Profile has been produced for a particular role , it can be compared against candidates for that position, or individuals already holding the post. This makes it possible to measure their suitability for that position, greatly accelerating the recruitment and assessment process. The nature of this procedure makes it ripe for automation, and computerised DISC systems usually offer some kind of Job Matching feature, but it can also be performed manually. Comparison of an individual's personality against a predefined Role Profile can provide a wealth of information. By checking the differences between the DISC factors and sub-traits within the Role Profile against those of the candidate, it becomes possible to isolate areas in which a person is particularly well suited to a role, and also detect those aspects of their personality that might have difficulty in adapting to a position. Further, by comparing the Role Profile against the Internal and External in turn, useful information can be gleaned about the way a person is adapting to their role. Role Profiling is best completed with the assistance of an experienced facilitator because it is a consensus of the manager, a person who is or has been successful in the role, and a coworker who regularly interacts with the person in the role. They know the requirements and needs for successful completion of that job. Having a facilitator will ensure the results are not influenced politically by the manager or senior participant.

ROLE PROFILING APPLICATIONS

Gaining clarity on the Role The process of completing the Role Profile questionnaire is the same for any position where there is a need to match Personnel with Roles. The results can be used either as a screening process for selecting the ideal new candidate, or as a training needs analysis process to clarify job or role requirements so that the employee knows exactly what you expect in this role. Employee Recruitment Of all the technique's possible applications, recruitment is the one that sees most activity. The majority of practical DISC systems are used in this area, and it is a fact that many people see DISC simply as a recruitment tool. Recruitment involves so many possible applications it is difficult to cover all conceivable uses of DISC within it. Some popular and effective recruitment applications of DISC are listed here with some of the advantages, and pitfalls, associated with each. 1. Advertising for the position: Use the Role Profile Report in the process of writing the advertisement. Provide applicants with a copy of the Textual

Description of the role to assist them in deciding on the value of proceeding with their application. 2. Short listing Create a shortlist of applicants for the vacancy. Instruct each person on the shortlist to complete a DISCUS Personality Profile. The Personality Profile Report can then match each applicant to the Role Profile searching for the best fit between the applicants Internal Graph and the Role Profile Report. It is a fact of life that, especially in times of economic hardship, job vacancies attract large numbers of potential candidates. Application rates can often run into the dozens or even hundreds, far more than can be practically interviewed. Of course, most organisations solve this problem by drawing up a shortlist of the most promising candidates for a post, and interviewing only the members of this list. With so many applications for a single position, however, producing this shortlist can itself be a time-consuming and difficult task. Standard application forms and curricula vit rarely convey enough information, in themselves, to make a solid decision about a particular candidate's suitability for a post. It is here that DISC can help. PeopleSmart Solutions has an affordable on-line "short listing profiling service" to create a short list of applicants from a large group. Once the applicant completes their profiles from your specially created webpage, you will receive the DISC graph and Style Card Summary back by email. These results can then be compared against a pre-defined 'ideal' profile for the job, expediting the short listing process. If a very large number of applications are involved, this is an ideal way to handle the next level of screening to a shorter list. Then, when the top three to five candidates have been identified, you can order the complete report which will show you how the person communicates, organises and plans, manages others and what type of management is going to be required. This makes your final decision much clearer and also provides you something to describe the role behaviorally to which will help the candidate make their acceptance decision easier. It is important to note that in short listing, as in all its applications, DISC is merely a useful aid. To draw up a complete shortlist from personality styles alone is not practically possible, because DISC has no way of addressing other important issues, such as qualifications and previous experience. 3. Pre-interview Testing Once a shortlist has been completed, and invitations to interview have been despatched, DISC has another important part to play in the recruitment process. This is the point where most commercial DISC users apply their systems - to test and assess the candidate on their premises before an interview. If a set of results has already been produced through the short listing process, it is not generally appropriate to test the candidate a second time before interviewing them. This is because a second test taken within a few days of the first can affect the results. The exception to this arises where the original test showed a Crushed Profile, in which case a second test can help to establish whether the crushed effect is real, or simply due to a misunderstanding of the technique's requirements. 4. Interviewing

The ultimate use of these DISC results is to aid the interviewer during the interview itself. It can do this in two ways. a. The DISC interpretation of a candidate's profile can bring to the surface potential difficulties that would never emerge in the course of a normal interview. With the help of a Job Match, the interviewer to assess their relevance with reference to the job in question can probe these problem areas from the list of problem areas generated that could be relative to a specific job. b. DISC can help to improve communication within the interview. This is a subtler and less tangible benefit, but it can have a significant impact on the progress of the discussion. By making themselves aware of an interviewee's motivating factors, the skilful interviewer can encourage them to reveal information, and help to relieve the understandable pressure of an interview situation and so ease communication. c. Some interviewers actually discuss a candidate's DISC report with them during the interview - something we recommend as an open discussion of this list will allow the candidate to clarify or elaborate more on their own behavioral adaptations that may not show strictly in the report. Other interviewers prefer to use the information as a basis for their own questions. Neither of these approaches is significantly better or worse than the other; ultimately a decision about whether to use the DISC report directly in the interview is a matter for the interviewer's own preference. 5. Rejection A little-used approach, but one that is growing in popularity, is the application of DISC to ease rejection of unsuitable candidates. Some organisations now include a DISC report with rejection letters, giving the candidate a clear idea of the reasons for their rejection, and also offering them some guidance in the further development of their career. This positive approach can not only help relieve the disappointment of unsuitable candidates, but also improve the general perception of the organisation. Important Note: If the PeopleSmart Role and Personality DISC Profile Reports are used for selection, they should not be used as the sole basis for any hiring decision, but are intended for use in conjunction with other valid selection methods. Employee Development and Stress Evaluation This area is what makes the PeopleSmart Solutions Role and Personal Profile matching process so valuable, especially now that New Zealand and many other countries are fining companies who are not taking work-caused stress seriously and putting practices in place to correct it. The Profiles create a unique training and stress needs-analysis process: 1. Create the Role Profile. 2. Request an Employee/Role Match Report. 3. Take note of those areas defining significant differences, especially the highest scoring trait on the Role Profile Report Graph. If the high point for this trait is within 30% of the employees score for the same trait on their Internal or External profile report, this person can easily adapt to the requirements of the role. 4. The manager must now explore the consequences of the employee having to continuously adapt their behaviour to the Role requirements. Table the fact that such a stretch or adaptation may

cause them to experience extreme stress in carrying out the role requirements. Discuss alternative strategies the employee might implement, and what support will be needed as other behavioural skills are developed. Cultural Integration Any successful recruitment process is followed by a phase of 'cultural integration'. This describes the process and period it takes for a new member to adapt to a new organisation and its culture. This important step is often overlooked by recruiters, but is gradually growing in importance among human resource professionals. What is your organisation's 'culture'? This is a large question - a complete answer lying beyond the scope of this introductory guide. Essentially, any close-knit group of people will, over time, develop a set of traditions, customs and unwritten rules that define the ways in which they work together. One of the most stressful times for a newly recruited member of an organisation involves coming to terms with this set of cultural factors, and adapting themselves to work within them. There are often aspects of a culture that suggest an analogy between an individual's personality and the 'personality' of the organisation as a whole. A very formal, rigidly structured working environment could be characterised as a 'High-C' organisation, for example, while a workplace that placed emphasis on personal initiative and internal competition would be more appropriately described as a 'High-D' organisation. By comparing a new recruit's personality style with that of the organisation, we can highlight those areas where they will have difficulty in adapting to their new environment, as well as discovering those areas in which they are particularly well suited. Using this information, it becomes possible to guide an individual's induction into a new organisation, rather than simply leaving them to 'fit in' as well as they can. Of course, the ideal scenario is to hold regular Orientation and Team Building sessions where everyones profiles can be shared to build interpersonal understanding and affinity. PeopleSmart Solutions can also bring the Team Analysis to determine the overall style of a team or complete organisation - if everyone has been profiled. This comprehensive overview is valuable for the chief executive in being able to see whether or not the values, motivators, and style is the one they wish their company to be exhibiting. It also helps to identify where the gaps are and who should be targeted in succession planning. Team Building Why is it that some teams work smoothly and effectively together, while others break down into internal conflict and achieve little? There are, of course, many reasons for this, but one of the main contributing factors is the interaction of personalities within the team. DISC can provide a useful predictor of team effectiveness, by highlighting possible problem areas and suggesting ways of resolving these problems. The ideal composition of any team is, of course, dependent on the task that the team is intended to fulfil. In general terms, however, it is true to say that the key to success in team building is diversity. Each of the main personality factors draws an individual to play a different part in the team structure, and a variety of factors across different team members can help to ensure that the team performs effectively. The Suitability Comparison section of the Style Card describes interactions between different personality styles in detail - seen when we look at the four DISC personality factors, and the parts they have to play in the development and performance of the team.

Dominance, being the factor of control, is particularly suited to a leadership role within a team. Dominant people have a natural urge to take command, and will fit easily into such a position. An important consideration with personalities of this type, however, is that the number of highly Dominant team-members should be kept to minimum. Several people attempting to take leadership within a team will clearly have a negative impact on team performance. Influence is the social cement of the team. Unless they possess specialised skills, highly Influential people often appear to have little practical part to play in team's proceedings, and are hence often undervalued. It is important to remember, however, that for a team to work effectively, its members must have a sense of cohesion, and this cohesion can often be achieved by the inclusion of one or two Influential individuals within the team. The communicative abilities of Influence can also produce a useful representative or spokesperson for the team, presenting their findings and ideas to others. Steadiness represents the team's 'brake', holding the other members back from illconsidered conclusions or precipitous actions. This is an important factor, especially after the team has formed its internal social relationships and has begun to perform its real function. A consideration to bear in mind with Steadiness is their natural passivity, which can often prevent them from making input unless directly requested, and it is often helpful to develop the structure of the team in such a way that the Steady members feel that their contributions will be valued and accepted by the other team members. Compliance is a factor important in actually achieving the results required from the team. Those members with high Compliance scores will tend to be the ones who generate ideas and produce materials and reports. The passive side of the Compliant personality, however, will normally require more assertive team-members (specifically Dominant and Influential types) to implement and monitor and plans or suggestions they may produce. The Compliant members of the team are often those who possess the specialised skills and knowledge appropriate to a project. For any team to be effective over the long term, regardless of its constitution, it must pass through an initial period of flux and uncertainty before it will begin to perform, during which relationships and roles within the group are formed. This formative period is an ideal time to introduce any formal structures considered necessary to the smooth running of the group. Achieving this in an effective manner clearly takes a great deal of skill, experience and patience, and this is perhaps the reason why many companies put an external PeopleSmart Solutions DISC Coach under contract. Then it is a simple and highly cost effective function, done in the course of their work with the organisation. Nonetheless, it is an unavoidable fact that many individuals who might be otherwise suited to a job leave in the first few months, and this points to the need for greater attention to the 'cultural integration' phase.

ROLE PROFILE SAMPLE REPORT

Your team at PeopleSmart Solutions can help you create a Role Profile from one of three ways to collect the information about the behavioral characteristics needed for successful performance of a Role:

1. Question Set: Three people who know the job well, complete a set of 24 Most / Least forced-choice questions then come to a consensus with a facilitated process. 2. Former Ideal Employee in that Role: Use their profile as a template 3. Existing Job Profile from our standard data base of jobs and modify it from there.

1.

For this example, we have chosen to copy an existing profile in our standard Jobs Database - that of Accountant. Once we do a Role Profile, it produces a DISC graph for that Role and we can see all the differeing levels of intensity of the major qualities of the D (efficiency, Self-Motivation, Independence), I (friendliness, enthusiasm, and Self-Confidence), S, (Patience, Thoughtfulness, and Persistence), and C (Cooperativeness, Accuracy, and Sensitivity) on the screen.

AND, if we drag showing an increase of just one behavioral quality from " Low to Central" in intensity, (such as the I quality of Self-Confidence - from Low to Central), (see below), we notice that all the other elements have shifted as well, and the shape and interpretation of the profile that graph represents changes dramatically too!

The Text report for the original standard profile for Accountant reads thus:

While, the textual report that describes the second variation on this profile has only two paragraphs and says:

If we run a Job Match on a certain team in our company, looking for those who have at least a 70% match, we find the following list - with only two people on this team who could be likely candidates - and we can tell what qualities the others would have to stretch too far to make them serious candidates for the role.

For further discussion about the Role Profile, its applications, and how it could be saving you from costly hiring, placement, or succession planning and management mistakes, please contact...

Career Path Finder Profile Report

What makes one successful and happy in life? WHAT IS DISC PROFILING? Four Dimensional Guide to Human Behaviour SAMPLE of the PROFILE REPORT
The following is a sample of the Career Path Finder Profile Report showing all the sections included in it and some preliminary information on DISC - the behavioural language at the source of the report and Job Matches.

Success life is often defined - at least in other people's eyes - by the way you interact with them - your observable behaviour. In your job, you will affect it positively or negatively by how you listen, communicate, dialogue, and interact with others on your team and your customers. What most people don't realise is what "shows up" for others when they walk in a room and even fewer people understand themselves well enough to know what dynamics are driving or motivating their outward behaviour, facial expressions, movement, and attitudes. Your DISC report will begin your self-discovery process. It will provide you with a simple behavioural language that can be used not only to build your self confidence with the knowledge of your natural behavioural strengths, but used properly and with just one debrief facilitation with a trained "profiling coach" or your own self-study of our interpretive guidebook, it can help you start to look for careers that most closely fit you. You can easily learn how to adapt your style to fit in to a job's or another person's behavioural style - you do it instinctively all day long. The difference, after understanding what your potential "blind spots" are, you can also get along better with others - including your boss, your parents, your other family members or your friends. When everyone around you does their profile and understands how to read theirs and yours too, it will increase the good feelings you have about yourself and be more open to having compassion and understanding for the differences and similarities in them. Your Profile is very straight-forward and blunt, because it speaks about your most frequently seen behaviours. If you don't like any of the things it says about how your style appears to others, then you will be more aware and can actually talk about it to learn if an adjustment would be helpful. It will serve as a "map" of the values and behavioural culture that is predominant in you, your family, your school circle of friends, and the teams you may be on. We provide all aspects of DISC Profiling, facilitating, training and certification in our processes to enhance self awareness and innovation. This includes the processes of: Identifying and enhancing existing levels of self confidence and other awareness Clarifying the roles people would be best suited for behaviourally Giving "x-ray eyes" to managers and team leaders on what type of motivational climate their people need and want. Allowing you to see the qualities that make your High Performers and how to enhance their performance even more. Giving you a way to quantify and clarify best practices in People Skills for all staff members. Once everyone is comfortable with the language of DISC and have identified their own and the others styles around them, we can continue to provide other analysis services you may need. We can customize learning programmes and activities that foster team building and development. We provide private coaching to help each person expand their ability to read and apply appropriate behaviours. Bottom line, people will have the comfort and confidence to work more happily and effectively in their roles. In our experience, we always start with the DISC profiles. Not only are they affordable but their value increases in proportion to the level you allow us to train your in-house counsellors. They are most effective and valuable when they are introduced and supported by well planned and delivered training, and, once key people are competent and conversant with the tools they will play an important role in how quickly everyone else gets to understand the value and personal use of the DISC tools.

WHAT IS DISC PROFILING?

The profile is part one of an entire Profiling Toolkit - a system of DISC Personal, Role and Team Building - available for schools, clubs, churches, and businesses to use with all their people. It is the ultimate starting point for learning and development. It will benefit every community where it is found - especially when the local employers have profiled their jobs and listed them in the school's Job Match database. Then we will see the right people getting hired for the right jobs - jobs they will find highly satisfying for a long, long time.

The acronym DISC stands for the four observable personality styles : Dominance, Influence, Steadiness, and Compliance. Research has shown that behavioural characteristics can be grouped together in four major divisions called personality styles. People with similar styles tend to exhibit specific behavioural characteristics common to that style. All people share these four styles in varying degrees of intensity and a person's adapted profile will change to fit the needs of the role. DISC is a simple "language" however, the very fact that it is "easy to understand" can obscure its basic value because it takes time and commitment to teach, learn, and use on a daily basis. Our proposal would include the DISC Role Profiling of your key roles and the people who are in them. We will only work within a long term relationship between you and our training experts so we can teach you how to determine what supports each person on the job and who may require further assessment and dialogue within your organization. We can start each team leader off with the confidence that they need to gain mastery. This on-going process will give the results that you seek. DISC creates a framework for a learning environment that positively identifies peoples strengths and allows people to "teach others how to treat them." Its not a clinical instrument rather it is a "map of the territory." It helps individuals understand where they are in the environment they focused on when they completed the profile. Change can be monitored over time when profiling is done on an annual or semi-annual regular basis ideally and at least at employee performance review time.

Four Dimensional Guide to Human Behaviour

The DISC Personal Profile instrument reveals which of the four Dimensions of Behaviour are predominant within an individual and how the secondary traits affect the overall basic style. This was first observed, labelled and the profile developed by Dr. William Marston in the late 1920s studying at the same time as Freud and Jung. While many other systems identified negative behavioural responses into four dimensions, Marston was interested more in studying the emotions of NORMAL people. He saw that you could observe "normal" people acting more from either a Dominance, Influence, Steadiness, or Conscientiousness mode, and that each behaviour displayed could be understood from a knowledge of the underlying needs that motivated their actions and emotions. The resulting profiling instrument has provided a road map to interpersonal insight, communications, and teamwork that is consistent in every age, sex, cultural, and language group. The Personal Profile has been validated and seen as reliable by more than 50 million people in 84 countries.

The DISC Personal Profile instrument contains everything you need for guided or self-directed learning: Easy-to-answer and complete in 8-12 minutes on-line Graphs are easy to understand Develops clarity and self understanding Behavioural adaptation can be immediate Interpretation is comprehensive in all areas of life The DISC Personal Profile is a learning tool with practical workplace applications. It is designed to complement and supplement your existing learning and development programmes. By helping your emerging leaders sharpen their people skills, it clears away the biggest obstacle to success on the job - the ability to build powerful, positive relationships with yourself and others In addition to DISCs many applications that develop competencies in people-skills, we can profile people and roles in order to: Put the Right People into the Right Roles (and be able to coach those areas where the match is less than perfect.) Improve communication and relationships Discover and capitalise on behavioural strengths and personal motivators Develop effective managing and coaching strategies Find career options to best fit a person's personality style Build self-esteem Identify stressors Reduce conflict and stress Increase people's appreciation of different work styles and reduce prejudices Foster teamwork Capitalise on contrasting behavioural styles. Develop communication strategies to accommodate their team-mates' differing styles Discover how to influence others in a positive way Further further information on how you make Personal and Role Profiles available to your students, please email your telephone number and details to Careers@profileu.com. If you are an employer and would like us to put your Job Profiles in your local school's Job Match data base, please email to JOBS@profileu.com.

Sample Profile
Candidate Tested on (date) Test Type used: Phrase-based Report Prepared on (date)

Candidate: Address: Telephone:

Mr John Smith 123 Main Street, Anytown, USA (123) 123-4567

DISC Graphs Page

The Internal Profile reflects the candidate's true motivations and desires. This is the type of behavior that often appears outside the working environment or when the person is placed under pressure. The External Profile describes the candidate's perception of the type of behavior they should exhibit usually represents the type of behavior that an individual will try to really project. This so adopt at work. In reality, candidates will usually act in ways consistent with elements from both profiles. The Summary Profile is a combination of the other two graph shapes, describing a person's likely normal behavior. The Shift Pattern graphically shows how much the candidate is pushing or holding back the natural qualities their Internal style in the performance of their role - the External Profile. It is easy to see here if the person is experiencing a lot or a little stress on a daily basis. If the shift in in the INFLUENCE or the STEADINESS mode, it is likely to be seen in the Stress Analysis on the following page.

The Style Card

Shown to the right of the profiles above, this is a two axis perspective - Assertive to Passive and Open to Controlled. Each combination has a name, based on the primary tendencies of the personal style of the person. (In the Team Analysis, we can overlay an entire team's stylecards and see if there are any areas of gap on the card - something the Team Leader should always take in account if they want a balanced team to perform optimally.)

Style Name: Analyst Primary Traits: Passive and Controlled

(In general this person is...) Assertive Driver Ambitious Competitive Results Power Weakness Dictates Efficient, Responsive Power In other words... Talk about how these qualities show up in your daily actions and how they work for you. (What you can count on them for.) (Give them this at work) (Dislikes this in self and others) (The extreme of their style and a signal that they are under stress.) (What others should do) (What they like to be given by others)

Overview: Values: Seeks: Avoids: Under Pressure: Best Approach: Strategy:

TRAIT ANALYSIS
The next page describes STRONG traits - those that are predominantly exhibited in your natural style- and, because you can't express these differing traits at the same time, they show up as WEAK traits when your strengths are being expressed. "Weak Trait" does not mean that you don't have any of the qualities listed here. It simply means you are not using them when your strengths are being used. SIMULATED traits will be those you know you have to project at work but which are not predominant strengths in your natural style. Check with your manager to see if you should be adapting your style in this way, or if it could be the cause of some stress to you on your job.

The Stress Factor - see detailed analysis

Textual Report
Overview
Ambitious, demanding and independent, John is a motivated and direct person who is extremely self-reliant and confident in his own abilities. He is committed to his own goals, and will go to great lengths to achieve success in life. He is impatient and exacting, expecting others to fall in with his plans and reacting directly and forcefully when faced with obstacles. His powerful, sometimes even overbearing, approach can be very difficult for others to deal with. He is most effective in positions where he is responsible for his own work, or controls and coordinates other people.

Behavioural Adaptation
John seems to be thinking he needs to adopt a more independent attitude, and rely more on his own abilities, than he would perhaps prefer. His more socially oriented aspects, such as amiability and cooperation are being concealed to an extent, in favour of this more self-reliant style.

Advantages
John's strengths derive from his dynamic and driving style; he is energetic, direct, responsive, independent and self-reliant. His sense of personal responsibility is very strong, to the extent that he will prefer to operate in an environment over which he has some level of personal control. John's is one of the most demanding and aggressive of all profile types. He has a clear view of his own desires out of life, and goes to great lengths to achieve these. If he comes across obstacles or setbacks, he will use all his reserves of determination and forcefulness to overcome them, even to the point of ruthlessness at times. While there are clearly situations where such an approach would be advantageous, there are also many where it will serve to alienate work colleagues and cause unnecessary friction, or even greater problems.

Communication Style 'Control' is the watchword when considering John's behaviour. He feels a need to be in a position
of personal power over his environment, and this factor will naturally affect the ways in which he interacts with other people. He is direct and uninhibited, saying exactly what he means, and expecting others to respond rapidly and efficiently. He has little patience, however, with prevarication or evasiveness, and can become extremely demanding and forthright when a situation calls for it. This concentration on efficiency and pragmatism extends into the field of relationships. For John, emotional considerations and personal needs definitely come second to his ambition to succeed, and for this reason his relationships tend to be founded on practical considerations.

Decision Making John is a driving and demanding decision maker who reaches his decisions quickly and uses his
innate forcefulness and strength of will to ensure that his conclusions are effectively implemented. He focuses strongly on the efficient and practical, concentrating on these elements, sometimes at the expense of less quantifiable effects of his decisions.

Organisation And Planning

John has a very direct and determined style. He acts quickly and responsively, and will want to act on an idea as soon as it occurs to him. This makes it difficult for him to pause and concentrate on detailed planning - he will more normally act on his instincts, and deal with any obstacles as they arise.

Motivation
John is motivated by his own success, and he places particular value on the opportunity to follow his own ideas and take control of his situation. Consequently, tightly structured environments where he has little opportunity to work in his preferred manner will reduce his effectiveness.

Managing Style An effective and adaptable manager, John's style emphasises the need for rapid results, and his
assertive and motivated nature helps him to achieve these. He tends to be autocratic rather than co-operative, and will expect his subordinates to follow his instructions immediately and responsively. He can become extremely impatient and demanding with members of his team who fail to live up to his extremely high standards.

Style of Management Required

John needs to feel that he has some sense of control over his own work. Where possible, he should be given the parameters of a task, rather than detailed instructions, and allowed to develop his own methods of working within these parameters. He dislikes undue supervision, and once it has been established that he possesses the relevant skills for a task, his work will benefit from minimal interference from management.

Job Match Analysis

(This is a sample list and is shortened considerably. Your own job profile list can be unlimited in length or scope of types of jobs to which people can be compared.) This Job Match Analysis has been compiled for Mr. Smith in Recruitment (Natural) Mode, and is suitable for matching the candidate's behavioral style against roles different from that which they currently fill. It contains only comparisons with Job Profile and his natural style. Specific Job Match Analysis (comparing Mr. Smith to Role) The report will print a list of every job in the database and show the percentage of match and how suitable it ideally is. This does not mean that a

person who has a "low suitability" will not succeed in a role like that. It just means that they will have to be adapting a lot of their natural style responses all the time and may not be comfortable enough to stay in it for a long time. However, this is alright if one is at entry level. They may be better suited for a role that they can quickly move into with some experience or training.

Graph to Job Comparison

Trait Comparison
Strengths for this Job: Strong self-motivation skills Readiness to act independently

Weaknesses for this Job: Lack of social motivation Over-emphasis on achieving results Insufficient social skills

Comment: Once the match is done, you can see clearly the dynamic that is involved - D for Dominance of PROBLEMS - are they too high in intensity of approach? Too low? Is it in the intensity of the optimistic way they approach PEOPLE? (The "I" factor). Is it in the way they handle the PACE of the environment? (The "S" Factor) Or, is it in the way they respond to PROCEDURES and Rules set by others? (The "C" Factor). Knowing how to coach the person and asking the person if they are willing to adapt their natural style to what is required most often by the role is what can come from this comparison. It is important, therefore, that the Role Profile be completed accurately - i.e. a facilitated experience with more than one person who knows the roles well participating. (Otherwise, the profile for the Role may look a lot like the profile of the person who completed it!!!)

Validity and Reliability of DISC

Overview Validity and reliability of the style analysis Reliability Estimates A Brief History of the DISC Style Analysis Personality Assessment Development in Recent Years Other Systems - The Myers-Briggs A Brief Overview of the Job Matching Process How is a Job Profile constructed? A Brief Overview of DISC Personal Profile, Role Profile and Team Analysis Software Collection Additional Validity Studies on DISC There are many ways of evaluating an individual's skills or approach, and predicting their likely behaviour from the results. At one end of the scale are fairly simple tests designed to evaluate specific skills and abilities, such as an examination or driving test. At the other end of the scale lie batteries of personality tests, designed to build as complete a picture of a person's style and approach, in general terms, as possible. DISC lies somewhere between these two poles. While it isn't a full 'personality test' in the strict technical sense, this instrument provides an insight into an individual's style that is more than adequate to predict the likely trends of their behaviour in the future. It does this by evaluating four key factors in an individual style, rather than the sixteen or more that are often seen in full personality tests. (For example, DISC makes no attempt to measure such factors as intelligence.) This confers the advantage of greater accessibility : while a full test battery will often contain literally hundreds of questions, and take hours to complete, a DISC profile questionnaire contains only twenty-four, and can be usually be performed in fifteen minutes or less. This also provides advantages in the area of interpretation; while the interpretation of results from a full test remains in the province of experts, DISC results are sufficiently well-defined that their interpretation can be almost completely automated. At its most basic level, DISC measures four factors of an individual's behaviour: Dominance, Influence, Steadiness and Compliance. These are fairly complex constructs, and aren't easily expressed in single words, but they can be characterised as assertiveness, communication, patience and structure. The real power of DISC, though, comes from its ability to interpret the relations between these factors. For example where a highly Dominant person has an equally high level of Influence, they will behave quite differently to an equally Dominant individual without that Influence. The factors combine like this to provide (theoretically) around one million different 'profiles' (that is, combinations of the four factors). Using this information, DISC can be used to describe a person's general approach, including their motivations and dislikes, strengths and weaknesses , and some of the basic assumptions they make about other people. It can also go far in helping to predict how a person will react to a specific set of circumstances.

Overview
There have been numerous, formal studies that have been completed with DISC products that show scientific validity in all applicable areas of assessment. What is presented here for your information is a summary of those areas. There is a logical expectation that a measurement tool actually is assessing what it is suppose to be measuring. The test should consistently find inverse relationships among certain items, for example. Another test for validity involves the outside assessment by qualified professionals regarding the instruments being studied. There are also all kinds of internal statistical tools to use when comparing the results of a testing instrument in order to determine its validity. In all cases the validity of the DISC model has been proved to be at the highest and most consistent levels of any similar tool available today. Validity for the Style Analysis and DISCus Software has been investigated in terms of: Face Validity - the test "looks valid" for the people who take it and to untrained colleagues. Current face validity is 91% Construction Validity - considers the relationship of the DISC model with related assessments of behavioral style. Predictive Validity - refers to the extent in which it could be said a person is likely to become dissatisfied with their work, to become sick, etc.

Validity and reliability of the Style Analysis

A large body of research has supported the reliability and validity of the Style Analysis and the DISC dimensions. This research has provided evidence of high test-retest reliability (the stability of test scores over time); strong Construct Validity (the relationship of the Style Analysis to other tests measuring similar constructs); robust content validity (how well the DISC dimensions measure what they are supposed to measure); significant criterion or predictive validity (the ability of the DISC dimensions to predict performance on another activity); and powerful construct validity (the extent to which the DISC dimensions measure a specific trait). The research findings on test-retest reliability show that the scores on the Style Analysis exhibit very little change over time. Six-month test-retest correlations average in the .90 range where a correlation of 1.0 is a perfect relationship (absolutely no change) and .0 is no relationship (random change). The Style Analysis is a reliable instrument that consistently measures the same thing. Construct and concurrent validity studies have compared the Style Analysis with other Four Factor instruments such as the Activity Vector Analysis, Personal Profile Analysis and Clever Self. Significant correlations have been found across all four DISC dimensions. This indicates that the Style Analysis validly assesses constructs measured by other Four Factor assessment instruments. Research on content validity has shown that the DISC dimensions can differentiate good performances from poor performances. This ability to differentiate has been shown in studies of sales performance and managerial ability in a number of industries. The Style Analysis can successfully distinguish varying levels of performance. Criterion or predictive validity studies have looked at the ability of various DISC dimensions to predict outcomes. Outcome measures as diverse as sales performance, turnover rates and job injuries have been predicted with a high degree of accuracy on the basis of DISC scores. This ability to predict makes the Style Analysis a very valuable tool in selection and management.

Strong Construct Validity is shown when the instrument consistently exhibits content validity, concurrent validity and predictive validity. The research shows the Style Analysis to be a construct valid instrument. A recent study provides an excellent example of validity of the DISC dimensions of the Style Analysis. Top sales people (N=166) were compared with a large sample of other professional workers (N=3448) on the DISC. The two groups were found to differ significantly on all DISC dimensions in both Natural and Adapted style. Each of the dimensions of the DISC contributed to the ability to distinguish top sales people from other workers. In addition, both Natural and Adapted style scores added to the ability to predict job performance. This study showed that the Style Analysis can identify specific characteristics that are predictive of success. A review of the extensive research that has been conducted on the Style Analysis conclusively shows that the Style Analysis Instrument is a reliable and valid assessment device with a wide range of applications.

Reliability Estimates
Using the Spearman-Brown split-halves reliability coefficient, reliability estimates were obtained. This coefficient indicates the degree of internal consistency of response to the instrument as a whole. The coefficients for each dimension are as follows: Dominance r =. 92 Influence r =. 89 Steadiness r =. 91 Compliance r =. 90 It is evident from these reliability coefficients that there is an unusually high degree of internal consistency in response to the Style Analysis Instrument as a whole and to each of the related dimensions. Strength of the correlation is indicated by the size of the coefficient. The coefficient can vary from +1.00 through 0 to 1.00. A coefficient near 0 tells us that there is no relationship between the variables. The closer a coefficient is to + or 1.00, the stronger the relationship.

Correlation Examples

+/-1.0

= Perfect correlation (extremely rare)

+/-.80 - .99 = Unusually high correlation +/-.70 - .79 = Very high correlation +/-.60 - .69 = High correlation +/-.30 - .59 = Moderately high correlation +/-.20 - .29 = Very low correlation

+/-.00 - .19 = No correlation The study duplicates, in part, a study by Dr. Russell J. Watson, Wheaton College, "Statistical Comparison Between the TTI Style Analysis and the Performax
Personal Profile System," 1989.

A Brief History of the DISC Style Analysis

Blood, Bile and Phlegm The Greeks are credited with creating the first organized method of describing personality types. They believed that the four fundamental liquids (blood, yellow bile, phlegm, and black bile) were responsible for different types of personalities. For example, an excess of blood was associated with excitable personalities, yellow bile was associated with irritable personalities, phlegm was thought to create a passive outlook, and black bile was associated with melancholia. Hippocrates created a theory surrounding these fundamental liquids, which was used until the Middle Ages. Carl Gustav Jung There are many modern personality theories; however, the Swiss psychiatrist, Carl Gustav Jung, created one of the most influential. Jung, known as the father of analytical psychology, studied the unconscious mind. Based on his findings, he defined personalities as belonging to one of four dimensions: Sensing, Intuitive, Feeling, and Thinking. Jungs attempt at defining personalities was one of the first attempts to map the human personality by a modern psychoanalyst, and his theory is the basis of many personality assessment techniques. The DISC Language is based on the work of Dr. William Moulton Marston , whose book "The Emotions of Normal People" stands at the basis of the DISC Language and our Assessments, and "is in complete mathematical harmony with the works of Jung." The Style Analysis form (which forms the basis for the DISC Assessments) and its various uses are all derived from Marston's work. Born in Cliftondale, Massachusetts, in 1893, Dr. Marston was educated at Harvard University. He also received three degrees from that institution, an A.B. in 1915, an LL.B in 1918 and a Ph.D. in 1921. Most of Dr. Marston's adult life was spent as a teaching and consulting psychologis t. Some of his assignments included lecturing at The American University, Tufts, Columbia and New York University. A prolific writer, Dr. Marston was a contributor to the American Journal of Psychology, The Encyclopedia Britannica, and the Encyclopedia of Psychology, all while authoring and/or co-authoring five books. In the 1920s Marston took Jungs four-dimensional theory one-step further by explaining peoples emotional responses to various stimuli in the environment. Until then, studying the insane had developed most theories; however, Marston wanted to extend the theories previously developed to cover the personalities of typical individuals. To test his theories, he developed an assessment to measure four characteristics: Dominance, Influence, Steadiness and Compliance (DISC). In 1928, Marston published his findings in The Emotions of Normal People. Marston's most well known contribution at the time, however, was his success in lie detection. His work was done at Harvard University and in 1938 his book, "The Lie Detector," was published. Law enforcement and crime detection officials in various countries of the world have

used lie detectors, including Dr. Marstons, for many years. Although still a consulting psychologist, Marston was most active in the last five years of his life as the originator, writer and producer of "Wonder Woman," a successful comic strip that first appeared in book form. In this endeavor he used the pen name, Charles Moulton. Stricken with poliomyelitis in 1944, Dr. Marston was partially paralyzed from that time until his death at age 53, in 1947. In the late 1970s, with the help of Dr. John Geier, Professor of Dentistry at the University of Illinois, and Sam Gardiner, of the Performax Company, continued the development of Marstons DISC model, getting it validated and actively marketed through corporate and independent consultants. Currently, millions of people have experienced the DISC personality style profile with an overwhelming number of people agreeing that the profile does, in fact, accurately represent their behavioral style.

Personality Assessment Development in Recent Years

In the 1930's work continued by behavioral psychologists Raymond Cattell and C.R. Rogers. In the late 1940's Walter Clarke developed an instrument called the "Activity Vector Analysis" that expanded on the work of Jung and Marston by applying "Personality" or behavioral patterns to the work environment, namely using adjective based tests to determine the suitability of people to various kinds of jobs. In preparation for World War II, the United States used psychological research to determine the positions in the military where individuals would perform most effectively. For example, some individuals within the military would need to give orders whereas others would need to be able to take orders. Personality assessments, such as Cattells 16PF theory, were used to measure peoples behaviors against the military positions that they would be filling. This application of personality tests was the beginning of the position analysis. After the war, these researchers switched their focus from testing the military to measuring the behaviors of civilians. During the 1950s, the American Psychological Association began setting validity standards for assessments. The focus on validity continued through the 1960s into the early 1980s, as researchers focused on refining assessments and improving the validity of the assessments on the market. Throughout this time, the research and theories presented in the early 1900s were still regarded as highly important. In the 1980's the work of Dr. Marston (DISC) was computerized and marketed b y Performax and Target Training International. Carol Dysart of PeopleSmart Solutions was certified and trained by both of these organisations. The work of Walter Clarke was marketed to Corporations for "in-house" testing. During the late 1980s, researchers identified the Big Five personality dimensions, which increased the interest in understanding behaviors. Entering into the 1990s, researchers sought an understanding of emotions, motivation, and the self. As discussed above, personality assessments are not a new science. They have developed considerably during the past century, and are used extensively in the business world. Other Systems - The Myers-Briggs The Myers-Briggs Type Indicator (MBTI) has never been internationally recognized as being particularly accurate. It is based on Dr. Carl Jung's desired work to measure "deviant behavior", and places responses into 16 categories that are valid for only 54% of the

population--the other 46% of all responses are assigned to the "nearest category". DISCus, by comparison, is based on a Style Analysis instrument developed in the late 1960's that has never been challenged in court - and is, in fact, used by the EEOC. It has a validity rate of between 88% and 91% --based on a study conducted by Dr. Russell J. Watson of Wheaton College that concluded in March of 1989; and an earlier study of the Personal Profile System conducted in 1983 by Dr. Sylvan J. Kaplan. These studies conclude that "there is no statistically significant difference between the scores of the Style Analysis and the Personal Profile System" used by Performax). Nor do you have to have a Ph.D. in psychology in order to effectively understand and use this material! The Style Analysis instrument is deceptively simple , asking respondents to choose what they are "most" and "least" like from 24 different boxes. Yet some 19,630 different graphs can be plotted from the 24 "most" words; and 19,680 different graphs from the "least" responses. For practical evaluation purposes, these are condensed into one of 384 different graphs -- hence, the very high "validity rate"

A Brief Overview of the Job Matching Process

A DISC profile can be used to describe an ideal personality type for a particular job or role, a fact that makes 'Job Matching' possible. This is the process of comparing an ideal personality shape against one or more actual candidates' personality profiles, making it possible to quantify the suitability of each candidate for a position. Before embarking on a discussion of Job Matching, it is important to point out that the personality only represents a part of the equation. Other factors such as qualifications and work experience also have an important part to play in making decisions of the kind discussed in this section. When we use terms such as 'suitability' within this guide, they refer specifically to the personality. It should always be borne in mind that there are other factors affecting any individual's fitness for a particular role, and that personality only represents one piece of the puzzle. Before Job Matching can be used, it is necessary to construct a picture of the ideal personality style for a job. The model, called a Job Profile (or, occasionally, a Job Template) describes the levels of Dominance, Influence, Steadiness and Compliance representing the optimum personality style to fulfill the position. To illustrate, consider the personality requirements for work in Direct Sales - to succeed, a candidate will need a powerful, determined personality with strong communication skills, a tenacious and urgent pace, and an independent nature to work effectively with little or no supervision. This is clearly a position requiring strong Dominance and Compliance, twinned with low Steadiness and Compliance. The considerations appropriate to any job will vary from organization to organization. To continue the example above, there are positions in direct sales that need a sense of cooperativeness rather than independence, expecting candidates to work in closely supervised environments. In situations of this kind, a higher Compliance score will be necessary.

How is a Job Profile constructed?

There are various ways of achieving this, but typically a Job Profile will be produced in a very similar way to an ordinary DISC personality profile, through the use of a questionnaire. This questionnaire will cover the specific requirements of the job, in personality terms, rather than issues relating to an individual personality.

Once a Job Profile has been produced for a particular role, it can be compared against candidates for that position, or individuals already holding the post. This makes it possible to measure their suitability for that position, greatly accelerating the recruitment and assessment process. The nature of this procedure makes it ripe for automation, and computerized DISC systems usually offer some kind of Job Matching feature, but it can also be performed manually. Comparison of an individual's personality against a predefined Job Profile can provide a wealth of information. By checking the differences between the DISC factors and sub-traits within the Job Profile against those of the candidate, it becomes possible to isolate areas in which a person is particularly well suited to a role, and also detect those aspects of their personality that might have difficulty in adapting to a position. Further, by comparing the Job Profile against the Internal and External in turn, useful information can be gleaned about the way a person is adapting to their role. Important: No decision affecting a person's career should be taken solely on the basis of a personality assessment. There will always be other factors outside the abilities of a personality test to measure, such as skills, training or experience, which must be taken into account before reaching a final decision.

A Brief Overview of DISC Personal Profile, Role Profile and Team Analysis Software Collection
The ability to interact effectively with people may be the difference between success or failure in our work and personal life. The DISC Personal Profile, Role Profile and Team Analysis Software Collection is a family of software reports that meet a variety of needs and special applications required for increased individual and organizational effectiveness. "Effective interaction begins with an accurate perception of oneself." The DISC reports are generated from individuals responses to the instrument and quantify information on how we perceive others and ourselves. Through personalized information, respondents have the opportunity to immediately increase their knowledge of themselves and others resulting in increased effectiveness and productivity. Used by CEOs, managers, and decision makers, it provides an accurate analysis of a persons strengths, their value to the organization and provides knowledge that enables them to negotiate a communication system that produces more effective work teams. Used by employees, it gives valuable information to the manager and the work team. It clarifies individual work styles, how styles affect job performance and how the employeemanager relationship affects productivity and goal achievement. Used in Sales, it allows sales managers to increase success in hiring the "right" people, and motivating new and existing salespeople to perform at their best. It takes the guesswork out of managing salespeople, and allows companies to develop sound relationships through individual management plans. Simplifies sales training and: Allows managing and coaching to be focused on the areas that produce results Builds confidence Identifies the sales strategy knowledge areas that are needed to sell a specific product/service in a given market

Identifies new sales applicant's strengths and weaknesses Identifies specific training or management needs of a salesperson or sales force

Used in Team Building it targets key information necessary to build effective teams. Through individual reports, each team member clearly perceives how he/she contributes to the organization and gains a greater appreciation of how differing styles are required to achieve team goals. Used in Customer Service it is designed to allow employees having any contact with customers to learn more about themselves and learn how certain customers will react to their natural communication style. This increased knowledge will help the employee build rapport and provide more successful customer service. The Role Profile Successful performance many times is directly related to matching a person's natural behavior, with the behavior demanded by a specific job. This system allows the user to identify and compare people's perceptions with reality. There are six unique comparisons for you to fully understand the ramifications of job matching and mismatching. Relationship Analysis Our ability to interact effectively with others often means the difference between the success or failure in relationships. However, before we can understand others we must first understand ourselves. The Relationship Analysis was designed to provide instant awareness of the impact of your style on another person. It identifies key behavioral areas of similarities and differences in order to help you have a more accurate understanding of yourself.

Additional Validity Studies on DISC

The questions of validity and reliability are often raised with regard to DISCus Profiles and other DISC-based systems. In addition to extensive studies validated by the personal acceptance of the profile's accuracy in the over 15,000,000 profiles sold by just one of our suppliers alone, the following is a part of a South African study, A Reliability and Validity Study on the DISCus Personality Profiling System, by Karin Roodt of the prestigious Technikon Natal. Note that this study relates specifically to the DISCus software.

Another Reliability and Validity Study on the Discus Personality Profiling System
K. Roodt (Ms) M Ed (Counselling and Guidance) (UNISA) Psychologist (SAMDC) Senior Lecturer: Department Human Resources Management, Technikon Natal Abstract The purpose of the investigation was to determine whether the DISCmeasuring instrument could be considered a reliable and valid instrument. The test-retest method was used in the reliability study and was administered to 90 employees from a variety of companies in Kwa Zulu-Natal and Gauteng. The Pearson's product-moment correlation coefficient was used and correlation scores of 0.728 (Dominance), 0.645 (Influence), 0.730 (Steadiness) and 0.550 (Compliance) were established. The p-value in all the cases was as low as 0.0001. This indicates significance at alpha = 0.001. It can therefore be concluded with 99.9% level of confidence that the DISC instrument is reliable. In the validity exercise criterion-related validity was used . An exploratory study was undertaken in order to determine which of the 15 Factors (Factor B excluded) of the 16-PF correlated with the four dimensions of the DISCus. One hundred and twenty respondents in South Africa were involved for this purpose. The Pearson's product-moment correlation coefficient was applied. It was found that Factors Q1, X=G, L, Q1 and X=Q2, E; E, Q2 and -I show significant correlations with Dominance at the 1% and 5% level of significance. Factors A, -Q2, H, F and -Q3 show significant correlations with Influence at the 1% and 5% level of significance. Factors -E and -Q1 show a correlation with Steadiness at the 5% level of

significance. Factors -E, Q2, -H, -G and O show significant correlations with Compliance at the 1% and 5% level of significance. It can therefore be concluded that the correlations were significant. The following is the Table of Contents of this validation study. The full document and other validity research may be requested for further study by emailing us at validity@profileu.com Preface 1. Introduction 2. Problem Statement 3. Method 4. Discussion and Conclusion 5. Limitations and Recommendations 6. References 7. Professionals Consulted 8. Appendix: Scatterplots

Mini SELF Profile for __________________

Directions: Copy the numbers at the bottom of each column to the top of this graph. Place a dot on or near the appropriate number in this graph, connect the dots with a line from column to column, and then place a larger circle around the highest number on your graph. This represents your primary tendency as being high S, E L or F. The second highest dimension is the secondary motivator and influences the tone or focus of the primary tendency.

(S) __ _

(E)___

(L)____

(F)____

S
40 38 36 34 32 30 28 26 24 22 20 18 16 14 12 10

E
40 38 36 34 32 30 28 26 24 22 20 18 16 14 12 10

L
40 38 36 34 32 30 28 26 24 22 20 18 16 14 12 10

F
40 38 36 34 32 30 28 26 24 22 20 18 16 14 12 10

Mentally divide the graph above into thirds top to bottom. Notice where each point is in the HIGH, MEDIUM, or LOWEST part. Find the corresponding group of words in the chart to the right and circle them. . Use to paint a verbal picture of yourself, i.e. Using the first column, say , I am motivated to success in a High, Medium, Low way in intensity, etc.