Classic 2.0 Brittany Marshall Sunday, February 14, 2016 This report is provided by: Laureate Education, Inc. 650 S. Exeter St. Baltimore, MD 21202 Telephone (U.S. calls): 1.800.925.3368 Telephone (Asia, Europe, Middle East, Africa and Australia): +31.20.713.0200 For information or to order contact: Center for Internal Change, Inc. (847) 259-0005 or Toll-free in USA (877) 311-DiSC customerservice@internalchange.com www.internalchange.com Overview DiSC Classic 2.0 Welcome! You've just completed the first step of DiSC Classic. You are now on your way toward increased self-awareness and personal effectiveness. Your report is organized into four main sections: Section I is devoted entirely to you and your unique behavioral style based on your responses to DiSC Classic. First you will see your DiSC Graph, the basis of your feedback. Then, in Stage 1, you will learn about your Highest DiSC Dimension and your tendencies, needs, preferred environment, and strategies for effectiveness. In Stage 2 you'll be able to explore your Intensity Index to become more aware of your potential strengths and weaknesses. Stage 3 will help you discover how your D, i, S, and C dimensions combine to form your unique Classical Profile Pattern. Section II covers the DiSC model and descriptions of the four DiSC Dimensions with corresponding tendencies, needs, preferred environments, and effectiveness strategies for each. Section III overviews all 15 Classical Profile Patterns. Section IV provides the scoring and data analysis behind your report. As you read your report, please keep in mind that no dimension or pattern in DiSC Classic is better or worse than another and there are no right or wrong answers. Rather, the report shows your unique responses to your environment. You may want to read your report through once, then use a pen or highlighter to customize the results by crossing out any statements that don't apply and highlighting all those that do. Now, let's get started. 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 2 Your DiSC Graph Section I DiSC Classic 2.0 Below is your DiSC Graph, which shows your scores on each of the DiSC dimensions based on your responses. Each of the following interpretation stages is based on these scores. Read on to learn about your highest DiSC dimension(s), your potential strengths and weaknesses, and your Classical Profile Pattern. 6 4 3 Result-Oriented 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. 4 Segment Number Classical Pattern Brittany Marshall 3 Stage I: Your Highest DiSC Dimension Section I DiSC Classic 2.0 Brittany, your highest dimension(s) - based on your responses to your perceptions of the environment and the amount of control you feel you have in that environment - is Dominance (D). Read the description of Dominance and see how it fits with the way you see yourself. Then read about the other dimensions on page 14 to become familiar with them. Dominance (D) Brittany, you are high in the Dominance dimension. As a result, you are likely to be focused on shaping your environment by overcoming opposition to achieve results. Those who are strong in Dominance (\"high D's\") like to take action to achieve the results they desire. They seek opportunities for advancement and individual accomplishment, and they often aspire to positions of power and authority. The main objectives for people high in Dominance are typically control and results, with the freedom to make quick decisions whenever necessary. Troubleshooting issues and solving problems do not intimidate high D's, even if this means questioning the status quo. People high in Dominance have no problem tackling varied activities and embracing a wide range of tasks. In fact, they work best when receiving difficult assignments or getting the occasional shock to their worldview. To produce their highest quality work, high D's need to identify with a group and to pace themselves. This can be challenging, though, because people high in Dominance dislike being controlled or limited by others. Bosses and co-workers can complement these individuals by helping to structure a predictable environment for themselves when needed. Because calculating risks and employing caution are not their strong suits, those high in Dominance would be wise to surround themselves with people who have these skills. Similarly, weighing the pros and cons of a situation is probably not in their nature, as they are fond of action rather than deliberation. So help in that area would also be valuable. A person high in Dominance should verbalize reasons for conclusions whenever possible. Often it might be difficult for high D's to understand that they have to depend on people, but if aided by individuals who recognize the needs of others, it may become clear. Of course, it also helps if those high in Dominance just learn to relax more often. 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 4 Stage II: Your Intensity Index Section I DiSC Classic 2.0 Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our strengths, as well as feel effective in our environment. However, any strength, when used excessively or inappropriately, can be perceived as a weakness. Read over the highlighted words in the four columns below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Then turn the page to learn more about your Intensity Index and how you can become more aware of your potential strengths and weaknesses. D i S C 28 egocentric 28 enthusiastic 28 passive 28 perfectionist 27 direct 27 gregarious 27 patient 27 accurate 26 daring 26 persuasive 26 loyal 26 fact-finder 25 domineering 25 impulsive 25 predictable 25 diplomatic 24 demanding 24 emotional 24 team-person 24 systematic 23 forceful 23 self-promoting 23 serene 23 conventional 22 risk-taker 22 trusting 22 possessive 22 courteous 21 adventuresome 21 influential 21 complacent 21 careful 20 decisive 20 pleasant 20 inactive 20 restrained 19 inquisitive 19 sociable 19 relaxed 19 high standards 18 self-assured 18 generous 18 nondemonstrative 18 analytical 17 competitive 17 poised 17 deliberate 17 sensitive 16 quick 16 charming 16 amiable 16 mature 15 self-reliant 15 confident 15 stable 15 evasive 14 calculated risk-taker 14 convincing 14 mobile 14 \"own person\" 13 self-critical 13 observing 13 outgoing 13 self-righteous 12 unassuming 12 discriminating 12 alert 12 opinionated 11 self-effacing 11 reflective 11 eager 11 persistent 10 realistic 10 factual 10 critical 10 independent 9 weighs pros and cons 9 logical 9 discontented 9 rigid 8 meek 8 controlled 8 fidgety 8 firm 7 conservative 7 retiring 7 impetuous 7 stubborn 6 peaceful 6 suspicious 6 restless 6 arbitrary 5 mild 5 pessimistic 5 change-oriented 5 rebellious 4 quiet 4 aloof 4 fault-finding 4 defiant 3 unsure 3 withdrawn 3 spontaneous 3 obstinate 2 dependent 2 self-conscious 2 frustrated by status quo 2 tactless 1 modest 1 reticent 1 active 1 sarcastic 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 5 Stage II: Your Intensity Index Section I DiSC Classic 2.0 On the next four pages are explanations of the words that indicate your level of intensity for each DiSC dimension. D Dimension People with your score on the D Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Demanding: Often this means applying pressure to others to achieve desired results. This can be viewed as a strength when you are working with others toward a common goal or deadline, provided you don't disregard the feelings of others or become overbearing. Forceful: In the work setting, this can mean not taking "no" for an answer. It can be viewed as a strength when working against negative input or when upholding quality standards against a very short turnaround. It is no longer a strength when it becomes overbearing or rigid. Risk-taker: Being the one who makes bold decisions and executes them can be a definite strength, especially when others are not in a position to do so. However, when taken to an extreme or used inappropriately, risk-taking can be perceived as self-serving or reckless. Adventuresome: Many of us want to be around people with this trait because we feel more alive and energized. It can even rub off on others so that the whole team becomes more willing to take risks in achieving a shared goal. However, when taken too far, others may become exhausted by your extreme need for excitement. Decisive: We often look toward decisive people as leaders because they seem so sure of themselves. This can be a boon when working with others who would prefer to follow rather than take the lead. You need to be careful, though, not to run roughshod over the feelings of others or become stubborn when they don't agree with your way of doing things. Inquisitive: This trait is a strength when curiosity compels you to search for better answers or new methods. It will be seen as a weakness if your questioning becomes relentless and invasive. Self-assured: Your belief in your own abilities may propel you toward leadership positions. The confidence and certainty you exude can also inspire your colleagues to greater heights. Relying on this trait too much, however, can cause others to view you as arrogant or haughty. 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 6 Stage II: Your Intensity Index Section I DiSC Classic 2.0 i Dimension People with your score on the i Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Poised: This may refer to your self-assurance as you encounter new situations, people, or problems. Rarely reactive, you're likely to respond calmly to whatever comes your way, which often earns you respect and emulation. Still, if your responses don't show an appreciation for others' worries, you risk losing your credibility. Charming: Combined with emotional intelligence and leadership abilities, your skill at capturing the attention of others and winning them over has a lot of potential. You need to remember, however, not to overuse your charm to manipulate or take advantage of others. Confident: Having a strong belief in your own powers to get the job done can inspire others to take risks that could lead to new levels of success. It is rewarding to work with confident people, unless their confidence becomes inflated and self-gratifying, at which point others may feel irritated or invisible. Convincing: Others appreciate this quality because you probably come across as credible and trustworthy. It is also a plus when you can persuade others to see things your way as you work toward a common goal. Be watchful, however, not to use this trait in a manipulative or dishonest way, which could cost you your credibility or the trust of others. Observing: Often this means that you take in as much information as possible before taking action. It is a strength when working with others because you help inform their decisions. If you rely too heavily on observing and not acting, however, it can be perceived as procrastination. Discriminating: Ideas and plans often compete with one another, so it is good to have a distinct idea of what the desired results should be. The ability to discriminate among various proposals ensures that the best one will rise to the top. But taken too far, this trait can lead to closed-mindedness. Reflective: You use this trait in a positive manner when you learn from previous experiences. However, when relied upon too heavily, a reflective nature leads to an inability to move forward. 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 7 Stage II: Your Intensity Index Section I DiSC Classic 2.0 S Dimension People with your score on the S Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Mobile: This means that you may often display a talent for versatility and an energetic nature that can adapt to any situation. Such flexibility can be highly desirable in an ever-changing work environment. Staying in constant motion, however, might cause you to miss important nuances and subtleties, or keep you from finishing what you've started. Outgoing: Being an extrovert can open doors and keep you in the good graces of colleagues. It can also promote a friendly and nurturing atmosphere. The danger is that your jovial presence may prompt others not to take you as seriously as you would like. Alert: It's likely that very few aspects of a problem escape you. By remaining vigilant and aware of what is going on, you may often start troubleshooting before others even see a need for intervention. Of course, you should take care not to become obsessive over minor details. Eager: Your enthusiasm can be contagious. You may even inspire others to action while you create a dynamic environment. But remember that an overeager style can sometimes move you ahead too quickly, compromising quality or forcing you to overlook a key detail. Critical: You may embrace a take-no-prisoners attitude, which serves you and your organization well when brutal honesty is the only way to keep things on track or to filter out misguided projects. However, you should take care that your criticism isn't insensitive to others. Discontented: Feeling discontented can be the impetus for seeking great accomplishments or impressive results. Too much of this element, though, can lead others to see you as merely negative. Fidgety: Multitasking goes hand-in hand with a fidgety nature. This trait can come in handy when balancing many different projects. The downside is that such a predisposition can cause trouble when focusing on one issue at a time. 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 8 Stage II: Your Intensity Index Section I DiSC Classic 2.0 C Dimension People with your score on the C Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Sensitive: This trait is a strength when it allows you to get in touch with the intricacies and nuances of a project. It becomes a weakness if you get flustered over petty difficulties or obstacles. Mature: To use your experience and wisdom to solve complex problems is an excellent application of this quality. Bear in mind, however, that reliance on your experience can backfire if you close your mind to new ideas. Evasive: This means that you often stay out of personality conflicts or infighting, which is to your benefit. Being too vague, however, can lead to communication breakdowns or questions about your credibility. \"Own person\": You may often stand up for yourself and feel confident in expressing your opinions. While these are clear strengths, it is important to remember that even the most independent of people still require positive interactions with others on the job. Self-righteous: You may often believe that your way is the correct way, a hallmark of this trait. Such feelings can lead to a strong sense of leadership and decisiveness. But embracing this trait too strongly can create a smug or condescending person. Opinionated: Offering firm ideas on any topic can be a strength for you when compromise would lead to disaster. In addition, your ability to articulate a position is welcome at any time in a work environment. The risk is that such behavior can lead to acrimony when used excessively in a team setting. Persistent: This means that you usually work hard toward a goal until your expected results are achieved. It is a strength when daunting projects appear, because you may succeed where others would fail. Still, a person who is too persistent sometimes crosses over into obstinate or foolishly stubborn. 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 9 Stage III: Your Classical Profile Pattern Section I DiSC Classic 2.0 The way in which a person's four dimensions of Dominance, Influence, Steadiness, and Conscientiousness combine creates a profile pattern that is different for each combination. Research has discovered 15 unique patterns that most commonly occur. Additional theoretical and clinical research then helped develop descriptions for each \"classical profile\" pattern to help individuals understand and describe their styles. Brittany, your Classical Profile Pattern is the Result-Oriented Pattern. Please read the description below and highlight those areas that most closely match the way you see yourself. Result-Oriented Pattern Brittany's Motivation As someone with a Result-Oriented Pattern, Brittany, you tend to be a quick thinker who displays selfconfidence. You are usually determined and persistent, to the point that you most likely embrace a persona of rugged individualism. You may frequently display a dominant personality that increases the odds you will be viewed as forceful and direct. Often, you may crave positions of importance and authority. In addition, you probably relish competitive situations or the chance to be number one. You probably look forward to undertaking responsibilities, and you are usually not intimidated easily. Because you tend to verbalize your true feelings, you most likely have no trouble asserting your authority and ego strength. Your tendency to be fiercely independent may frequently give you an air of self-importance. Adding to this perception is that you may often become impatient or haughty. In extreme circumstances, you may seem blunt or even uncaring in your relationships with others. 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 10 Stage III: Your Classical Profile Pattern Section I DiSC Classic 2.0 Brittany's Work Habits You probably look for new ways to test your abilities and better develop your skills to accomplish results. Unique assignments tend to intrigue you, and fresh opportunities usually warrant your attention. For this reason, you most likely avoid static routines or predictable work. In fact, you probably appreciate difficult tasks that require you to strive toward a definite goal. A fast pace tends to keep your spirits up and your energy focused. So you most likely disdain slow or methodical work. In addition, direct controls and time-consuming details usually annoy you. Whenever possible, you probably attempt to avoid constraining factors altogether. Regardless of your comfort level when performing a task, you may frequently display a great deal of self-satisfaction when you complete the project. In all likelihood, you strenuously push yourself to accomplish solid results. You are probably persistent in the face of obstacles, and you are usually uncompromising in your drive for quality solutions. Of course, this tenacity frequently benefits your organization. You tend to prize your independence, and you probably prefer to work alone. Therefore, committees and team projects are usually not the ideal settings for you. But although you frequently become restless when you are placed in a group setting, you most likely have little hesitation in persuading others to support your efforts when needed. This is especially common behavior whenever you seek help in performing routine activities. The chief way that you influence your colleagues is most likely by sheer force of character. You are probably quite impatient or fault-finding with those you consider to be uninspired or slow workers. On the other hand, you usually appreciate those colleagues who can achieve dependable results. For the most part, the primary way for people to earn your respect is to get the task done quickly and to achieve results. 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 11 Stage III: Your Classical Profile Pattern Section I DiSC Classic 2.0 Insights for Brittany Because you tend to see many projects as competitive situations, you may run into conflicts with your colleagues. You probably have a powerful drive to be the top performer or undisputed victor. However, it may benefit you to realize that most activities are not win-lose situations. Your strong desire for independence means that you frequently do not bond well with a team. Often, you may not even like to participate in group activities. Your attitude may sometimes strike others as arrogant or condescending, a perception that is strengthened if you indulge your tendency to be extremely critical of your colleagues. A possible remedy could be for you to consider your colleagues' views and refrain from automatically dismissing their input. You could further help your cause by showing genuine concern for your colleagues. In addition, you could perhaps look at others' ideas and solutions as potential problem solvers. You are probably quick to point out flaws or errors that might delay the results you want. This may often be your justification for taking command of the situation, if you think it is necessary. However, you may sometimes assume responsibility for a project even when you do not have the authority to take charge. One reason for this action could be that you do not want to be viewed as pushover. You also may fear that your colleagues might take advantage of you if given a chance. Rather than overstep your boundaries or exceed your authority, it might be beneficial for you to verbalize your reasoning. Explaining your rationale may frequently prevent conflicts from arising. An additional way to boost your efficiency would be to increase your patience and improve your sense of humility. Brittany, you tend to be a confident and individualistic person whose persistence is likely to get results for your organization. 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 12 The DiSC Model Section II DiSC Classic 2.0 DiSC Classic is based on a four-quadrant model that reliably describes four styles of human behavior: Dominance (D), Influence (i), Steadiness (S), and Conscientiousness (C). Some people fall into one style, others fall into two, and some may fall into three. How is your DiSC style different from the other DiSC styles? What do you have in common with the other DiSC styles? The DiSC model explained here will help you understand these important questions. In the square below, each DiSC style has something in common with the styles that are next to it. You can see that the C and S styles tend to perceive themselves as less powerful than their environment. That is, they may be more inclined to adapt their surroundings because they feel that they have little direct control over them. On the other hand, the D and i styles tend to perceive themselves as more powerful than their environment. That is, they may be more assertive because they feel they have more control over their surroundings. In addition, the D and C styles tend to perceive their environment as unfavorable (or unwelcoming and resistant), and the i and S styles tend to view their environment as favorable (or friendly and supportive). Perceives Self as More Powerful than the Environment Perceives Environment as Unfavorable D i C S Perceives Environment as Favorable Perceives Self as Less Powerful than the Environment The illustration below elaborates on the DiSC model. It describes the four styles in a way that is more observable and behavioral. You will notice that while the C and S styles are both thoughtful and moderate paced, the D and i styles are more active and fast paced. In addition, the D and C styles tend to be questioning and logic focused, but the i and S styles tend to be more accepting and people focused. Active Fast Paced Assertive Bold Questioning Logic Focused Skeptical Challenging D i C S Accepting People Focused Receptive Agreeable Thoughtful Moderate Paced Calm Careful 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 13 The DiSC Model Section II DiSC Classic 2.0 The table below gives an overview of all four DiSC dimensions. Read all the dimension descriptions to better understand others who are like and unlike you. D DOMINANCE i INFLUENCE Emphasis is on shaping the environment by overcoming opposition to accomplish results. DESCRIPTION ACTION PLAN This person desires an environment that includes power and authority prestige and challenge opportunities for individual accomplishments wide scope of operations direct answers opportunities for advancement freedom from controls and supervision many new and varied activities To be more effective, this person needs to receive difficult assignments to understand that they need people to base techniques on practical experience to receive an occasional shock to identify with a group to verbalize reasons for conclusions to be aware of existing sanctions to pace self and to relax more This person's tendencies include getting immediate results causing action accepting challenges making quick decisions questioning the status quo taking authority managing trouble solving problems This person needs others who weigh pros and cons calculate risks use caution structure a predictable environment research facts deliberate before deciding recognize the needs of others C CONSCIENTIOUSNESS Emphasis is on working conscientiously within existing circumstances to ensure quality and accuracy. DESCRIPTION This person's tendencies include adhering to key directives and standards concentrating on key details thinking analytically, weighing pros and cons being diplomatic with people using subtle or indirect approaches to conflict checking for accuracy analyzing performance critically using a systematic approach to situations or activities This person desires an environment that includes clearly defined performance expectations values on quality and accuracy reserved, business-like atmosphere opportunities to demonstrate expertise control over those factors that affect their performance opportunity to ask \"why\" questions recognition for specific skills and accomplishments Emphasis is on shaping the environment by influencing or persuading others. DESCRIPTION This person's tendencies include contacting people making a favorable impression being articulate creating a motivational environment generating enthusiasm entertaining people viewing people and situations with optimism participating in a group This person desires an environment that includes popularity, social recognition public recognition of ability freedom of expression group activities outside of the job democratic relationships freedom from control and detail opportunities to verbalize proposals coaching and counseling favorable working conditions Emphasis is on cooperating with others within existing circumstances to carry out the task. DESCRIPTION To be more effective, this person needs to plan carefully to know exact job descriptions and performance objectives to schedule performance appraisals to receive specific feedback on performance to respect people's personal worth as much as their accomplishments to develop tolerance for conflict This person desires an environment that includes maintenance of the status quo unless given reasons for change predictable routines credit for work accomplished minimal work infringement on home life sincere appreciation identification with a group standard operating procedures minimal conflict 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. This person needs others who concentrate on the task seek facts speak directly respect sincerity develop systematic approaches prefer to deal with things instead of people take a logical approach demonstrate individual followthrough To be more effective, this person needs to control time, if D or S is low to make objective decisions to use hands-on management to be more realistic appraising others to make priorities and deadlines to be more firm with others, if D is low S STEADINESS ACTION PLAN This person needs others who delegate important tasks make quick decisions use policies only as guidelines compromise with the opposition state unpopular positions initiate and facilitate discussions encourage teamwork ACTION PLAN This person's tendencies include performing in a consistent, predictable manner demonstrating patience developing specialized skills helping others showing loyalty being a good listener handling excited people creating a stable, harmonious work environment ACTION PLAN This person needs others who react quickly to unexpected change stretch toward the challenges of accepted tasks become involved in more than one thing are self-promoting apply pressure on others work comfortably in an unpredictable environment help prioritize work are flexible in work procedures To be more effective, this person needs to be conditioned prior to change to validate self-worth to know how personal effort contributes to the group effort to have colleagues of similar competence and sincerity to know task guidelines to have creativity encouraged Brittany Marshall 14 The Classical Profile Patterns Section III DiSC Classic 2.0 On the following pages are descriptions of all 15 Classical Profile Patterns, each portraying the behavior of people with a specific blend of the four DiSC dimensions. Achiever Pattern Emotions: is industrious and diligent; displays frustration Goal: personal accomplishments, sometimes at the expense of the group's goal Judges others by: ability to achieve concrete results Influences others by: accountability for own work Value to the organization: sets and completes key result areas for self Overuses: reliance on self; absorption in the task Example Under Pressure: becomes frustrated and impatient; becomes more of a "do-er" and less of a "delegator" Fears: others with competing or inferior work standards affecting results Would increase effectiveness with more: reduction of "either-or" thinking; clarity of task priority; consideration of optional approaches; willingness to compromise short-term for longrange benefits Agent Pattern Emotions: accepts affection; rejects aggression Goal: group acceptance Judges others by: commitment to tolerate and include everyone Influences others by: empathy; friendship Value to the organization: supports, harmonizes, empathizes; focuses on service Overuses: kindness Under Pressure: becomes persuasive, using information or key friendships if necessary Fears: dissension; conflict Example Would increase effectiveness with more: strength in the realization of who they are and what they can do; firmness and self-assertion; ability to say "no" when appropriate 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. The motivation of Achievers is largely internal and flows from deeply felt personal goals. Their commitment to their own goals precludes an automatic acceptance of the group's goals. Achievers need to see how they can blend their personal goals with the organization's goals. By retaining control over the direction of their lives, Achievers develop a strong sense of accountability. Achievers demonstrate a keen interest in their work and an intense, continual pursuit of accomplishment. They have a high opinion of their work and under pressure may hesitate to delegate tasks. Instead, they take on the work themselves to ensure that things are done right. When they delegate, they have a tendency to take back the task if it does not go according to their expectations. Their guiding premise is, "If I succeed, I want the credit, and if I fail, I will take the blame." An Achiever should communicate more with others to expand their thinking beyond either "I have to do it myself" or "I want all the credit." They may need assistance to find new approaches for achieving their desired results. Achievers function at peak efficiency, and they expect recognition equal to their contribution -- high wages in profit organizations and leadership positions in other groups. Agents are attentive to both the human relations and task aspects of their work situation. Empathetic and supportive, they are good listeners and known for their willing ear. Agents make people feel wanted and needed. Because Agents respond to others' needs, people do not fear being rejected by Agents. Agents offer friendship and are willing to perform services for others. Agents have excellent potential for effectively organizing and completing tasks. Agents naturally promote harmony and teamwork and are particularly good at doing for others what they find difficult to do for themselves. Agents fear conflict and dissension. Their supportive approach may enable others tolerate a situation, rather than encouraging them in active problem-solving. In addition, the Agent's tendency to adopt a "low" profile -- instead of having open confrontations with aggressive individuals -- may be perceived as a lack of "toughness." Although they are concerned with fitting into the group, Agents have a fair degree of independence. Brittany Marshall 15 The Classical Profile Patterns Section III DiSC Classic 2.0 Appraiser Pattern Emotions: is driven to look good Goal: "victory" with flair Judges others by: ability to initiate activities Influences others by: competitive recognition Value to the organization: accomplishes goals with the team Overuses: authority; ingenuity Under Pressure: becomes restless, critical, impatient Fears: "loss" or "failure"; others' disapproval Example Counselor Pattern Would increase effectiveness with more: individual follow-through; empathy when showing disapproval; steadier pace Emotions: being approachable; showing affection and understanding Goal: friendship; happiness Judges others by: positive acceptance of others; ability to look for the good in people Influences others by: personal relationships; "open door" policy Value to the organization: remaining stable and predictable; developing a wide range of friendships; listening to others' feelings Overuses: indirect approach; tolerance Example Under Pressure: becomes overly flexible and intimate; is too trusting without differentiating among people Fears: pressuring people; being accused of causing harm Appraisers make creative ideas serve practical purposes. They use direct methods to accomplish results. Appraisers are competitive, but other people tend to view Appraisers as assertive rather than aggressive because Appraisers are considerate of others. Instead of giving orders or commands, Appraisers involve people in the task through persuasion. They elicit the cooperation of those around them by explaining the rationale of the proposed activities. Appraisers help others visualize the steps that are necessary to accomplish results. Appraisers usually speak from a detailed plan of action that they have developed to ensure an orderly progression toward results. In their eagerness to win, Appraisers can become impatient when their standards are not maintained or when extensive follow-through is required. Appraisers are good critical thinkers. They are verbal in their criticisms, and their words occasionally may be caustic. Appraisers have better control of the situation if they relax and pace themselves. A helpful axiom to achieve this is, "You win some and you lose some." Counselors are particularly effective in solving people problems. They impress others with their warmth, empathy, and understanding. Their optimism makes it easy to look for the good in others. Counselors prefer to deal with others by building long-standing relationships. As a good listener with a willing ear for problems, a Counselor offers suggestions gently and refrains from imposing his or her ideas on others. Counselors tend to be overly tolerant and patient with nonproducers. Under pressure, they may have difficulty confronting performance problems. Counselors may be indirect when issuing orders, making demands, or disciplining others. By adopting the attitude that "people are important," Counselors may place less emphasis on task accomplishment. They sometimes require assistance to set and meet realistic deadlines. Counselors often take criticism as a personal affront, but they respond well to attention and compliments for completed assignments. When in a position of responsibility, Counselors tend to be attentive to the quality of working conditions and provide adequate recognition for members of their group. Would increase effectiveness with more: attention to realistic deadlines; initiative to complete the task 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 16 The Classical Profile Patterns Section III DiSC Classic 2.0 Creative Pattern Emotions: accepts aggression; restrains expression Goal: dominance; unique accomplishments Judges others by: personal standards; progressive ideas for accomplishing tasks Influences others by: ability to pace development of systems and innovative approaches Value to the organization: initiates or designs changes Overuses: bluntness; critical or condescending attitude Under Pressure: becomes bored with routine work; sulks when restrained; acts independently Example Fears: lack of influence; failure to achieve their standards Persons with a Creative Pattern display opposite forces in their behavior. Their desire for tangible results is counterbalanced by an equally strong drive for perfection and their aggressiveness is tempered by sensitivity. Although they think and react quickly, they are restrained by the wish to explore all possible solutions before making a decision. Creative persons exhibit foresight when focusing on projects, and they bring about change. Since individuals with a Creative Pattern have a drive for perfection and demonstrate considerable planning ability, the changes they make are likely to be sound, but the method may lack attention to interpersonal relationships. Creative persons want freedom to explore, and they want the authority to examine and retest findings. They can make daily decisions quickly but may be extremely cautious when making bigger decisions: "Should I take that promotion?" "Should I move to another location?" In their drive for results and perfection, Creative persons may not be concerned about social poise. As a result, they may be cool, aloof, or blunt. Would increase effectiveness with more: warmth; tactful communication; effective team cooperation; recognition of existing sanctions Developer Pattern Emotions: is concerned with meeting personal needs Goal: new opportunities Judges others by: ability to meet the Developer's standards Influences others by: pursuit of solutions for problems; projection of personal sense of power Value to the organization: avoids "passing the buck"; seeks new or innovative problem-solving methods Overuses: control over people and situations to accomplish his or her own results Example Under Pressure: works alone to complete tasks; is belligerent if individualism is threatened or challenging opportunities disappear Developers tend to be strong-willed individuals, continually seeking new horizons. As self-reliant, independent thinkers, they prefer to find their own solutions. Relatively free of the constraining influence of the group, Developers are able to bypass convention and often create innovative solutions. While they most often use direct, forceful behavior, Developers can also shrewdly manipulate people and situations. When required to participate with others in situations that limit their individualism, Developers are apt to become belligerent. They are persistent when pursuing the results they desire and will do whatever is necessary to overcome obstacles to success. In addition, they have high expectations of others and can be critical when their standards are not met. Developers are most interested in achieving their own goals. Opportunities for advancement and challenge are important to them. By focusing on results, they may lack empathy or seem uncaring by dismissing others' concerns. Fears: boredom; loss of control Would increase effectiveness with more: patience, empathy; participation and collaboration with others; follow-through and attention to quality control 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 17 The Classical Profile Patterns Section III DiSC Classic 2.0 Inspirational Pattern Emotions: accepts aggression; downplays need for affection Goal: control of their environment or audience Judges others by: projection of personal strength, character, and social power Influences others by: charm, direction, intimidation; use of rewards Value to the organization: acts as a "people mover"; initiates, demands, compliments, disciplines Overuses: attitude that "the ends justify the means" Example Under Pressure: becomes manipulative, quarrelsome, or belligerent Fears: weak behavior; loss of social status Would increase effectiveness with more: genuine sensitivity; willingness to help others succeed in their own personal development Investigator Pattern Emotions: is dispassionate; demonstrates selfdiscipline Goal: power through formal roles and positions of authority Judges others by: use of factual information Influences others by: determination, tenacity Value to the organization: offers comprehensive follow-through; works determinedly on tasks individually or in a small group Overuses: bluntness; suspicion of others Under Pressure: tends to internalize conflict; holds on to grudges Example Fears: involvement with the masses; responsibility to sell abstract ideas Would increase effectiveness with more: flexibility; acceptance of others; personal involvement with others 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Persons with the Inspirational Pattern consciously attempt to modify the thoughts and actions of others. They want to control their environment. They are astute at identifying and manipulating an individual's existing motives in order to direct that person's behavior toward a predetermined end. Inspirational persons are clear about the results they want, but they do not always immediately verbalize them. They introduce the results they want only after they have primed the other person, offering friendship to those who desire acceptance, authority to those who seek power, and security to those who want a predictable environment. Inspirational persons can be charming in their interactions. They are persuasive when obtaining assistance for repetitive and time-consuming details. People often experience a conflicting sensation by feeling drawn to Inspirational people and yet being curiously distanced. Others may feel "used" by Inspirational persons' manipulation powers. While they sometimes inspire fear in others and override their decisions, Inspirational persons are generally well-liked by co-workers because they use their considerable verbal skills to persuade others whenever possible. Inspirational persons clearly prefer to accomplish goals through cooperation and persuasion, not domination. Objective and analytical, Investigators are dispassionate "anchors of reality." Generally undemonstrative, they calmly and steadily pursue an independent path toward a fixed goal. Investigators are successful at many things, not because of versatility but due to their dogged determination to follow through. They seek a clear purpose or goal from which they can develop an orderly plan and organize their actions. Once a project has begun, Investigators fight tenaciously to achieve their objectives. Intervention is sometimes necessary to change their direction. As a result, they can be perceived as stubborn and opinionated. Investigators do well with challenging technical assignments in which they can use actual data to interpret the information and draw conclusions. They respond to logic rather than emotion. When selling or marketing an idea, they are most successful with a concrete product. Investigators are not especially interested in pleasing people and prefer to work alone. They can be perceived as cold, blunt, and tactless. Because they value their own thinking ability, Investigators evaluate others by how they use facts and logic. To increase their effectiveness in personal interactions, they need to develop a greater understanding of other people, especially others' emotions. Brittany Marshall 18 The Classical Profile Patterns Section III DiSC Classic 2.0 Objective Thinker Pattern Emotions: rejects interpersonal aggression Goal: correctness Judges others by: ability to think logically Influences others by: use of facts, data, and logical arguments Value to the organization: defines and clarifies; obtains, evaluates, and tests information Overuses: analysis Under Pressure: becomes worrisome Fears: irrational acts; ridicule Example Perfectionist Pattern Would increase effectiveness with more: selfdisclosure; public discussion of their insights and opinions Emotions: displays competence; is restrained and cautious Goal: stability; predictable accomplishments Judges others by: precise standards Influences others by: attention to detail; accuracy Value to the organization: is conscientious; maintains standards; controls quality Overuses: procedures and "fail-safe" controls; overdependence on people, products, and processes that have worked in the past Under Pressure: becomes tactful and diplomatic Example Fears: antagonism Would increase effectiveness with more: role flexibility; independence and interdependence; belief in self-worth 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Objective Thinkers tend to have highly developed critical thinking abilities. They emphasize the importance of facts when drawing conclusions and planning actions, and they seek correctness and accuracy in everything they do. To manage their work activities effectively, Objective Thinkers often combine intuitive information with the facts they have gathered. When they are in doubt about a course of action, they avoid public failure by preparing meticulously. For example, Objective Thinkers will master a new skill privately before they use it in a group activity. Objective Thinkers prefer to work with people who, like themselves, are interested in maintaining a peaceful work environment. Considered shy by some, they may be reticent in expressing their feelings. They are particularly uncomfortable with aggressive people. Despite being mild-mannered, Objective Thinkers have a strong need to control their environment. They tend to exert this control indirectly by requiring others to adhere to rules and standards. Objective Thinkers are concerned with the "right" answer and may have trouble making decisions in ambiguous situations. With their tendency to worry, they may get bogged down in "analysis paralysis." When they make a mistake, Objective Thinkers often hesitate to acknowledge it. Instead, they immerse themselves in a search for information that supports their position. Perfectionists are systematic, precise thinkers and workers who follow procedure in both their personal and work lives. Extremely conscientious, they are diligent in work that requires attention to detail and accuracy. Because they desire stable conditions and predictable activities, Perfectionists are most comfortable in a clearly defined work environment. They want specifics on work expectations, time requirements, and evaluation procedures. Perfectionists may bog down in the details of the decisionmaking process. They can make major decisions but may be criticized for the amount of time they take to gather and analyze information. Although they like to hear the opinions of their managers, Perfectionists take risks when they have facts that they can interpret and use to draw conclusions. Perfectionists evaluate themselves and others by precise standards for achieving concrete results while adhering to standard operating procedures. This conscientious attention to standards and quality is valuable to the organization. Perfectionists may define their worth too much by what they do and not by who they are as people. As a result, they tend to react to personal compliments by thinking, "What does this person want?" By accepting sincere compliments, Perfectionists can increase their self-confidence. Brittany Marshall 19 The Classical Profile Patterns Section III DiSC Classic 2.0 Persuader Pattern Emotions: trusts others; is enthusiastic Goal: authority and prestige; status symbols Judges others by: ability to verbalize; flexibility Influences others by: friendly, open manner; verbal adeptness Value to the organization: sells and closes; delegates responsibility; is poised and confident Overuses: enthusiasm; selling ability; optimism Under Pressure: becomes indecisive and is easily persuaded; becomes organized to look good Fears: fixed environment; complex relationships Example Practitioner Pattern Would increase effectiveness with more: challenging assignments; attention to task-directed service and key details; objective data analysis Emotions: wants to keep up with others in effort and technical performance Goal: personal growth Judges others by: self-discipline; position and promotions Influences others by: confidence in their ability to master new skills; development of "proper" procedures and actions Value to the organization: is skilled in technical and people problem-solving; displays proficiency and specialization Overuses: overattention to personal objectives; unrealistic expectations of others Example Under Pressure: becomes restrained; is sensitive to criticism Fears: predictability; no recognition as an "expert" Persuaders work with people, striving to be friendly while pushing forward their own objectives. Outgoing and interested in people, Persuaders have the ability to gain the respect and confidence of various types of people. Persuaders can impress their thoughts on others, drawing people to them and retaining them as clients or friends. This ability is particularly helpful when Persuaders sell themselves or their ideas to win positions of authority. The most favorable environment for Persuaders includes working with people, receiving challenging assignments, and experiencing a variety of work activities that require mobility. They seek work assignments that will give them the opportunity to look good. As a result of their natural positive outlook, Persuaders may be too optimistic about a project's results and others' potential. Persuaders also tend to overestimate their ability to change the behavior of others. While Persuaders desire freedom from routine and regimentation, they do need to receive analytical data on a systematic basis. Once alerted to the importance of the "little things," Persuaders can use the information to balance their enthusiasm with a realistic assessment of the situation. Practitioners value proficiency in specialized areas. Spurred by a desire to be "good at something," they carefully monitor their own work performance. Although their aim is to be "the" expert in an area, Practitioners frequently give the impression that they know something about everything. This image is particularly strong when they verbalize their knowledge on a variety of subjects. As Practitioners interact with others, they project a relaxed, diplomatic, and easygoing style. This congenial attitude may change quickly in their own work area when they become intensely focused in order to meet high standards for performance. Because they value self-discipline, Practitioners evaluate others on the basis of their ability to focus on daily performance. They have high expectations of themselves and others, and they tend to verbalize their disappointment. While they naturally concentrate on developing an organized approach to work and increasing their own skills, Practitioners also need to help others build skills. In addition, they need to increase their appreciation of those who contribute to the work effort even though they may not use the Practitioner's preferred methods. Would increase effectiveness with more: genuine collaboration for common benefit; delegation of key tasks to appropriate individuals 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 20 The Classical Profile Patterns Section III DiSC Classic 2.0 Promoter Pattern Emotions: is willing to accept others Goal: approval, popularity Judges others by: verbal skills Influences others by: praise, opportunities, favors Value to the organization: relieves tension; promotes projects and people, including him or herself Overuses: praise, optimism Under Pressure: becomes careless and sentimental; is disorganized Fears: loss of social acceptance and self-worth Example Result-Oriented Pattern Would increase effectiveness with more: control of time; objectivity; sense of urgency; emotional control; follow-through on promises, tasks Emotions: verbalizes ego strength; displays rugged individualism Goal: dominance and independence Judges others by: ability to accomplish the task quickly Influences others by: force of character; persistence Value to the organization: persistence; doggedness Overuses: impatience; win-lose competition Example Under Pressure: becomes critical and faultfinding; resists participating with a team; may overstep boundaries Fears: others will take advantage of them; slowness, especially in task activities; being a pushover Would increase effectiveness with more: verbalization of their reasoning; consideration of other views and ideas about goals and problem solutions; genuine concern for others; patience and humility 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Promoters have an extensive network of contacts. They are usually gregarious and socially adept, and they develop friendships easily. They rarely antagonize others intentionally. Promoters seek favorable social environments where they can develop and maintain their contacts. Verbally skilled, they promote their own ideas and create enthusiasm for others' projects. With their wide range of contacts, Promoters have access to the people who can help them. Since Promoters prefer to participate and interact with others in activities, they may be less interested in task accomplishment. They may continue to seek out any situation that involves meeting people and socializing, even though their job requires attention to more solitary activities. They thrive on meetings, committees, and conferences. Usually optimistic, Promoters tend to overestimate the ability of others. They often leap to favorable conclusions without considering all the facts. Promoters will learn to be objective and emphasize results with coaching and direction. Time management may present challenges for Promoters. By setting a time limit on conversation and discussion, they can remind themselves of the urgency of "closing" and accomplishing the task. Result-Oriented people display self-confidence, which some may interpret as arrogance. They actively seek opportunities that test and develop their abilities to accomplish results. Result-Oriented persons like difficult tasks, competitive situations, unique assignments, and "important" positions. They undertake responsibilities with an air of self-importance and display self-satisfaction once they have finished. Result-Oriented people tend to avoid constraining factors, such as direct controls, time-consuming details, and routine work. Because they are forceful and direct, they may have difficulties with others. Result-Oriented people prize their independence and may become restless when involved with group activities or committee work. Although Result-Oriented people generally prefer to work alone, they may persuade others to support their efforts, especially when completing routine activities. Result-Oriented people are quick-thinkers, and they are impatient and fault-finding with those who are not. They evaluate others on their ability to get results. Result-Oriented people are determined and persistent even in the face of antagonism. They take command of the situation when necessary, whether or not they are in charge. In their uncompromising drive for results, they may appear blunt and uncaring. Brittany Marshall 21 The Classical Profile Patterns Section III DiSC Classic 2.0 Specialist Pattern Emotions: is calculatingly moderate; accommodates others Goal: maintenance of the status quo; controlled environment Judges others by: friendship standards; competence Influences others by: consistent performance; accommodation of others Value to the organization: plans short term; is predictable, consistent; maintains steady pace Overuses: modesty; low risk-taking; passive resistance to innovation Example Under Pressure: becomes adaptable to those in authority and thinks with the group Specialists "wear well" with others. With their moderate, controlled stance and modest demeanor, they are able to work well with a number of behavioral styles. Specialists are considerate, patient, and always willing to help those they consider friends. They build close relationships with a relatively small group of associates in the work environment. Their efforts are directed toward retaining familiar and predictable patterns. Most effective in specialized areas, Specialists plan their work along directed channels and achieve a remarkably consistent performance. Appreciation from others helps to maintain that level of consistency. Specialists are slow to adapt to change. Prior conditioning gives them time to change their procedures while maintaining a consistent level of performance. Specialists may also require help when starting new projects and in developing shortcut methods to meet deadlines. Finished projects are often put aside for further revisions. Specialists should consider throwing away old files that have outlived their usefulness. Fears: change, disorganization Would increase effectiveness with more: public discussion of their ideas; self-confidence based on feedback; shortcut methods 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 22 Scoring and Data Analysis Section IV DiSC Classic 2.0 Here is a summary that shows how your personal report was generated. Graph III is the result of combining your "Most" choices with your "Least" choices and is used to determine your highest DiSC dimension, your Intensity Index scores, and your Classical Profile Pattern. If you would like more information about how your personal report was built, please talk to your facilitator. Name: Brittany Marshall Date: 2/14/2016 Tally Box Most Least Difference D 10 10 0 I 6 5 1 S 6 5 1 C 5 7 -2 N 1 1 SUMMARY OF INTERPRETATION Highest DiSC Dimension(s): Dominance (D) Classical Pattern: Result-Oriented Pattern Segment Numbers: 6434 2003 by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Brittany Marshall 23