disc report with teams & values
DESCRIPTION
Sample DISC Report with TEAMS & ValuesTRANSCRIPT
DISC with TEAMS & ValuesStyle: Precisionist
DISC with TEAMS & ValuesFriday, January 21, 2011
Introduction
DISCwithTEAMS&Values
YourreportusestheDISCPersonalitySystem.TheDISCPersonalitySystemistheuniversallanguageofbehavior.Researchhasshown thatbehavioralcharacteristicscanbegroupedtogetherinfourmajorgroups.Peoplewithsimilarstylestendtoexhibitspecificbehavioral characteristicscommontothatstyle.Allpeoplesharethesefourstylesinvaryingdegreesofintensity.TheacronymDISCstandsforthe 2011,PeopleKeys,Inc. fourpersonalitystylesrepresentedbytheletters: l
D=Dominant,Driver
DISC with TEAMS & ValuesFriday, January 21, 2011
Introduction
DISCwithTEAMS&Values
YourreportusestheDISCPersonalitySystem.TheDISCPersonalitySystemistheuniversallanguageofbehavior.Researchhasshown thatbehavioralcharacteristicscanbegroupedtogetherinfourmajorgroups.Peoplewithsimilarstylestendtoexhibitspecificbehavioral characteristicscommontothatstyle.Allpeoplesharethesefourstylesinvaryingdegreesofintensity.TheacronymDISCstandsforthe fourpersonalitystylesrepresentedbytheletters: l l l l
D=Dominant,Driver I=Influencing,Inspiring S=Steady,Stable C=Correct,Compliant
KnowledgeoftheDISCSystemempowersyoutounderstandyourself,familymembers,coworkers,andfriends,inaprofoundway. Understandingbehavioralstyleshelpsyoubecomeabettercommunicator,minimizeorpreventconflicts,appreciatethedifferencesin othersandpositivelyinfluencethosearoundyou. Inthecourseofdailylife,youcanobservebehavioralstylesinactionbecauseyouinteractwitheachstyle,tovaryingdegrees,everyday. Asyouthinkaboutyourfamilymembers,friendsandcoworkers,youwilldiscoverdifferentpersonalitiesunfoldbeforeyoureyes. l
Doyouknowsomeonewhoisassertive,tothepoint, andwantsthebottomline? Somepeopleareforceful,direct,andstrongwilled. ThisistheDStyle
l
Doyouhaveanyfriendswhoaregreatcommunicators andfriendlytoeveryonetheymeet? Somepeopleareoptimistic,friendly,andtalkative. ThisistheIStyle
l
Doyouhaveanyfamilymemberswhoaregood listenersandgreatteamplayers? Somepeoplearesteady,patient,loyal,andpractical. ThisistheSStyle
l
Haveyoueverworkedwithsomeonewhoenjoys gatheringfactsanddetailsandisthoroughinall activities? Somepeopleareprecise,sensitive,andanalytical. ThisistheCStyle
DISCwithTEAMS&Values
Thechartbelowhelpsputthefourdimensionsofbehaviorintoperspective. Seeks Strengths D=Dominant Control Administration Leadership Determination Impatient Insensitive PoorListener I=Influencing Recognition Persuading Enthusiasm Entertaining LackofDetail ShortAttentionSpan LowFollowThrough S=Steady Acceptance Listening Teamwork FollowThrough Oversensitive SlowtoBegin DislikesChange C=Compliant Accuracy Planning Systems Orchestration Perfectionist Critical Unresponsive
2011,PeopleKeys,Inc.Challenges
Somepeopleareprecise,sensitive,andanalytical. ThisistheCStyle
DISCwithTEAMS&Values
Thechartbelowhelpsputthefourdimensionsofbehaviorintoperspective. Seeks Strengths D=Dominant Control Administration Leadership Determination Impatient Insensitive PoorListener Inefficiency Indecision Decisive I=Influencing Recognition Persuading Enthusiasm Entertaining LackofDetail ShortAttentionSpan LowFollowThrough Routines Complexity Spontaneous S=Steady Acceptance Listening Teamwork FollowThrough Oversensitive SlowtoBegin DislikesChange Insensitivity Impatience Conferring C=Compliant Accuracy Planning Systems Orchestration Perfectionist Critical Unresponsive Disorganization Impropriety Methodical
Challenges
Dislikes Decisions
Becausehumanpersonalityiscomprisedofvaryingintensitiesofthefourbehavioralstyles,theDISCgraphhelpsmakethepersonality stylemorevisual.TheDISCgraphplotstheintensityofeachofthefourstyles.Allpointsabovethemidlinearestrongerintensities,while pointsbelowthemidlinearelesserintensitiesofDISCcharacteristics.ItispossibletolookataDISCgraphandinstantlyknowthe personalityandbehavioralcharacteristicsofanindividual.
BelowareyourthreeDISCgraphs,andabriefexplanationofthedifferences betweenthegraphs.
DISCgraph1representsyour"publicself"(themask)Thisgraphdisplaystheyouotherssee.Itreflectshowyouperceivethedemandsofyourenvironment,andyourperceptionof howyoubelieveothersexpectyoutobehave.
DISCgraph2representsyour"privateself"(thecore)Thisgraphdisplaysyourinstinctiveresponsetopressure,andidentifieshowyouaremostlikelytorespondwhenstressor tensionarepresent.Thiswouldbeyourinstinctivereaction.
DISCgraph3representsyour"perceivedself"(themirror)Thisgraphdisplaysthemannerinwhichyouperceiveyourtypicalbehavior.Itcouldbereferredtoasyourselfperception. Althoughattimesyoumaybeunawareofthebehavioryouusewithotherpeople,thisgraphshowsyourtypicalapproach.
DescriptionunderstandingyourstyleDISCwith'sstyleisidentifiedbythekeyword"Precisionist".DISCwith,asaPrecisioniststyle,isasystematicthinkerwhotendstofollowproceduresinboth personalandbusinesslife.Proceedinginanorderly,predeterminedmanner,Precisionistsare preciseandattentivetodetail.Theyactinahighlytactful,diplomaticfashionandrarely antagonizetheirassociatesconsciously.Beingextremelyconscientious,DISCwithpainstakingly requiresaccuracyinworkandmaintainshighstandards.Precisionistsmaytendtogetbogged 2011,PeopleKeys,Inc. downindetails,particularlywhendecisionsmustbemade.DISCwithdesiresstandardoperating proceduresandnosuddenchanges. AsaPrecisionist,DISCwithlikesaprotectedandsecureenvironmentgovernedbyrulesand regulations.APrecisionistenjoyspeople,butprefersafewclosefriendstohavingmany
DISCwithTEAMS&Values
Careful,methodical, thinkingthingsthrough Sensitive,practical Loyal,predictable Disciplined,logical
DISCgraph3representsyour"perceivedself"(themirror)Thisgraphdisplaysthemannerinwhichyouperceiveyourtypicalbehavior.Itcouldbereferredtoasyourselfperception. Althoughattimesyoumaybeunawareofthebehavioryouusewithotherpeople,thisgraphshowsyourtypicalapproach.
DescriptionunderstandingyourstyleDISCwith'sstyleisidentifiedbythekeyword"Precisionist".DISCwith,asaPrecisioniststyle,isasystematicthinkerwhotendstofollowproceduresinboth personalandbusinesslife.Proceedinginanorderly,predeterminedmanner,Precisionistsare preciseandattentivetodetail.Theyactinahighlytactful,diplomaticfashionandrarely antagonizetheirassociatesconsciously.Beingextremelyconscientious,DISCwithpainstakingly requiresaccuracyinworkandmaintainshighstandards.Precisionistsmaytendtogetbogged downindetails,particularlywhendecisionsmustbemade.DISCwithdesiresstandardoperating proceduresandnosuddenchanges. AsaPrecisionist,DISCwithlikesaprotectedandsecureenvironmentgovernedbyrulesand regulations.APrecisionistenjoyspeople,butprefersafewclosefriendstohavingmany acquaintances.Precisionistsprefersmallgroupsratherthanlargecrowds.Theywillbecorrect mostofthetimeduetohowprecisetheyare.Precisionistsmaybeoverlysensitiveandperhaps donothandlecritiquewell.Theymayneedtodevelopconfidenceandbemoreindependent. Theytendtobesomewhatconcernedaboutwhatpeoplethinkofthemandtheyavoidconflict andchangeatallcosts. BeingexactisimperativeineverythingDISCwithdoes.Precisionistscanbecountedontocarry outanytaskscorrectly.Theywantexactfactsandfiguresbeforetheywillmakeadecisionthey feeluneasywhenforcedtomakeaquickdecision.Precisionistswilloftenkeepfeelingsto themselves.Othersmaynotbeawareoftheirstrongbeliefs.DISCwithwillnotblowupeasily whenpressuredorstressed,butmaywithdraw.DISCwithwantsasteadyhomeandwork environmentwhichpromotessecurity.Themorestable,organizedandnonconfrontationalthe environment,thehappieraPrecisionistwillbe. DISCwithpreferstoworkthroughproblemsbyanalyzingthingsthatworkedinthepast.Thisis someonewhoisabletolead,ifnecessary,butusuallypreferstowaitandseeifanotherperson volunteersfirst.DISCwithiswillingtofollowanotherperson'sleadiftheydisplayadequateability andifDISCwithhasconfidenceintheirability. DISCwithprefersarationalandmoderateapproachwhenfirstenteringnewsituationsandtries toavoidextremes.DISCwithlikesthecompanyofothers,butisequallycomfortablespendinga quieteveningalone.Arealistwhowillalwaysweighsoptionsbeforemakingadecisiontomove ahead,DISCwiththinksthroughalternativesandchoicescarefully. Aloyalfriend,DISCwithispatientandcaringwhenattendingtotheneedsofothers.Thisis usuallyanevenpacedindividualwhothrivesinapeaceful,harmoniousenvironment.DISCwith tendstobequitepredictable,stickingwithproven,reliablemethodsofdealingwithsituations ratherthantakingchanceswithanew,unprovenapproach. Systematicanddetailed,DISCwithfocusesonprocesses.Othersseethisindividualaspractical andlogical.DISCwithtendstobesensitivetocriticism,butpreferstointernalizeemotionsrather thanexposethem.DISCwithlikestoclarifyexpectationsbeforeundertakingnewprojects becauseofthehardworktheywilldotomeetthosestandards.
DISCwithTEAMS&Values
Careful,methodical, thinkingthingsthrough Sensitive,practical Loyal,predictable Disciplined,logical
GeneralCharacteristics
Recognitionforloyalty anddependability Approvaloftheirhigh qualitywork Orderlinessandneatness Activitiestostartandsee throughtotheend
MotivatedBy
Practicalproceduresand systems Stabilityand predictability Neatandorderly Ateamatmosphere
MyIdealEnvironment
Communicating2011,PeopleKeys,Inc.
DISCwithTEAMS&Values
withthePrecisioniststyle
CommunicatingwiththePrecisioniststyleRemember,aPrecisionistmaywant:l
DISCwithTEAMS&Values
Securityinsituations,sincereappreciation,repeatedworkpatterns,timetoadjustto change,limitedterritoryofresponsibility,identificationwithgroup,areasofspecialization, cleardefinitionsoftheirroles
Greatestfear:l
Beingcriticized,especiallybyaclosefriendorrelationship
CommunicatingwiththePrecisioniststyle
WhencommunicatingwithDISCwith,aPrecisionist,DO:l l l l
Createafavorableenvironmentthatispersonalandagreeable Expressagenuineinterestinthemasaperson Providethemwithclarificationfortasksandanswersto"how"questions Presentideasinanonthreateningmanner,bepatientwithtimelinesastheyarethorough andconscientious Clearlydefinegoals,proceduresandtheirroleintheoverallplan Explainanychangestotheminadvanceandgivethemtimetoadjust
Knowledgecomes,but wisdomlingers.AlfredLordTennyson
l l
WhencommunicatingwithDISCwith,aPrecisionist,DONOT:l l l l
Bepushy,overlyaggressive,ordemanding Betooconfrontationalorcriticaloftheiractions Makesweepingorsuddenchanges Expectthemtomakedecisionswithoutallofthefacts
Whileanalyzinginformation,DISCwith,aPrecisionistmay:l l l l
Beopenlyagreeablebutinwardlyunyielding Internalizetheirconcernsanddoubts Hesitatetosharefeedbackduringpresentations Requireadditionalinformationandsupportingmaterials
MotivationalCharacteristicsl l l l l l l l
MotivatingGoals:Qualityresults,correctprocedures,security EvaluatesOthersby:Precisestandardsbasedonwhattheydo InfluencesOthersby:Attentiontodetail ValuetoTeam:Conscientious,maintainsstandards,concernedaboutquality Overuses:Dependencyadherencetostandardoperatingprocedures ReactiontoPressure:Defensive,strict,slowsdownprocesses GreatestFears:Antagonism,criticism AreasforImprovement:Increaseselfconfidencedontbeoverlysensitive
Communicating2011,PeopleKeys,Inc.
DISCwithTEAMS&Values
withthePrecisioniststyle
CommunicatingwiththePrecisioniststyleValuetothegroup:l l l l
DISCwithTEAMS&Values
Reliable,steady,loyalteamworker,complianttowardsauthority Analyticalwithprocessesandprocedures Calculatedrisktaker,conservativeviewpoints WilltakeataskfrombeginningtoendCommunicatingwiththePrecisioniststyle
Precisionistspossessthesepositivecharacteristicsingroups:l l l l l l l l l l l l l l
Addsasenseofcontinuitytotheteam Participativemanagerswhoaccomplishgoalsthroughpersonalrelationships Makeothersfeelliketheybelong Providespecializedskills Showsincerityarediplomaticandstrivetokeepthepeace Canbecountedupontofinishwhattheystart,disciplinedapproach Arepatientandacceptingofalltypesofpeople Candevelopandfollowprocessesfordoingtasks Abletocontrolquality,thorough,andmethodical Intuitiveaboutpeopleandrelationships Abletogivecommonsense,realistic,andpracticalviewpoints Buyintoteamgoalswhenthe"why's"areexplained Dependable,steady,andloyal Consideralltheelementsofaproject
Youcanhavebrilliant ideas,butifyoucan't getthemacross,your ideaswon'tgetyou anywhere.LeeIacocca
PersonalgrowthareasforPrecisionists:l l l l l l
Bemoreopentochange,developmoreflexibility Bemoredirectinyourinteractions,showmoreinitiativeinteamroles Focusonoverallgoalsoftheteamratherthanspecificprocedures Dealwithconfrontationconstructively Increasepacetoaccomplishgoals Workatexpressingyourthoughts,opinionsandfeelings
CommunicationTips2011,PeopleKeys,Inc.
DISCwithTEAMS&Values
relatingtoothers
YourCandSplottedabovethemidline,yourstyleisidentifiedbythekeyword
CommunicationTipsrelatingtoothersYourCandSplottedabovethemidline,yourstyleisidentifiedbythekeyword Precisionist. ThisnextsectionusesadjectivestodescribewhereyourDISCstylesareapproximatelyplottedon yourgraph.Thesedescriptivewordscorrelateasaroughapproximationtothevaluesofyour graph. DMeasureshowdecisive,authoritativeanddirectyoutypicallyare.Wordsthat maydescribetheintensityofyourDare:l l l l
DISCwithTEAMS&Values
CommunicationTipsrelatingtoothers
WEIGHSPROS&CONSConsiderbothsidesofanissue UNOBTRUSIVEDoesn'tforceoneselfuponotherswithoutinvitation CONSERVATIVETendingtopreserveestablishedtraditions PEACEFULNotquarrelsomedisturbancefreecalm,quiet
IMeasureshowtalkative,persuasive,andinteractiveyoutypicallyare.Wordsthat maydescribetheintensityofyourIare:l l
Theonlywayto changeisbychanging yourunderstanding.AnthonyDeMello
WITHDRAWNRetreatingwithinoneselfshyreservedabstract RETICENTHabituallysilentoruncommunicativereserved
SMeasuresyourdesireforsecurity,peaceandyourabilitytobeateamplayer. WordsthatmaydescribetheintensityofyourSare:l l l l
NONDEMONSTRATIVENotshowingfeelingsopenlyandfrankly DELIBERATECarefulinconsideringnotrashorhastyslowunhurried AMIABLEHavingapleasantdispositionfriendly STABLENoteasilythrownoffbalancesteadyresistingchange
CMeasuresyourdesireforstructure,organizationanddetails.Wordsthatmay describetheintensityofyourCare:l l l l l
PERFECTIONISTOnewhowantscompleteness,flawlessnessaccuracy ACCURATECarefulandexactfreefromerrors FACTFINDERAsearcherfortruthreality DIPLOMATICTactful SYSTEMATICAccordingtoasystemorderly
CommunicationTips2011,PeopleKeys,Inc.
DISCwithTEAMS&Values
howyoucommunicatewithothersHowYouCommunicatewithOthers
CommunicationTipshowyoucommunicatewithothersHowYouCommunicatewithOthers PleasereturntotheCommunicatingsectionofthisreportandreviewthecommunicatingDO andDONOTsectionsforyourspecificstyle.Reviewingyourowncommunicationpreferences canbeaneyeopeningexperienceorsimplyconfirmationforwhatyoualreadyknowtobetrue. Eitherway,youhaveyourcommunicationcharacteristicsinwriting.Thisinformationispowerful whensharedbetweencolleagues,friends,andfamily.Othersmaynowrealizethatsome approachesdonotworkforyourstyle,whileotheronesarereceivedwellbyyou.Equally importantisthatyounowseethatTHEWAYYOUSAYSOMETHINGcanbeasimportantasWHAT ISSAID.Unfortunately,weallhaveatendencytocommunicateinthemannerthatweliketo hearsomething,insteadofthemethodanotherpersonprefers. YourstyleispredominatelyaCstyle,whichmeansthatyoupreferreceivinginformation thatgivesyouenoughdetailstomakeaninformeddecision.But,whentransferringthatsame informationtoaclientorcoworker,youmayneedtotranslatethatintogivingthemjusttheend results,oreventellingtheminamannerthatismoreexperientialandlessdetailoriented.More detailmaynotnecessarilybebetterwhencommunicatingtosomeotherpersonalitystyles. Thisnextsectionofthereportdealswithhowyourstylecommunicateswiththeotherthree dominantstyles.Certainstyleshaveanaturaltendencytocommunicatewell,whilecertainother stylesseemtobespeakingdifferentlanguagesalltogether.Sinceyouarealreadyadeptat speakingyournativelanguage,wewillexaminehowtobestcommunicateandrelatetothe otherthreedominantlanguagespeoplewillbeusing. ThisnextsectionisparticularlyusefulforadominantCstyleasyoumayhavethetendencyto givemanyfactsanddetails,whileothersaremakingdecisionsbasedmoreontheirgut reaction,orononeortwoofthemostimportantdetails. TheCompatibilityofYourBehavioralStyle ACandaDmustbecarefulnotbecometoodetailorientedortoodemanding,respectively. However,aCprovidesthedetailattentiontheDneeds,butmustremembertoanswerbased onwhattheendresultwillberatherthantalkabouttheprocess. TheCandtheIworkwelltogetherastheirstrengthstendtocomplementoneanother.In relationshipstherecansometimesbeconflictsastheCismoredetailorientedandhaslessofa needtobeconstantlyinvolvedinneworchangingsocialenvironments. TheCandtheScomplementeachotherandworkwelltogether,aseachstyleprefersto workatapacethatprovidesforaccuracy.Also,bothstylesliketoworkonsomethingtogether untilcompletion,whiletheIandtheDhaveatendencytomultitaskratherthanfocusonone areauntilcompletion. TwoCsworkwelltogetherandalsoarecompatiblesociallyasbothwillwanttomakedecisions andchoicesbasedoncarefulselection.
DISCwithTEAMS&Values
Communicatingwithothers
Speechisthemirror ofthesoulasaman speaks,soishe.PubliliusSyros
CommunicationTips2011,PeopleKeys,Inc.
DISCwithTEAMS&Values
compatibilityofyourbehavioralstyleHowtheCCanEnhanceInteractionwithEachStyle
CommunicationTipscompatibilityofyourbehavioralstyleHowtheCCanEnhanceInteractionwithEachStyle CwithD C'stendtoviewHighD'sasargumentative,dictatorial,arrogant,pushyandimpetuous.Your tendencywillbetobecomedefensive,andrefertoanexternalauthoritytodeflecttheD's demands.Ifyouarenotcareful,therewillbetensionintherelationship.You'llfocusondetails whiletheDseesonlythebigpicture.
DISCwithTEAMS&Values
Enhance
RelationshipTip: Developdirectcommunicationandlearntodealwithissuesinastraightforwardmanner. Negotiatecommitmentsandgoalsonanequalbasis.Usesummarydataincommunication. CwithI YouwilltendtoviewtheHighIasegotistical,superficial,overlyoptimistic,glib,overlyself assuredandinattentive.YoumayviewI'sasoverbearing,andappealtoexternalauthorityto deflecttheirdemands,too.You'lltendtopointoutpossibledangersandproblemsandwillinsist onprovidingfactsanddetailsbutdon'toverwhelmtheIwithdata. RelationshipTip: Befriendlyandcomplimentary,I'strulydesirerelationshipsandarenotassuperficialasyou believethemtobe.Listentotheirideasandapplaudtheiraccomplishments. CwithS C'swilltendtoviewS'sasimpassive,apathetic,tooaccepting,lenient,possessive,complacent andnonchalant.YouwillagreewithS'sontheimportanceofcooperationandtheneedfor cautioninthefaceofrisk,especiallywhenmakingdecisionsbutyou'lllikelyfeelthattheSisnot preciseenough. RelationshipTip: S'sappreciatearelaxed,slowlydevelopingrelationship,buttheywillfocusmoreonthepersonal aspectsthanyouwill.Allowyourselftoappreciatepersonaldetails.Also,showappreciationfor tasksthatarewelldonebypraisingthem,nottheaccomplishment. CwithC YouwillmostlikelyviewotherC'sasperfectionistswhoareaccurate,thorough,systematicand agreeable.Sinceyoubothfavorattentiontodetail,youwillworkwelltogether.Whenworking withanotherC,youwilleachtendtocooperateanddevelopextensivecontrolsystemsfor projects.HighC'softenallowtheirconcernforbeingcorrectoverridetheirconcernformeeting deadlinesandtwoC'swillfrequentlycompetetoseewhoismorecorrect. RelationshipTip: Benaturalandgoataslowpacetalkaboutfactsanddetails.Becertaintoremoveanyapparent threatstoyourrelationship.Plancarefullyandbewellpreparedformeetingswithoneanother. Acceptandencourageoneanother'sdoubtsandquestions.Becertainthatyougiveeachother ampletimetoconsiderdatabeforeaskingfordecisions.
Communication
Communicationworks forthosewhoworkat it.JohnPowell
Communication2011,PeopleKeys,Inc.
DISCwithTEAMS&Values
worksheet
CommunicationworksheetCommunicationTipsWorksheetChangesinyourgraphsindicateyourcopingmethods.Thehumanpersonalityisprofoundly influencedbychangesinourenvironment.Typically,peoplechangesignificantlyfromgraphone tographtwoasaresultofstressorsorenvironmentalchanges.Recognizingthedifferencesor changesbetweenthesetwographshelpsusunderstandourinstinctivecopingmechanism,and indicateshowtobetteradaptinthefuture. Instructions:Eachofyourgraphsilluminatesdifferentaspectsofyourpersonality.Acloserlookat thosechangesrevealsvaluableinsights.Pleaserefertobothgraphs(ifnecessary,referencedata throughoutyourprofile).ComparetheD,I,S,andCpointsongraphsoneandtwo.Finally,read theanalysisofyouranswers,andconsiderhowyourenvironmentaffectsyourdecisions, motivations,actionsandverbalmessages.
DISCwithTEAMS&Values
Communicationworksheet
DChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourDhigherorlowerthantheDin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresmorecontrolinstressfulsituations.IftheDgoesupconsiderably,youcanbecomevery controllingwhenyoubecomestressed.Alowervalueindicatessomeonewhodesireslesscontrol instressfulsituations.IftheDgoesdownconsiderably,youmaywantsomeoneelsetoleadyou andyouwillfollow.
Thebasicbuilding blockofgood communicationisthe feelingthatevery humanbeingis uniqueandofvalue.Unknown
IChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourIhigherorlowerthantheIin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresmoresocialinfluenceinstressfulsituations.IftheIgoesupconsiderably,youmaytryto useyourcommunicationskillstosmooththingsout.Alowervalueindicatessomeonewhodesires lesssocialinfluenceinstressfulsituations.IftheIgoesdownconsiderably,yourelylessonverbal meanstocometoaresolution.
SChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourShigherorlowerthantheSin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresamoresecureenvironmentinstressfulsituations.IftheSgoesupconsiderably,youmay tendtoavoidanyconflictandwaituntilamorefavorableenvironmentisavailablebeforemaking anychanges.Alowervalueindicatessomeonewhodesiresalesssecureenvironmentinstressful situations.IftheSgoesdownconsiderably,youbecomemoreimpulsiveinyourdecisionmaking.
CChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourChigherorlowerthantheCin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresmoreinformationbeforemakingadecisioninstressfulsituations.IftheCgoesup considerably,youwillprobablynotwanttomakeadecisionuntilyouhavesignificantlymore information.Alowervalueindicatessomeonewhodesireslessinformationbeforemaking decisionsinstressfulsituations.IftheCgoesdownconsiderably,youmaymakedecisionsbased moreongutfeelings. Whichoneofyourpointsmakesthemostdramaticmoveupordown?Whatdoesthat tellyouabouthowyoureacttopressure? Howcouldyourcopingmethodhelporhinderyouinmakingdecisions?Howcanyou usethisinformationtohelpyouseepossibleblindspotsinyourreactiontopressure?
2011,PeopleKeys,Inc.
IntroductiontoyourTEAMSStyle Report
YourTEAMSStyleisameasureofyourthinkingandtaskpreferences.TheTEAMSProfilelooksatthewaypeoplethinkandfunctionbest
Howcouldyourcopingmethodhelporhinderyouinmakingdecisions?Howcanyou usethisinformationtohelpyouseepossibleblindspotsinyourreactiontopressure?
IntroductiontoyourTEAMSStyle ReportYourTEAMSStyleisameasureofyourthinkingandtaskpreferences.TheTEAMSProfilelooksatthewaypeoplethinkandfunctionbest inagrouporteamenvironment.TheTEAMSProfilebreaksdownthecorefunctionsofagroupintofivekeyrolespreformedbythegroup tocarryouttasksandaccomplishgoals.Thetitlesoftherolesare: l l l l l
T=Theorist E=Executor A=Analyzer M=Manager S=Strategist
TheTEAMSProfiledoesnotmeasureability,butratherpreferencesfortherolesandkeyactivitiespreformed.Whenpeopleareplacedin theirareaofpreference,productivityandjobsatisfactionincreasesandstressisreduced.ThesloganTogetherEveryoneAchievesMore isnotonlycatchy,itisthepremiseforteamdevelopment.Astrongteamisformedofcomplementaryroles,notconflictingroles.Utilizing allfiveroleshasproventoworkbesttogetthejobdone.
TEAMSStyleOverview Theoristl l l
Executorl l l
Analyzerl l l
Creator Visionary IdeaProvider Managerl l l
Procedural Implementer StandardsSetter
Practical Organizer RefinerofMethods
Strategistl l l
Balancer Diplomat Facilitator
GoalSetter PlanBuilder ProblemSolver
CharacteristicsofeachTEAMSStyle Theoristl l l
Creativeproblemsolvers Theirabilitytothinkoutsidetheboxtocreategoals,processes,andtimelines Theteammemberthatgeneratesideas,models,andhypothesis
Executorl l l
Doingthingsaccordingtoplananddoingthemwell Valuedforbeingactionoriented,organized,anddependable Theteammemberthatimplementstheideas,programs,andsolutionsdevelopedbytheteam
Analyzer
2011,PeopleKeys,Inc. Accuracy,qualitycontrol,analytical ll l
Theysethighstandardsandweightheriskvs.potentialreward Theteammemberthatisalwaysthinkingofqualityandrefinementoftheprocessorprogram
l l
Diplomat Facilitator
l l
PlanBuilder ProblemSolver
CharacteristicsofeachTEAMSStyle Theoristl l l
Creativeproblemsolvers Theirabilitytothinkoutsidetheboxtocreategoals,processes,andtimelines Theteammemberthatgeneratesideas,models,andhypothesis
Executorl l l
Doingthingsaccordingtoplananddoingthemwell Valuedforbeingactionoriented,organized,anddependable Theteammemberthatimplementstheideas,programs,andsolutionsdevelopedbytheteam
Analyzerl l l
Accuracy,qualitycontrol,analytical Theysethighstandardsandweightheriskvs.potentialreward Theteammemberthatisalwaysthinkingofqualityandrefinementoftheprocessorprogram
Managerl l l
Diplomatic,balancedapproachtoproblemsolving Theabilitytoseeaprojectfromallthedifferentteammembersviewpoints Theteammemberthatfacilitatesandbalancestheneedsofindividuals
Strategistl l l
Simplifyconcepts,marketideas,providesolutions Findingwaystopushideasandovercomeobstacles Theteammemberthatidentifiesandsimplifiesideastoformastrategyandmarketconcepts
PotentialLimitationsofeachTEAMSStyle Theoristl
ThehighertheTheoristStyle,thegreaterthechanceforgeneratingnewideasratherthanfocusing oncompletionoftasks.
Executorl
ThehighertheExecutorStyle,thegreatertheneedforclearlydefinedprocessesandgoalsinorder tobeeffective.
Analyzerl
ThehighertheAnalyzerStyle,thegreaterthechanceofbecomingboggeddowninthedetailsofthe projectandlosingsightofthegoal.
2011,PeopleKeys,Inc.l
Manager
ThehighertheManagerStyle,thegreaterthechancefornotbalancingneedsequallyandlosing sightofprioritiesneededtomeetgoals.
l l
Findingwaystopushideasandovercomeobstacles Theteammemberthatidentifiesandsimplifiesideastoformastrategyandmarketconcepts
PotentialLimitationsofeachTEAMSStyle Theoristl
ThehighertheTheoristStyle,thegreaterthechanceforgeneratingnewideasratherthanfocusing oncompletionoftasks.
Executorl
ThehighertheExecutorStyle,thegreatertheneedforclearlydefinedprocessesandgoalsinorder tobeeffective.
Analyzerl
ThehighertheAnalyzerStyle,thegreaterthechanceofbecomingboggeddowninthedetailsofthe projectandlosingsightofthegoal.
Managerl
ThehighertheManagerStyle,thegreaterthechancefornotbalancingneedsequallyandlosing sightofprioritiesneededtomeetgoals.
Strategistl
ThehighertheStrategistStyle,thegreaterthechanceofputtingtoohighofexpectancyonothersor overinflatingbenefits/solutions.
ThePerformancePyramid helpingleadersmakeinformeddecisionsabouthumancapital:aproven approachFordecades,consultantsfromTheInstituteforMotivationalLiving,Inc.haveworkedwithawidevarietyoforganizations,corporations, andgovernmententitiesintheareaofstrategicplanning,personalinteraction,conflictresolution,hiring,trainingandmanaging.By focusinguponthecompanysgreatestasset,PEOPLE,wehaveimprovedcommunication,productivity,revenue,marketshareandhelped companiesstaycompetitive.ThePerformancePyramidshowstheinterdependentlinksbetweenthethreeassessmentsusedtofilter, hire,trainandmanageincompaniestoday(DISC,Values,andTEAMS).Theinformationidentifiedbytheseassessmentshelpsguide criticaldecisionsinallaspectsoftheworkplace.ExperiencethebenefitsofThePerformancePyramidonlineatwww.PeopleKeys.com.
ThePerformancePyramid
TEAMSTasks,Roles
Service+
Excellence+
=LEADERSHIP
2011,PeopleKeys,Inc. Communication,Relationships
DISC
ValuesIntegrity+ Ideals,Motivators
l
ThehighertheStrategistStyle,thegreaterthechanceofputtingtoohighofexpectancyonothersor overinflatingbenefits/solutions.
ThePerformancePyramid helpingleadersmakeinformeddecisionsabouthumancapital:aproven approachFordecades,consultantsfromTheInstituteforMotivationalLiving,Inc.haveworkedwithawidevarietyoforganizations,corporations, andgovernmententitiesintheareaofstrategicplanning,personalinteraction,conflictresolution,hiring,trainingandmanaging.By focusinguponthecompanysgreatestasset,PEOPLE,wehaveimprovedcommunication,productivity,revenue,marketshareandhelped companiesstaycompetitive.ThePerformancePyramidshowstheinterdependentlinksbetweenthethreeassessmentsusedtofilter, hire,trainandmanageincompaniestoday(DISC,Values,andTEAMS).Theinformationidentifiedbytheseassessmentshelpsguide criticaldecisionsinallaspectsoftheworkplace.ExperiencethebenefitsofThePerformancePyramidonlineatwww.PeopleKeys.com.
ThePerformancePyramid
TEAMSTasks,Roles
Service+
Excellence+
=LEADERSHIP
DISCCommunication,Relationships Integrity+
ValuesIdeals,Motivators
TEAMSStyleWorkingwithinateamDISCwith'steamrolepreferencesHighStyle:StrategistTheStrategististhememberoftheteamwhoidentifiesnewconceptsandideasintheirearly stages,anddevelopsthestrategybehindtheirimplementation.Strategistshaveanintrinsicgrasp ofhowtomarketconcepts,howtoappealtoabroadrangeofindividuals,andhowto strategicallyplaceaconceptinitsbestlighttoachievethegreatestpossibleendresult.Theytend tobeverytaskoriented,butenjoypeopleaswell.Strategistsareoftenverygoodatrecruiting theytendtobefriendlyandoutgoing,butalsoliketoseetasksdoneproperly.Theyinfluence otherswithexcellentpeopleskillsandwiththeabilitytoreasonandbelogical.Strategistsarenot afraidtostandupandtakechargeifnecessary.Theyarenotbystanders,butareconstantly involvedinsomeaspectoftheproject.Strategistscombinetheirpreviousexperiencewiththeir knowledgeofpeopletodevelopcreativewaysofgettingthemostbenefitfromaprojectoridea. TheabilitytosimplifyanideaorprocessisakeystrengthofaStrategist.Theywillinteract exceptionallywellwithTheorists,ManagersandAnalyzersastheycreatetheirplans. TheStrategistisahighlycreativeproblemsolverwithaninherentabilitytocompareandcontrast alargenumberofideastodeterminetheirlongtermimplications.Frequentlypowerful communicators,theytendtobeexcellentencouragersandstrongleaders.Strategistsmotivate otherstoachieve,drawingoutthebestinotherteammembers.Theirabilitytoexplainthings clearlyandconciselymakesthemconvincingspokespersons.Theyarepowerfulnegotiators,and 2011,PeopleKeys,Inc. areabletomakeveryaccurateassessmentsofsituations. Strategistsareperceivedbymostmembersoftheteamasgreatleaders,wellspokenand decisive.Theynaturallycommandtherespectandattentionofothers.Peoplefollowthem becauseoftheircharismaandenthusiasm.WhileStrategistsmaysometimesseemabit
DISCwithTEAMS&Values
TEAMSStyleWorkingwithinateam
Wellconstructed teamsproduceresults andhaveaflowof energyandideasthat areeasytosee. Forateamtohave life,andfortasksto beaccomplished, properpositioningof teammembersis critical.
TEAMSStyleWorkingwithinateamDISCwith'steamrolepreferencesHighStyle:StrategistTheStrategististhememberoftheteamwhoidentifiesnewconceptsandideasintheirearly stages,anddevelopsthestrategybehindtheirimplementation.Strategistshaveanintrinsicgrasp ofhowtomarketconcepts,howtoappealtoabroadrangeofindividuals,andhowto strategicallyplaceaconceptinitsbestlighttoachievethegreatestpossibleendresult.Theytend tobeverytaskoriented,butenjoypeopleaswell.Strategistsareoftenverygoodatrecruiting theytendtobefriendlyandoutgoing,butalsoliketoseetasksdoneproperly.Theyinfluence otherswithexcellentpeopleskillsandwiththeabilitytoreasonandbelogical.Strategistsarenot afraidtostandupandtakechargeifnecessary.Theyarenotbystanders,butareconstantly involvedinsomeaspectoftheproject.Strategistscombinetheirpreviousexperiencewiththeir knowledgeofpeopletodevelopcreativewaysofgettingthemostbenefitfromaprojectoridea. TheabilitytosimplifyanideaorprocessisakeystrengthofaStrategist.Theywillinteract exceptionallywellwithTheorists,ManagersandAnalyzersastheycreatetheirplans. TheStrategistisahighlycreativeproblemsolverwithaninherentabilitytocompareandcontrast alargenumberofideastodeterminetheirlongtermimplications.Frequentlypowerful communicators,theytendtobeexcellentencouragersandstrongleaders.Strategistsmotivate otherstoachieve,drawingoutthebestinotherteammembers.Theirabilitytoexplainthings clearlyandconciselymakesthemconvincingspokespersons.Theyarepowerfulnegotiators,and areabletomakeveryaccurateassessmentsofsituations. Strategistsareperceivedbymostmembersoftheteamasgreatleaders,wellspokenand decisive.Theynaturallycommandtherespectandattentionofothers.Peoplefollowthem becauseoftheircharismaandenthusiasm.WhileStrategistsmaysometimesseemabit aggressive,theirfairnessandpeopleskillskeepcommunicationflowing. TheStrategistmayseemdomineeringandcool,sometimeslosingsightofthepeopleand focusingonthetask.Strategistsreallywantothersinvolvedintheirprojects,butmayforget aboutwhatotherswant.Theyneedtolistenmoreandthinkaboutwhatothersaroundthemmay need.Strategistssometimesappearinconsistentorflightyduetotheirtendencytomoverapidly fromoneconcepttoanother,butitispreciselythisrapidmovementthatallowsthemtoconsider thestrategicimplicationsofagivenscenario.
DISCwithTEAMS&Values
TEAMSStyleWorkingwithinateam
Wellconstructed teamsproduceresults andhaveaflowof energyandideasthat areeasytosee. Forateamtohave life,andfortasksto beaccomplished, properpositioningof teammembersis critical.
TEAMSStyle2011,PeopleKeys,Inc.
DISCwithTEAMS&Values
Continued
TEAMSStyleContinuedSecondHighestStyle:ExecutorTheExecutoristhememberoftheteamwhoimplementstheideas,programs,solutionsand initiativesdevelopedbytheteam.Theyconcernthemselveswiththeprocessofcarryingoutand completingthetasksthatneedtobedone.Executorswillclarifyallexpectationsandprocedures beforeundertakingnewprojects,andwillappreciatetheproceduresbeinginplacebeforethey begintoworkonthem.Oncetheyunderstandtheprocess,andhavetakentheopportunityto observetheresultsandcomparethemwithpreviousprojects,Executorsareinvaluablesources ofinformationformakingbeneficialchangestotheprocess.ThisisbecauseExecutorsoftenhave anextremelyclearunderstandingoftheelementsthatmakeuptheprocess,andareexcellent sourcesofinformationonbottlenecks,breakdowns,stoppages,etc.Insharingprocess information,Executorsmayprovidesomeideasregardingprocessimprovement,buttheydonot typicallyseethemselvesasthesourcefornewideasinthegroup.However,theExecutorwill frequentlyfeeluncomfortablevolunteeringinformationleadingtoproceduralchange,sooneof theotherteammemberswillneedtoinquire,preferablyinanonthreateningmanner.The Executorwillbeconcernedaboutperformingassignedtaskscorrectlyandmaytakecriticism personally.Also,Executorsdonotcharacteristicallyseethemselvesas"leaders,"andprefernot toholdleadershiproles. Executorsarevaluedfortheirprecisionandaccuracy,andothersknowtheycancountonthem. Theirmottois,"Dothingsaccordingtoplan."Theysetpersonalstandardsforexcellencethat oftenexceedothersstandards,buthavetheabilitytocarrythosestandardsintotheproduction process.Whenfacedwithproceduralissues,theyareabletosolvethemlogicallyand methodically.Theyarenaturalsatputtingthe"finishingtouches"onaproject. Theirsystematic,detailorientedapproachtooperationsisthecorestrengthoftheExecutor.This approachoftenallowsthemtoseeimpendingproblemsbeforeothersmight,andprovide informationtobetteraccomplishthetask. TheExecutortendstoadopta"waitandsee"attitude,ratherthantakingchargeofasituation. Seekingtheirinputatregularintervalsisimportant.Also,Executorsneedclearlydefined processesandgoalsinordertobeeffective.
DISCwithTEAMS&Values
TEAMSStyleWorkingwithinateam
Wellconstructed teamsproduceresults andhaveaflowof energyandideasthat areeasytosee. Forateamtohave life,andfortasksto beaccomplished, properpositioningof teammembersis critical.
2011,PeopleKeys,Inc.
IntroductiontoyourValuesStyle Report
YourValuesStyleisameasureofyouridealsandhiddenmotivators.TheValuesProfilelooksattheunderlyingandhiddenmotivators
IntroductiontoyourValuesStyle ReportYourValuesStyleisameasureofyouridealsandhiddenmotivators.TheValuesProfilelooksattheunderlyingandhiddenmotivators thataffectbehavior.WherePersonalityStyle(DISC)isobservableandpersonalityissuescanberesolvedwithsomeeffort,ValuesStyles arenotasobservableoreasilyresolved.Valuesarehiddenandingraineddeepinoursubconscious.TheValuesProfileassessesan individualsneedtohavefourcorevaluesmetinhis/herlife.AllpeoplesharethefollowingfourValuesStylesinvaryingdegreesof intensity. l l l l
L=Loyalty E=Equality P=PersonalFreedom J=Justice
KnowledgeofValuesStylescanhelppeoplebecomemoretolerantofindividualdifferencestoreduceconflictandincreaseunderstanding. Intheworkplace,longtermretentionissuescanbeinfluencedwhenspecificjobvaluesrequirementscorrelatewithanapplicants personalvalues.HiringmanagershavefoundknowledgeofaprospectsValuesStylescriticaltohiringdecisions.
ValuesStyleOverview Loyaltyl l l l
Traditions Relationships ServingOthers ResponsibleLiving
Equalityl l l l
Respect Tolerance Individuality FairnesstoAll
PersonalFreedoml l l l
Opportunity SelfFulfillment ChallengeNorms PersonalCreativity
Justicel l l l
Honesty SenseofRight CommonGoals WinWinSituations
ThischartbelowhelpsputthefourValuesStylesintoperspective. 2011,PeopleKeys,Inc. Focus Loyalty Traditions Equality Selfexpression PersonalFreedom SelfFulfillment Justice Innerhonesty
l l
CommonGoals WinWinSituations
ThischartbelowhelpsputthefourValuesStylesintoperspective. Focus Outlook Goal Fear WorkStyle Loyalty Traditions Recognizesauthority ResponsibleLiving Disloyaltyto beliefs/people Meaningfulinvolvement Equality Selfexpression Friendlyrelationships Selfassertion& happiness Innerconflict/inequality Sociallyacceptable PersonalFreedom SelfFulfillment Personalgoals& aspirations Selfsatisfaction Lossofpersonalwell being Selfexpressed individuality Justice Innerhonesty Commongood Acceptanceintogroup Lackofpersonal harmony Personalinvolvement
PotentialLimitationsofEachStyle Loyaltyl
ThehighertheLoyaltyValue,thegreaterthechanceof beinglockedintoacertainpatternofthinking.
Equalityl
ThehighertheEqualityValue,thegreaterthechance oflosingtrackofdaytodayresponsibilities.
PersonalFreedoml
ThehigherthePersonalFreedomValue,thegreater thechanceofwinlosesituationsdeveloping.
Justicel
ThehighertheJusticeValue,thegreaterthechanceof overestimatingpersonalenergiesandresources.
AnicebergisagoodanalogytodescribeValues StylesandhowtheyinfluencePersonalityStyle. Personalityandbehavioraretheareasofthe icebergwecanobserve,whilevaluesarehidden underthesurfaceinformingourdecisionsand drivingouractions.
VALUESStyleInternalMotivationalCharacteristicsDISCwith'sHiddenMotivatorsHighStyle:PersonalFreedomThecharacteristicsofindividualswithahighPersonalFreedomvaluesstyleare:l
DISCwithTEAMS&Values
Challengingorquestioningtheexistingsystems,rules,standards,andproceduresinorder toincreasetheboundariesofpersonalfreedom. Seekingselfpreservationandsatisfactionthroughtheaccomplishmentsofpersonalgoals.
VALUESStyleInternalMotivators
l l
Preventingthelossofpersonalwellbeing. 2011,PeopleKeys,Inc. Expressingenergythroughcreative,untestedandnonconventionalideas. l l
Focus:Selffulfillment
Anicebergisagood analogytodescribe ValuesStylesandhow theyinfluence
l
ThehighertheJusticeValue,thegreaterthechanceof overestimatingpersonalenergiesandresources.
icebergwecanobserve,whilevaluesarehidden underthesurfaceinformingourdecisionsand drivingouractions.
VALUESStyleInternalMotivationalCharacteristicsDISCwith'sHiddenMotivatorsHighStyle:PersonalFreedomThecharacteristicsofindividualswithahighPersonalFreedomvaluesstyleare:l
DISCwithTEAMS&Values
Challengingorquestioningtheexistingsystems,rules,standards,andproceduresinorder toincreasetheboundariesofpersonalfreedom. Seekingselfpreservationandsatisfactionthroughtheaccomplishmentsofpersonalgoals. Preventingthelossofpersonalwellbeing. Expressingenergythroughcreative,untestedandnonconventionalideas.
VALUESStyleInternalMotivators
l l l
l l l l l
Focus:Selffulfillment Outlook:Seekspersonalgoalsandaspirations Goal:Selfsatisfaction Fear:Lossofpersonalwellbeing Workstyle:Selfexpressedindividuality
ThemoreenergyexpendedtowardsPersonalFreedom,thegreaterthechanceofwin/lose situationsdeveloping. ApersonwithaPersonalFreedomvaluesstyleislikelytosay:l l l l l l
Anicebergisagood analogytodescribe ValuesStylesandhow theyinfluence PersonalityStyle. Personalityand behavioraretheareas oftheicebergwecan observe,whilevalues arehiddenunderthe surfaceinformingour decisionsanddriving ouractions.
Itakeactioninordertobeemotionallyandpsychologicallysecure. Ienjoyhavingenoughcontrolofsituationsto"doitmyway." PeoplemaysayIamanonconformist. Iprefertoexhibitmyownstyleratherthanfollowfadsandtrends. Idontmindchallengingthingsthatconflictwithmyviewpoint. Itendtofocusonmypursuitofvariouslifeexperiences. ApersonwithaPersonalFreedomvaluesstyleislikelytohaveapersonalgoalofself preservationandpersonalcomfortachievedbytakingcareofpersonalinterestsfirst.They sometimesgetinvolvedinwinloseorevenloselosesituations.WithahighPersonal Freedomvaluesstyle,onecanbecomemoreeffectivebydevelopingTOLERANCEFOR OTHERSandCOMMITMENTTOCOMMONGOALS.Theymayachievethisbyasking themselvesthesequestions:
"WhatcanIsuggestthatwillmakethingsbetterformyselfwithoutmakingthings worseforothers?" "Howdomygoalsfitintothemissionorproject?"
VALUESStyle2011,PeopleKeys,Inc.
DISCwithTEAMS&Values
Continued
VALUESStyleContinuedSecondHighestStyle:EqualityThecharacteristicsofindividualswithahighEqualityvaluesstyleare:l l l
DISCwithTEAMS&Values
Focusingonrespectingtheindividualityofothersaswellasself. Respectingindividualbeliefs. Searchingforpersonalfulfillmentandmakingopportunitiesformeaningfulcommunication withothers. Avoidinginnerconflicts. Stretchingtherulesandexpectationswithinsafeboundariesinsearchofpersonal satisfaction.VALUESStyleInternalMotivators
l l
l l l l l
Focus:Selfexpression Outlook:Seeksfriendlyrelationshipswiththefreedomtobethemselves Goal:Selfassertionandhappiness Fear:Innerconflictinequality Workstyle:Sociallyacceptableindividuality
ThemoreenergyexpendedtowardsEquality,thegreaterthechanceoflosingtrackofdaytoday responsibilities. ApersonwithanEqualityvaluesstyleislikelytosay:l
Iampreparedtoovercomeobstaclesinordertoobtainpersonalsatisfactionand fulfillment. Itisveryimportanttometorespectthefeelingsandviewpointsofothers. Idislikerulesandregulationsthatconflictwithmypersonalfeelingsorthatappeartobe unfair. Iseekoutpositiverolemodels. Iamopentonewchallengesandmethods,aslongastheydonotrestrictme. Iseekabalancebetweenconformityandfreedom. ApersonwithanEqualityvaluesstyleislikelytohaveapersonalgoalofattaining increasedhappinessbybeingallowedtoexpresstheiropinionsandassertingtheirrightto findfulfillmentinlife'sambitions.Theysometimesmaylosetrackofthedaytoday responsibilitiesthatmustbemet.Othersmayperceivethemasnoncommittedor compromisingunderstress.WithahighEqualityvaluestyle,onecanbecomemore effectivebydevelopingOBJECTIVITYandREALISTICGOALSETTING.Theycandothisby askingthemselvesthesequestions:
Anicebergisagood analogytodescribe ValuesStylesandhow theyinfluence PersonalityStyle. Personalityand behavioraretheareas oftheicebergwecan observe,whilevalues arehiddenunderthe surfaceinformingour decisionsanddriving ouractions.
l l
l l l
"WhatideascanIsuggest?""Whatwillothersthink?" "InwhatwaycanIbeinvolvedthatwillmakethingsevenbetterforeveryone?"
ScoringData2011,PeopleKeys,Inc.
DISCwithTEAMS&Values
graphpage
ScoringDatagraphpage
DISCwithTEAMS&Values
TemperamentStyleGraphs
PublicPerception
StressPerception
Mirror
D=1.02,I=0.93,S=1.3,C=0.26
D=0.47,I=3.07,S=3.92,C=3.71
D=0.22,I=2.87,S=2.8,C=2.84
TeamFocusGraph
WorkValuesGraph
T=12,E=32,A=29,M=29,S=48
L=20,E=27,P=30,J=23
GraphsExplanationPage
DISCwithTEAMS&Values
Eachofthethreegraphsrevealsadifferentsnapshotofbehavior,dependingontheconditionsoftheenvironment. Withinagivenenvironment,Graph1revealsthe"PublicSelf"Graph2displaysthe"PrivateSelf"andGraph3 portraysthe"PerceivedSelf." Thesethreegraphsorsnapshotsaredefinedindetailbelow. 2011,PeopleKeys,Inc.
Graph1Mask,PublicSelfBehaviorExpectedByOthers
GraphsExplanationPage
DISCwithTEAMS&Values
Eachofthethreegraphsrevealsadifferentsnapshotofbehavior,dependingontheconditionsoftheenvironment. Withinagivenenvironment,Graph1revealsthe"PublicSelf"Graph2displaysthe"PrivateSelf"andGraph3 portraysthe"PerceivedSelf." Thesethreegraphsorsnapshotsaredefinedindetailbelow.
Graph1Mask,PublicSelfBehaviorExpectedByOthers Everyoneactsaccordingtohowtheythinkotherpeopleexpectthemtoact.Thisbehavioristhepublicself,the personprojectedtoothers.Sometimes,thereisnodifferencebetweenthetruepersonandtheirpublicself. However,thepublicselfcanbeverydifferentfromthe"real"personitisamask.Graph1isgeneratedbythe "Most"choicesonThePersonalitySystem,andhasthegreatestpotentialforchange.
Graph2Core,PrivateSelfInstinctiveResponseToPressure Everyonehaslearnedresponsesfromthepast:consequently,thesearebehaviorswhichthepersonacceptsabout him/herself.Underpressureortension,theselearnedbehaviorsbecomeprominent.Thisisthegraphwhichisthe leastlikelytochangebecausethesearenaturalandingrainedresponses.Aperson'sbehaviorunderpressuremaybe drasticallydifferentthanhis/herbehaviorinGraphs1and3.
Graph3Mirror,PerceivedSelfSelfImage,SelfIdentity Everyoneenvisionshim/herselfinaparticularway.Graph3displaysthementalpicturethatonehasofhim/herself, theselfimageorselfidentity.Graph3combinesthelearnedresponsesfromone'spastwiththecurrentexpected behaviorfromtheenvironment.Changeinone'sperceptioncanoccur,butitisusuallygradualandbasedonthe changingdemandsofone'senvironment.
DifferentGraphsIndicateChangeorTransitionIfGraph1isdifferentthanGraph2,thedemandsoftheenvironmentareforcingbehaviorthatisnotcongruent withthecore,orinstinctivebehavior.Insuchasituation,apersontryingtomodifyhis/herbehaviortomeetthe demandsoftheenvironmentwillmostlikelyexperiencestress. IfGraph1isdifferentthanGraph2,butsimilartoGraph3,theindividualhasbeenabletosuccessfullyalterhis/her behaviortomeetthedemandsoftheenvironmentwithoutalteringhis/hercore.Thisindividualisprobablyfairly comfortablewiththebehaviorshowninGraph3(PerceivedSelf),andisprobablynotexperiencingstress. IfGraph1isdifferentthanGraph3,anindividualmaybeinaperiodofgrowth(andsomediscomfort)whilehe/she attemptstoalterbehaviortomeetthedemandsofanewenvironment.Aperson'sbehaviormayfluctuateduringthis periodofadjustment.
SimilarGraphsIndicateFewDemandsForChange2011,PeopleKeys,Inc. Anindividualwhoperceivesthecurrentdemandsoftheenvironment(Graph1)tobesimilartohis/herpast(Graph2)willhavelittleneedtochangehis/herselfperception(Graph3).Thismaybeduetoanyofthe followingfactors:
SimilarGraphsIndicateFewDemandsForChangeAnindividualwhoperceivesthecurrentdemandsoftheenvironment(Graph1)tobesimilartohis/herpast (Graph2)willhavelittleneedtochangehis/herselfperception(Graph3).Thismaybeduetoanyofthe followingfactors: Thebehaviordemandedbythepresentenvironmentissimilartodemandsinthepast. Thisindividualcontrolswhatothersdemandofhim/her. Thebehaviordemandedbythepresentenvironmentisdifferentthandemandsinthepast.However,insteadof alteringbehavior,thispersonhaschosentoaugmentstyle.Toaccomplishaugmentation,thisindividualhas surroundedhim/herselfwithpeopleofcomplimentarystyles,thuscreatingateamwithcombinedstrengths.
ActionPlanImprovingYourInterpersonalSkillsDISCwith'sActionPlanThisworksheetisatooltoenableeffectivecommunicationbetweenyouandotherswithwhom youinteractonaregularbasis.Thegoalistohelpyoumaximizeyourstrengthsandminimizethe effectsofpotentiallimitations.Itaddressesworkrelatedandgeneralcharacteristicsthatare commontoyourstyleasawhole,andisnotderiveddirectlyfromyourgraphs. Thissectiongivesyouanopportunitytositdownwithacoworker,employer,friend,spouse, etc.,andassessyourpersonalitystyle,gettingfeedbackfromsomeonewhoknowsyouwell. Althoughdoingsoisbeneficial,itisnotrequiredtohaveanyoneelsepresentwhilecompleting thissection.Ifyouchoosetogetfeedbackfromanother,youmayprintthereportanddosothat way.
DISCwithTEAMS&Values
ActionPlanImprovingYourInterpersonalSkills
Instructions:Step1:Theitemslistedbelowareareastoreflectuponbetweenyouandyourclosestcontacts. Afterprintingoutthisreport,givethispagetoanotherpersonwhoknowsyouwell(associate, teammember,teacher,familymember,friend)andaskthemtoreadeachitem.Theyshould considerwhetherornottheyperceivetheitemtodescribeyourtraits.Then,checkeitherYesor Nobesideeachitem.Opendialogueisencouragedandanyblindspots(areasofyourpersonality thatyouareblindto)shouldbediscussed.Sincecommunicationisatwowaystreet,itis recommendedthattwopeoplecompleteoneanother'sworksheets. Competentandsteady Needsadditionalselfmotivation Difficultystartingtasks Sometimescarelessorinefficient Discouragesothersideas Punctual/scheduleaware Preoccupiedwithimperfectionsin self/others Peacefulanddiplomatic Goodadministrativeability Avoidsconflicts/confrontation Goodunderpressure Findstheeasyway Overlooksothersfeelings Persistentandthorough Hesitanttostartprojects Orderlyandorganized Prefersanalysistowork 2011,PeopleKeys,Inc. Creativeandresourceful Excessiveplanningtime Seestheproblems/findssolutions
Amanisbuta productofhis thoughts.Whathe thinks,hebecomes.MahatmaGandhi
alteringbehavior,thispersonhaschosentoaugmentstyle.Toaccomplishaugmentation,thisindividualhas surroundedhim/herselfwithpeopleofcomplimentarystyles,thuscreatingateamwithcombinedstrengths.
ActionPlanImprovingYourInterpersonalSkillsDISCwith'sActionPlanThisworksheetisatooltoenableeffectivecommunicationbetweenyouandotherswithwhom youinteractonaregularbasis.Thegoalistohelpyoumaximizeyourstrengthsandminimizethe effectsofpotentiallimitations.Itaddressesworkrelatedandgeneralcharacteristicsthatare commontoyourstyleasawhole,andisnotderiveddirectlyfromyourgraphs. Thissectiongivesyouanopportunitytositdownwithacoworker,employer,friend,spouse, etc.,andassessyourpersonalitystyle,gettingfeedbackfromsomeonewhoknowsyouwell. Althoughdoingsoisbeneficial,itisnotrequiredtohaveanyoneelsepresentwhilecompleting thissection.Ifyouchoosetogetfeedbackfromanother,youmayprintthereportanddosothat way.
DISCwithTEAMS&Values
ActionPlanImprovingYourInterpersonalSkills
Instructions:Step1:Theitemslistedbelowareareastoreflectuponbetweenyouandyourclosestcontacts. Afterprintingoutthisreport,givethispagetoanotherpersonwhoknowsyouwell(associate, teammember,teacher,familymember,friend)andaskthemtoreadeachitem.Theyshould considerwhetherornottheyperceivetheitemtodescribeyourtraits.Then,checkeitherYesor Nobesideeachitem.Opendialogueisencouragedandanyblindspots(areasofyourpersonality thatyouareblindto)shouldbediscussed.Sincecommunicationisatwowaystreet,itis recommendedthattwopeoplecompleteoneanother'sworksheets. Competentandsteady Needsadditionalselfmotivation Difficultystartingtasks Sometimescarelessorinefficient Discouragesothersideas Punctual/scheduleaware Preoccupiedwithimperfectionsin self/others Peacefulanddiplomatic Goodadministrativeability Avoidsconflicts/confrontation Goodunderpressure Findstheeasyway Overlooksothersfeelings Persistentandthorough Hesitanttostartprojects Orderlyandorganized Prefersanalysistowork Creativeandresourceful Excessiveplanningtime Seestheproblems/findssolutions
Amanisbuta productofhis thoughts.Whathe thinks,hebecomes.MahatmaGandhi
ActionPlan2011,PeopleKeys,Inc.
DISCwithTEAMS&Values
Continued
Step2:Now,selectthethreeitemsthatwouldbenefitthemostfromfocusedattention.Discuss
ActionPlanContinuedStep2:Now,selectthethreeitemsthatwouldbenefitthemostfromfocusedattention.Discuss anddeterminespecificoutcomesandareasonabletimeframefortheirachievement.Writethe detailsinthespacesprovided,alongwithnoteshelpfultoachievingspecificoutcomes.Setadate 6090daysfromnowforadiscussionwithyourcontacttoreviewyourprogress.Thepersonwho workswithyouonthisisimportanttoyourgrowthandshouldhelpyoustayaccountabletoyour plan. 1. ThefirstitemuponwhichIwillfocus:
DISCwithTEAMS&Values
ActionPlan
ReviewDate: SpecificactionsIwilltakeonthisiteminthenext60to90days: Specificstoaddress
ImprovingYourInterpersonalSkills
Wecontinuetoshape ourpersonalityallour life.Ifweknow ourselfperfectly,we shoulddie.AlbertCamus
2.
TheseconditemuponwhichIwillfocus:
ReviewDate: SpecificactionsIwilltakeonthisiteminthenext60to90days: Specificstoaddress
3.
ThethirditemuponwhichIwillfocus:
ReviewDate: SpecificactionsIwilltakeonthisiteminthenext60to90days: Specificstoaddress
2011,PeopleKeys,Inc.