Jamie Jackson

Business Leadership

Course 5453.50

Personal Leadership Development Plan

Dr. Kerry S. Webb

SECTION ONE: SELF AWARENESS

According to the DISC assessment I am an S-Style. A short description of the S-Style is S-styles

are calm, helpful, patient, and modest and laid back. They are eager to help, loyal and often make

excellent team players. S-styles tend to be patient listeners, trustworthy, and balanced between

tasks and people. They are very persistent. S-styles need stability and security and, therefore,

need help with change. They may be too willing to pitch in and at times are taken advantage of.

Others may perceive S-styles as too slow, stuck on the status quo, indecisive, stubborn and even

quietly resentful. An S-Style does not get easily excited, listens carefully, nods and goes along,

is easy-going, asks questions and inquires about the specifics, seems to have strong opinions but

does not express them vocally, appears thoughtful and completely new ideas/things seem to

make him/her uncomfortable. It also states that my primary role is an Assurer. An Assurer is

thorough and calm and concentrates on her work. She does not like when people disturb her, and

she does not disturb others. The Assurer dreads mistakes and wants to work at her pace. Others

find her accurate and someone who observes everything. The Assurer is also seen as quiet and

private. In reality she is a considerate person and often does not speak out until the conversation

has already taken place. The Assurer finds it extremely important to know what others expect

from her and how they want her to proceed. She finds it uncomfortable to jump into the unknown

without the support of others. She wants matters to proceed systematically and does not tolerate

surprises unless their effects to the overall context are deliberated upon carefully. She does not

find it important to be actively involved with others. However, the Assurer finds it important she

can rely on others if help is needed.

The DISC assessment states the attributes of my personal behavior style are calm, thorough,

steady, patient, exact, punctual, undemanding, adaptive, adjustable, shy, quiet, pleasant,

organized, careful, kind.

ASSESSMENT OF STRENGTHS

As an S-Style my strengths are that I can master details, follow rules, concentrate on one thing at

the time, be very cost efficient, don’t drift from one thing to another, and develop things step-by-

step. It further states that as strengths I am a reliable part of the team, stable when competition is

not tough, knows and follows traditions of the team, stay in her own area of responsibility,

reliable and invisible worker, and do not compete against friends. I am supportive, loyal

consistent, reliable, agreeable, high self control, and a good listener. Overall I have good people

skills and am a good team player or leader.

I feel that most of these strengths are accurate. The ones I disagree with are don’t drift from one

thing to another and does not compete against friends. I do have a tendency to start something

then after a few minutes get bored and move to something else. I am also very competitive.

However, I did grow up playing sports so this could be attributed to something I learned rather

than a trait I was born with.

ASSESSMENT OF WEAKNESSES

Possible weaknesses for an S-Style are resists change, take a long time to adjust to change, holds

a grudge, sensitive to criticism, and difficulty establishing priorities. They can be overly

lenient/tolerant, procrastinate, indecisive, overly possessive, indirect with others, and have

trouble meeting deadlines as well as a lack of initiative. Conforming, awkward, dependent, slow,

and retiring are weaknesses as well. S also has a tendency to sacrifice results for harmony.

I agree with all of these tendencies except resists change or taking a long time to adjust to

change because I like to constantly do things that are different to gain new experiences. All of

the others are things that I have noticed and that others have told me.

MOTIVATIONAL STYLE

It states that S are motivated when new things are organized and issues proceed in a controlled

manner. It states that S are further motivated by security and reliability, possibility to specialize,

clear operating instructions, criteria for decision making, and appreciation as an expert and a

helper. S also like the possibility to concentrate on their own work, support when starting new

assignments, and explanations for changing things. S tends to gravitate toward consistency and

appreciation for traditions, reducing all risk factors, and the possibility to plan beforehand.

S also enjoy the role of an observer, analyzer and listener as well as values time, as that heals all

wounds and solves many problems. Furthermore S also like good team-spirit and opportunities to

operate as a member of an experienced team. Since S are modest, adjustable and security-

seeking, they do not like situations that are risky or decisions that create negative feelings in

others. S also dislikes sudden situations and people who cannot listen. Things that reduce S

motivation are mistakes, stepping on others' toes, deciding everything, having to venture into the

unknown alone, unnecessary raising of voice, taking unnecessary risks, and trying to influence

people against their will. It further states that having to start projects all alone, restlessness and

insecurity, carelessness, chaos and disagreements, and personal criticism without clear reasons

also will reduce S motivation. Overall S are mainly motivated by relationships.

I can see all of these in my personality except navigating away from risky situations. I won’t do

anything that is wrong but I will take chances if needed.

COMMUNICATION STYLE

When communicating S tend to have difficulty getting acquainted in a big group of different

people. S are neither inspiring nor motivating by character and are more like a patient and quiet

example that influences people with their reliability. It states that S feel that my basic position is

that the fewer acquaintances they have and the more they resemble S, the better their chances are

to gain their trust.

I feel that this is somewhat accurate. I am a quiet person by nature and tend to sit back and

listen and watch. I am more comfortable communicating in small groups versus large ones. I

also don’t have to have a big group of friends but prefer a few close ones. The only difference is

while I do like people that are similar to me I am open to those who are different as well because

it fosters a better environment.

EMOTIONAL RESPONSE STYLE

They tend to be quiet and indirect and casual. They don't show their emotions. They may not say

anything if they disagree just to keep peace. They are moderate and controlled. They ask, they

don't tell. They want answers to their "HOW" and "WHEN" questions. They accommodate

others and are flexible in their attitude. S prefers quiet discussions with one or two people. If

they receive appreciation, they maintain a high level of performance. They build close

relationships with a small group of friends. They are people-oriented and their speech may

appear softer, with an open posture. They will have relaxed, warm facial expressions and prefer a

casual approach. S is more accepting and agreeable by nature and will make every effort to avoid

hurting another person even if that means making personal sacrifices. They come across as

warm, receptive, trusting, and friendly. They prioritize connecting with people and are even-

tempered, patient, understanding, and sincere. They are usually outwardly calm and tend to mask

their feelings. You often don't know just what a Core-S is thinking or feeling, unless they choose

to share that information with you.

I agree with everything in this section regarding my emotional response. I don’t show my

emotions often but I do value people and relationships. I am very calm even in the midst of hectic

or stressful situations. I also tend to keep quiet in order to not argue unless its something I am

passionate about.

DECISION MAKING STYLE

For decision making it states that S style reflects great care. S considers different possibilities

and takes a stand only if they are convinced. Some may find S to be a slow decision maker. S

need information and guidance to make decisions, as well as enough time to dig into problems

because they try to consider the facts as well as the rights of their team, and after that S try to

make the fairest, best decision.

I feel that this assessment is accurate as well. I take my time making important decisions to make

sure I’ve looked at all the facts and possible outcomes—sometimes more than once. I like to look

at all the facts and do what I think would be good for everybody not just myself.

BEHAVIOR UNDER TENSION OR CONFICT

Under tension or conflict S tend to think too long before deciding, pay attention to the

unessential as well, gets stuck in one place, checks things too many times, and reacts slowly and

too carefully. S also have a tendency when clarifying something, to make things complicated,

hesitating when they should be making a decision and beginning to fight after the war is already

over. S will take criticism of their work as a personal affront and become are too hard on their

selves. If S disagrees they will resist change passively by consenting or complying passively

without protest and also wait for people in authority to tell me what to do and then lead them to

believe, falsely, that they will comply. S can also get a “what’s the use” feeling and become a

victim, defeatist, or martyr.

I completely agree with this section as well. When faced with a decision I tend to overanalyze

and over think it, often checking the situation from many different angles several times. I also

have a tendency to disagree with people but not be vocal about and then do it the way I think it

should be done.

SUGGESTIONS FOR IMPROVING EFFECTIVENESS IN RELATING WITH OTHERS

Some suggestions for improving S effectiveness in relating with others is to be more assertive

and aggressive, speak out, act now, think less, keep emotions under control, and do not be afraid

of change and new things. Be more open to change. Be more direct in your interactions. Focus

on overall goals of the team rather than specific procedures. Deal with confrontation

constructively. Develop more flexibility. Increase pace to accomplish goals. Show more

initiative. Work at expressing thoughts, opinions, and feelings. Ask other people for advice about

how to do their job more efficiently. Learn to consciously change their familiar habits. Learn to

try different ways of doing things. Learn not to stop even when in doubt about what to do.

Try to remember that they can learn from my mistakes-they do not have to avoid them.

Learn to try new things even though they make mistakes at times. Learn to start working even

when they feel they are not ready. Learn to do several things simultaneously. Learn not to think

about what is best for others. Learn to imagine that their job is like a sports event where only the

winner will be rewarded. Try not to do the same thing twice the same way. Always think about

how this could be done in a different way. Practice accepting their initial opinion as the final

one. Learn to make a decision based only on the most important criteria. Learn to tell people

what they can gain from what they are saying. Learn not to talk about possible problems and

risks. Know that other people don't know what they’re feeling or thinking. Learn to face

confrontation, initiate more, increase pace, be less sensitive, focus on timely results, be more

confident and enthusiastic about ideas, overcome the fear of offending and speak up directly on

an issue when it is needed.

I feel that this section is going to be greatly beneficial to me as I take charge as a leader in my

professional and personal life. All of these are things that I don’t do but feel I need to do because

I constantly feel that I am getting pushed over because I tend to be quiet, compliant,

nonconfrontational, and indirect. I care more about people’s feelings than I do about getting my

point across or asking for what I need at times.

ADDITIONAL ASSESSMENTS TAKEN

At my job we are very relationship oriented and try to learn each other’s personalities so that we

can foster more positive interactions and a more productive work environment. In order to do

this we take two personality assessments—Personalysis and StrengthFinders.

I have included my Personalysis assessment below as well as what it means.

Personalysis® Information

Colorgraph™

Rational

This graph represents your preferred style. It reflects your strengths and the roles you enjoy.

Jamie likes roles that call for both people skills and administrative functions. In approach, is

flexible yet careful, friendly but restrained. When managing, provides some latitude but monitors

things when predictability is important. Can be interrupted and then refocus on own agenda.

Organizes and coordinates, regulates and ties up loose ends to get things done. Frustrated with

mavericks that are unable to adapt to organizational requirements.

Socialized

This graph represents the way you learned you should interact with others. It reflects the way

you expect others to communicate with you.

Jamie expects management and others to promote participation and listen to ideas. They should

provide freedom and flexibility. Expects to be kept in the loop, exchange information and have a

reliable way to proceed. If approached right, will be self-managing and accountable. To

overcome problems, uses reason, looks for choices and an innovative solution. Does not respond

well to those who become too insistent and impatiently discount questions.

Instinctive

This graph represents the basic concerns that must be satisfied to feel confident and effective.

Jamie has a need to be efficient and have predictability. Motivated to test ideas, make plans and

be reliable. In making decisions, studies the facts, considers alternatives and risks, and tries to

consolidate position. Under pressure, uses healthy skepticism and sticks to priorities. Self-

confidence is elevated when there is sincere dialog and the ability to keep control. Frustrated by

pressures to do things fast rather than right.

STRENGTH FINDERS ASSESSMENT

The strength finders assessment helps you discover your top 5 strengths. My top 5 strengths were

input, learner, strategic, achiever, and responsibility.

Input: People who are especially talented in the Input theme have a craving to know more.

Often they like to collect and archive all kinds of information.

It’s very likely that you wade into the middle of thought-provoking conversations. You speak

theoretically — that is, you talk about things that have not been invented, proved, produced,

or put into practice. Your vocabulary is as complicated as your thinking. This explains why

you consider at length an array of insights, concepts, or philosophies. You prefer talking with

individuals who instantly grasp the meaning of your sophisticated words. By nature, you are

more interested in gathering ideas, theories, or concepts during conversations with intelligent

people than you are in being well known or famous. You tend to be most satisfied when your

mind is absorbing thoughts you have never before considered. In addition, you enjoy

broadening the thinking of others. Instinctively, you probably enjoy reading books,

magazines, newspapers, or Internet sites that feature news about sports or athletes. Because of

your strengths, you automatically ask individuals questions to discover their talents, interests,

hopes, fears, successes, or failures. By being inquisitive, you begin to see each person as he

or she really is. The insights you have are most valuable when there is a job to do. You are

apt to be the one to whom others look for ideas about assignments to give each individual.

You are likely to understand what is and is not a reasonable expectation to place on someone.

Chances are good that you rely on your extensive vocabulary of hard-to-understand words to

give you an advantage over others in debates, conversations, presentations, or

correspondence. You are restless to advance. You refuse to remain at the lowest pay or status

level. You intentionally use complicated or theoretical terms to establish yourself as a

contender in the minds of individuals who have clout — that is, influence or pull — with

officials who determine promotions, control pay, or assign tasks.

Learner: People who are especially talented in the Learner theme have a great desire to learn

and want to continuously improve. In particular, the process of learning, rather than the outcome,

excites them.

Instinctively, you are intrigued by newcomers and outsiders. Unusual individuals capture

your attention because they are different. Immediately, your curiosity impels you to ask lots

of questions and attentively listen to their responses. You appear to study human beings the

way others study for final tests. Your approach is direct. Your gaze is intense. Your interest is

sincere. You probably are determined to introduce these people to your acquaintances,

family, or friends. Chances are good that you have the extra energy to work hard whenever

you are acquiring information to broaden your base of knowledge. You desire to deepen your

understanding of various topics, opportunities, problems, solutions, situations, events, or

people. It’s very likely that you not only buy books or check them out from the library; you

also read them. Your investigative mind is restless until you have collected lots of

information about factors that produce various outcomes. You are motivated to read more

about topics of personal and professional interest. These can range from history to science,

from politics to mathematics, from entertainment to sports, or from art to law. By nature, you

habitually bring together all sorts of information so you can refer to it later. At the instant you

collect a fact, example, story, or piece of data, typically you are eager to use it. You trust it is

valuable. Your fascination with knowledge has probably been part of you even before you

formed the words to ask your first question. Because of your strengths, you are comfortable

offering suggestions to people who regularly seek your counsel — that is, recommendations

about a decision or course of action they are considering. These individuals usually feel deep

affection for you. You are likely to spend time together socializing as well as working or

studying.

Strategic: People who are especially talented in the Strategic theme create alternative ways to

proceed.

Faced with any given scenario, they can quickly spot the relevant patterns and issues.

By nature, you feel wonderful when people value your innovative and original ideas. You are

likely to help them envision what can be accomplished in the coming months, years, or

decades. Driven by your talents, you can reconfigure factual information or data in ways that

reveal trends, raise issues, identify opportunities, or offer solutions. You bring an added

dimension to discussions. You make sense out of seemingly unrelated information. You are

likely to generate multiple action plans before you choose the best one. Because of your

strengths, you are innovative, inventive, original, and resourceful. Your mind allows you to

venture beyond the commonplace, the familiar, or the obvious. You entertain ideas about the

best ways to reach a goal, increase productivity, or solve a problem. First, you think of

alternatives. Then you choose the best option. Chances are good that you might easily detect

unusual configurations or spot new trends in data or factual information. Devising options

appeals to you. You have little interest in simply repeating what worked in the past. It’s very

likely that you have a knack for identifying problems. You spontaneously generate

alternatives for solving them. You probably consider the pros and cons of each option. You

often factor into your thinking prevailing circumstances and available resources. You feel life

is good when you sense you are choosing the best course of action.

Achiever: People who are especially talented in the Achiever theme have a great deal of stamina

and work hard. They take great satisfaction from being busy and productive.

Chances are good that you toil with little rest and enjoy it as long as you can partner with

individuals who share your strong work ethic. Having slackers in the group certainly tries

your patience, especially when they are content to meet the minimum expectations. Your

drive to do more and better work undoubtedly annoys and even threatens them. Because of

your strengths, you normally strive to do things right. Taking shortcuts strikes you as

unprincipled, thoughtless, and careless. You likely refuse to produce sloppy work or engage

in unethical practices. It’s very likely that you possess a tremendous capacity for working

long hours. Your mental and physical energy are seldom totally expended. However, the

same cannot be said for everyone who attempts to match your pace. Your tireless efforts are

typically directed toward the goals you plan to reach in the coming months, years, or decades.

By nature, you derive much pleasure from honoring and praising individuals, especially when

their good results are the fruit of hard work. You regularly go out of your way to notice their

accomplishments, knowledge, skills, or talents. Just having someone notice these

contributions encourage many people to use their gifts much more often. Driven by your

talents, you often go out of your way to stay informed about newsworthy topics. Numerous

people probably count on you to tell them about information updates, due dates, meeting

changes or special assignments.

Responsibility: People who are especially talented in the Responsibility theme take

psychological ownership of what they say they will do. They are committed to stable values such

as honesty and loyalty.

Instinctively, you have a strong sense of commitment. It motivates you to make sure that

things are carried through to completion even when difficulties arise. Because of your

strengths, you are definitely honest with yourself about yourself. Your personal integrity

leads you to do the right thing in most situations. It’s very likely that you prepare for

assignments by reading extensively. Your capacity for pulling together information from

books, publications, correspondence, notes, or Internet sites serves you well. As a result, you

often avoid feelings of self-reproach — that is, blaming yourself for not knowing something

you should have known. Chances are good that you are apt to be disappointed with yourself

when you fail to make someone feel welcome in your presence. You generally want to give

your approval to all kinds of individuals regardless of their age, nationality, income, job,

education, religion, handicaps, or appearance. Driven by your talents, you often argue that

people should be held to the highest moral standards. You insist that those who break the law

be required to accept the consequences of their deeds. You have little sympathy for people

who are caught in the act of taking things that do not belong to them.

SECTION TWO: ASSESING MY LEADERSHIP BEHAVIOR

  Scorer 1 Scorer 2 Scorer 3 Scorer 4 Scorer 5 Average of Scorers

My Scores Difference in Scores

Core Competencies                

Oral

Communication

4 6 55.00

50.00

Written

Communication

7 6 66.33

70.67

Team Building 5 7 76.33

6-0.33

Team Player 5 7 76.33

6-0.33

Creative Problem-Solving

6 7 66.33

5-1.33

Interpersonal Skills 7 7 7 7.00 7 0.00

Manage Client Relationships

7 7 66.67

70.33

Self-Direction 4 7 7 6.00 6 0.00

Flexibility 5 6 76.00

71.00

Connecting and Networking

7 7 66.67

5-1.67

Professionalism 5 7 66.00

71.00

Financial Leadership 5 5 55.00

50.00

Leadership Competencies

Leadership Behavior 7 6 66.33

70.67

Visioning Process 5 7 66.00

60.00

Team Leadership 4 5 6 5.00 6 1.00

Taking Appropriate Action

7 5 66.00

5-1.00

Foster Conflict Resolution (win-win)

4 5 65.00

50.00

Project Management 4 7 65.67

60.33

Employee Involvement 4 5 6 5.00 5 0.00

Coach and Motivator 5 5 6 5.33 6 0.67

Professional or Individual Competencies

Business Skills 6 7 66.33

70.67

Professionalism 5 7 6 6.00 7 1.00

Technical Competency 7 7 6 6.67 6 -0.67

Items in purple represent my lowest scores.

Items in green represent my highest scores.

Observations and Insights

My highest scores tend to be in areas that have to deal with my relationships with others while

my lowest scores tend to be with communication skills. I am a good speaker however; I have

problems with speaking in front of groups, getting my point across, and handling disagreements.

There was on average a 1 point difference between the averages of my scorers scores and my

personal scores.

The leadership scores indicate that I need to focus on developing my communication skills when

it comes to speaking in groups, getting a vision across to others, and conflict resolution.

Personal Growth Strategies

I will focus on my communication skills and my leadership skills as personal growth areas. In

order to strengthen my communication and leadership skills I need to learn how to communicate

in large groups, delegate, handle conflict/disagreements, encourage employee involvement, and

learn to create a vision and get it across effectively. In order to do this I am going to employ the

following strategies—join a toastmasters group, find a positive leadership mentor, take a conflict

resolution course, and volunteer for more speaking opportunities.

Team Development Strategies

In order to become a better team leader I need to learn how to communicate better within a

group, get my ideas/vision across more effectively, make quicker decisions, not worry so much

about others feelings, and how to foster positive conflict resolution.

I can motivate others to perform better and be more effective by acknowledging them when they

do good, letting them know it’s ok to make mistakes long as they learn from them, give them

clear goals and direction, and valuing their input in decision making.

SECTION THREE: PERSONAL LEADERSHIP DEVELOPMENT

Leadership Goal

(What will you

improve or change?)

Strategy

(Action plans to create

the change)

Timeline

(Date when

you will

measure)

New Skill or Behavior

(What is your target measure?

What will you measure?)

1. Work on Oral

Communication

Join toastmasters 11/30/2011 Learn to express my self better in

group settings or in front of large

audiences

2. Foster Employee

Involvement

Start delegating

responsibilities more

11/30/2011 Learn to include others when

working on projects instead of doing

it all myself

3. Work on Foster Conflict

Resolution

Be more open and direct;

take some negotiating

and conflict resolution

courses

11/30/2011 Learn to disagree with others and

come to a positive compromise

without me just giving up and giving

in

4. Work on Connecting and

Networking

Join a group for my

career, Reach out to

others at my job

11/30/2011 Connect with more people within

my field and learn better networking

techniques

5. Build Leadership and Team

Building Skills

Find a positive leadership

mentor

11/30/2011 Learn how to lead, delegate, and

empower my employees

6.

7.

.

.