sample disc report

Sample SampleStyle: Advisor

DISC AssessmentMonday, September 29, 2014

2014, PeopleKeys, Inc.

Do you know someone who is assertive, to the point,and wants the bottom line?

Some people are forceful, direct, and strong-willed.

This is the D Style

Do you have any friends who are great communicatorsand friendly to everyone they meet?

Some people are optimistic, friendly, and talkative.

This is the I Style

Do you have any family members who are goodlisteners and great team players?

Some people are steady, patient, loyal, and practical.

This is the S Style

Have you ever worked with someone who enjoysgathering facts and details and is thorough in allactivities?

Some people are precise, sensitive, and analytical.

This is the C Style

IntroductionYour report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shownthat behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioralcharacteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for thefour personality styles represented by the letters :

D = Dominant, Driver

I = Influencing, Inspiring

S = Steady, Stable

C = Correct, Compliant

Knowledge of the DISC System empowers you to understand yourself, family members, co-workers, and friends, in a profound way.Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences inothers and positively influence those around you.

In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday.As you think about your family members, friends and co-workers, you will discover different personalities unfold before your eyes.

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The chart below helps put the four dimensions of behavior into perspective.

D = Dominant I = Influencing S = Steady C = Compliant

Seeks Control Recognition Acceptance Accuracy

StrengthsAdministrationLeadershipDetermination

PersuadingEnthusiasmEntertaining

ListeningTeamworkFollow-Through

PlanningSystemsOrchestration

ChallengesImpatientInsensitivePoor Listener

Lack of DetailShort Attention SpanLow Follow-Through

OversensitiveSlow to BeginDislikes Change

PerfectionistCriticalUnresponsive

Dislikes InefficiencyIndecisionRoutinesComplexity

InsensitivityImpatience

DisorganizationImpropriety

Decisions Decisive Spontaneous Conferring Methodical

Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personalitystyle more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, whilepoints below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know thepersonality and behavioral characteristics of an individual.

Below are your three DISC graphs, and a brief explanation of the differencesbetween the graphs.

DISC graph 1 represents your "public self" (the mask)This graph displays the you others see. It reflects how you perceive the demands of your environment, and your perception ofhow you believe others expect you to behave.

DISC graph 2 represents your "private self" (the core)This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress ortension are present. This would be your instinctive reaction.

DISC graph 3 represents your "perceived self" (the mirror)This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception.Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.

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Descriptionunderstanding your style

Sample 's style is identified by the keyword "Advisor".

Sample , as an Advisor style, impresses most people with their outgoing charisma, warmth, andfun loving personality. Advisors possess a natural disposition for people and possess a casual kindof poise in most social situations. Many people will come to them because Advisors are seen asencouragers and instinctive communicators. Sample can be demonstrative, trusting others andshowing clear emotions. Advisors will not attempt to force their ideas on others; they prefer towin people over and influence decision making by their ability to effectively communicate.Advisors tend to take criticism of work as a personal rejection rather than based on the quality ofthe work itself. Advisors take a very positive and optimistic approach in all they do and often putpeople needs ahead of tasks and deadlines for completing a project. Advisors want to feel part ofa strong team cohesion and this bond can be a powerful motivator for achieving success.

Sample prefers to deal with people on a personal, intimate basis in a low pressure and nonantagonistic situation. Advisors desire for others to give them personal attention and valuecompliments for assignments done well. Sample loves to talk with and about people; they wantsocial intimacy with everyone they meet. They are equally adept in mingling in a large socialsetting or in a one on one environment with close friends. Advisors may have difficulty beinghonest about their feelings if there is a fear that there will be devastating effects to arelationship, as relationships are extremely important to Advisors.

While Advisors are very stable, they are also flexible and can fit into almost any environment.They are seen as neighborly and accepting of others. Once a bond is formed, Sample has noproblem talking about personal subjects and extending trust.Sample is family oriented; workingtoward stability in these relationships. Advisors are persistent in working to accomplish the goalsthrough teamwork and creating an enjoyable environment to get the job done. Advisors seekteam recognition but also want their personal contributions noticed.

Sample prefers to work through problems by analyzing things that worked in the past. This issomeone who is able to lead, if necessary, but usually prefers to wait and see if another personvolunteers first. Sample is willing to follow another person's lead if they display adequate abilityand if Sample has confidence in their ability.

Relationships play a key role in Sample 's life. This is a very trusting individual and Sample enjoysmaking new friends and developing new relationships. This person often finds them self involvedin many things at once and loves social functions. Sample enjoys encouraging others and peoplesee them as a person who frequently inspires others.

A loyal friend, Sample is patient and caring when attending to the needs of others. This is usuallyan even-paced individual who thrives in a peaceful, harmonious environment. Sample tends to bequite predictable, sticking with proven, reliable methods of dealing with situations rather thantaking chances with a new, unproven approach.

Sample will usually test ideas against proven standards in an effort to be inventive. Sample canbe very creative as he/she identifies new solutions to problems. An original and creative thinker,Sample acts in a rational way to make sure desired results are achieved in an orderly mannerwhile not afraid to "break the mold" if that appears to be the key to a solution.

Enthusiastic, fun lovingTrusting, optimisticPersuasive, talkativeRelational, people oriented

General Characteristics

Praise, popularity, andacceptanceA friendly environmentFreedom from many rulesand regulationsOther people available tohandle details

Motivated By

Practical proceduresFew conflicts andargumentsFreedom from controls anddetailsA forum to express ideas

My Ideal Environment

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Historical CharactersFamous people who share your personality

AesopCirca 550 BC

Greek Raconteur

Almost legendary, Aesop became popular for the entertaining stories he told in the royal courts.The fables attributed to him are, in all probability, a compilation of tales from many sourcessimply retold by him. In his tales, all of which focused upon animals, we see the moral issues ofindividuality about which the Advisor/Counselor is so concerned. Also evident is the reflection ofhis interest in people and their interaction, as well as their care and support of one another.Outside show is a poor substitute for inner worth.

"Beware lest you lose the substance by grasping at the shadow."

Anne Sullivan1866-1935

U.S. Teacher

Anne Sullivan was born in to very poor immigrants in April, 1866 in Feeding Hills, Massachusetts,a small village near Springfield. Anne contracted trachoma, a disease of the eyes, when she wasabout 5. This disorder is not unusual where there is poor hygiene, and Anne's situation was notgood. She was physically strong, but the disease was left untreated and she gradually lost hervision, although she was never totally blind. Anne learned at the age of 14 that she was to besent to Perkins Institute for the Blind in Boston. She started at the age of 14 at an elementaryschool level, but graduated at the age of 20 as class valedictorian. This was a great moment oftriumph.

Shortly after this, the director of the school, Michael Anagnos, learned of a deaf blind student inAlabama who needed a teacher. Anne Sullivan was offered the position and her life then becameentwined with that of Helen Keller. Anne Sullivan developed her own philosophy of teaching asshe worked with Helen. She reasoned that a child learns to talk by imitation. As the child isspoken to--typically in sentences or phrases--the child repeats what is said and begins to workout by himself or herself the interconnections and structure of the language. Anne Sullivan cameto be known as a great American teacher. Her gift was her dedication. Anne literally gave her lifeand career to make Helen Keller great.

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Communicatingwith the Advisor style

Remember, an Advisor may want:Social esteem and acceptance, freedom from details and control, people to talk to, positiveworking conditions, recognition for abilities, opportunity to motivate and influence others,loyalty in relationships

Greatest fear:Loss of social acceptance, change (especially in relationships)

When communicating with Sample , an Advisor, DO:Build a favorable, friendly, participative environment

Give opportunity for them to verbalize about ideas, people and their intuition

Assist them in developing ways to transfer talk into action

Allow time for stimulating, sociable activities

Submit details in writing, but don't dwell on them

Create incentives for following through on tasks

When communicating with Sample , an Advisor, DO NOT:Eliminate social time

Be overly aggressive or confrontational

Ignore their ideas or accomplishments

Make them work alone

While analyzing information, Sample , an Advisor may:Be a very good listener and encourager

Tend to dismiss facts as irrelevant

Fail to begin an action plan

Discuss the situation with others

Motivational CharacteristicsMotivating Goals: To maintain trusting friendships; security

Evaluates Others By: Positive acceptance; looks for the good in people

Influences Others By: Personal relationship insights; performing services

Value To Team: Stable, dependable, good listener, patient, broad friendships

Overuses: Indirect approach; tolerance

Reaction To Pressure: Becomes overly flexible; may hold grudges

Greatest Fears: Social rejection; being accused of causing harm

Areas For Improvement: Take initiative, develop a sense of urgency, set realisticdeadlines, establish priorities

Knowledge comes, butwisdom lingers.

- Alfred Lord Tennyson


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Value to the group:Values relationships and the need for people

Great encourager and motivator, good friend

Positive sense of humor

Negotiates conflict, peacemaker

Advisors possess these positive characteristics in groups:Instinctive communicators

Participative managers who influence, motivate and inspire

Spontaneous and agreeable

Respond well to the unexpected

Create an atmosphere of well being

Enthusiastic, positive attitude

Will support the leader

Express ideas well, opinionated

Work well with other people, accepting of others

Make good spokespersons

Persuasive

Accomplish goals through people

Relieves tension in the group with positive humor

Strong in brainstorming sessions

Personal growth areas for Advisors:Rely on facts more than instincts

Be more results oriented

Exercise control over your actions, words and emotions

Talk less, listen more

Consider and evaluate ideas from other team members

Concentrate on following through with tasks and details

You can have brilliantideas, but if you can'tget them across, yourideas won't get you

anywhere.

- Lee Iacocca


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Communication Tipsrelating to others

Your I and S plotted above the midline, your style is identified by the keywordAdvisor.

This next section uses adjectives to describe where your DISC styles are approximately plotted onyour graph. These descriptive words correlate as a rough approximation to the values of yourgraph.

D -- Measures how decisive, authoritative and direct you typically are. Words thatmay describe the intensity of your D are:

MILD Gentle or kind in disposition; not severe or harshQUIET Not easily excited or disturbed; quiet dispositionRELIANT Influenced, directed by othersMODEST Not forward, but shy and reserved

I -- Measures how talkative, persuasive, and interactive you typically are. Words thatmay describe the intensity of your I are:

ENTHUSIASTIC Inspirational; visionary; intenseGREGARIOUS Fond of the company of others; sociablePERSUASIVE Having the power to persuade; influencingEMOTIONAL Easily aroused to emotion; quick to weep or show anger

S -- Measures your desire for security, peace and your ability to be a team player.Words that may describe the intensity of your S are:

PASSIVE Submissive; influenced without responsePATIENT Enduring pain, trouble; refusing to be provokedLOYAL Faithful to persons and ideals that one is obligated to defendPREDICTABLE Behavior, actions, and reactions can be easily foretoldTEAM-PERSON Enjoys being part of a group, working toward a common goal

C -- Measures your desire for structure, organization and details. Words that maydescribe the intensity of your C are:

BOLD Open, bold resistance to authorityDETERMINED Resolute in getting one's own way; immovable

The only way tochange is by changingyour understanding.

- Anthony De Mello

Communication Tipsrelating to others

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Communication Tipshow you communicate with others

How You Communicate with Others

Please return to the Communicating section of this report and review the communicating DOand DO NOT sections for your specific style. Reviewing your own communication preferencescan be an eye-opening experience or simply confirm what you already know to be true. Eitherway, you have your communication characteristics in writing. This information is powerful whenshared between colleagues, friends, and family. Others may now realize that some approachesdo not work for your style, while others are received well by you. Equally important is that younow see that THE WAY YOU SAY SOMETHING can be as important as WHAT IS SAID.Unfortunately, we all have a tendency to communicate in the manner that we like to hearsomething, instead of the method another person prefers.

Your style is predominately an I style , which means that you prefer receiving informationthat stresses the EXPERIENCE. But, when transferring that same information to a client or co-worker, you may need to translate that into giving them precise facts, or just the end result, orhow they are a part of the solution and we need to work as a team.

This next section of the report deals with how your style communicates with the other threedominant styles. Certain styles have a natural tendency to communicate well, while certain otherstyles seem to be speaking different languages all together. Since you are already adept atspeaking your native language, we will examine how to best communicate and relate to theother three dominant languages people will be using.

The next section is particularly useful for a dominant I style as you may have the tendency bemore vocal but less focused on results or details as others around you.

The Compatibility of Your Behavioral Style

The I and the D styles normally get along pretty well in relationships since the I is a greatencourager to the D. In work tasks, the I may feel the D is too demanding and too taskoriented at times.

Two I styles get along extremely well in personal relationships. They are very social and like totry new experiences. Two Is working together may have a tendency to miss deadlines and notcomplete tasks with attention to detail.

The I and the S style get along well in the work environment since the S will serve assupport for the I in making sure tasks stay on track. In relationships the I may want to bemore socially oriented while the S would prefer to spend more quality time with less people andoutside activities.

The I and the C work well together as their strengths tend to complement one another. Inrelationships there can sometimes be conflicts as the I is much more socially motivated andimpulsive than the C.

Speech is the mirrorof the soul; as a man

speaks, so is he.

- Publilius Syros

Communicatingwith others

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Communication Tipscompatibility of your behavioral style

How the I Can Enhance Interaction with Each Style

I with D

I's tend to view D's as argumentative, dictatorial, arrogant, domineering, nervous and hasty. Asan I, you are likely to resent the D telling you what to do. It will frustrate you when they don'tnotice your ideas. Since you are used to being able to talk your way into or out of confrontations,you will likely be surprised when you find out that your charm does not bring a favorableresponse from the high D.

Relationship Tip: To make this relationship work, you must have direct communication. Deal withissues in a straightforward manner. Work at negotiating commitments and goals on an equalbasis. Focus on tasks and issues, not people and personalities. Point out specificaccomplishments.

I with I

I's enjoy relationships with other I's ... thoroughly. You will see each other as stimulating,charismatic, outgoing and optimistic; relating well to each other and developing relationshipsquickly. You will both tend to mix business and pleasure, and strive to impress one another;possibly even competing for recognition.

Relationship Tip: Maximizing relationships between I's is not difficult; it's controlling them thatwill require effort. Be friendly, complimentary; acknowledge each other's accomplishments. Listensincerely instead of planning what you want to say next.

I with S

You will see high S's as passive, nonchalant, apathetic, possessive and non-demonstrative. Butyou'll also find them accepting, and willing to enter into relationships if you can slow down thepace; even though you'll tend to become frustrated when the S doesn't express their thoughtsand feelings like you want them to. You can be a motivator and encourager to S's.

Relationship Tip: Slow down; be more easygoing. Show them sincere appreciation and you'll findfriendships with S's are very rewarding; they'll stick with you. Above all, don't be pushy.

I with C

I's view C's as overly dependent, evasive, defensive, too focused on details, too cautious andworrisome. The natural interaction between you will strain the relationship and require work.You'll focus on people; they'll see the facts. You'll be optimistic; they'll seem pessimistic. You'lllook at the big picture; they'll see only details. You'll want to make a decision; they'll frequentlywant to gather a little more data first.

Relationship Tip: Present your facts clearly, and don't exaggerate details and numbers. Preparewell for a discussion with a C. Expect them to express doubts and need time to evaluate databefore making a decision. Remove any potential threats, making their decisions easier. Writenotes often.

Communication worksfor those who work at

it.

- John Powell

EnhanceCommunication

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Communicationworksheet

Communication Tips WorksheetChanges in your graphs indicate your coping methods. The human personality is profoundly influenced by changes in our environment.Typically, people change significantly from graph one to graph two as a result of stressors or environmental changes. Recognizing thedifferences or changes between these two graphs helps us understand our instinctive coping mechanism, and indicates how to betteradapt in the future.

Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at those changes reveals valuableinsights. Please refer to both graphs (if necessary, reference data throughout your profile). Compare the D, I, S, and C points on graphsone and two. Finally, read the analysis of your answers, and consider how your environment affects your decisions, motivations, actionsand verbal messages.

D Changes:

Compare graphs 1 and 2. When you look at graph 2, is your D higher or lower than the D in graph 1? Consider how high or low theletter moves. A higher value indicates someone who desires more control in stressful situations. If the D goes up considerably, you canbecome very controlling when you become stressed. A lower value indicates someone who desires less control in stressful situations. Ifthe D goes down considerably, you may want someone else to lead you and you will follow.

I Changes:

Compare graphs 1 and 2. When you look at graph 2, is your I higher or lower than the I in graph 1? Consider how high or low theletter moves. A higher value indicates someone who desires more social influence in stressful situations. If the I goes up considerably,you may try to use your communication skills to smooth things out. A lower value indicates someone who desires less social influence instressful situations. If the I goes down considerably, you rely less on verbal means to come to a resolution.

S Changes:

Compare graphs 1 and 2. When you look at graph 2, is your S higher or lower than the S in graph 1? Consider how high or low theletter moves. A higher value indicates someone who desires a more secure environment in stressful situations. If the S goes upconsiderably, you may tend to avoid any conflict and wait until a more favorable environment is available before making any changes. Alower value indicates someone who desires a less secure environment in stressful situations. If the S goes down considerably, youbecome more impulsive in your decision-making.

C Changes:

Compare graphs 1 and 2. When you look at graph 2, is your C higher or lower than the C in graph 1? Consider how high or low theletter moves. A higher value indicates someone who desires more information before making a decision in stressful situations. If the Cgoes up considerably, you will probably not want to make a decision until you have significantly more information. A lower value indicatessomeone who desires less information before making decisions in stressful situations. If the C goes down considerably, you may makedecisions based more on gut feelings.

Which one of your points makes the most dramatic move up or down? What does that tell you about how youreact to pressure?

How could your coping method help or hinder you in making decisions? How can you use this information to helpyou see possible blind spots in your reaction to pressure?

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PowerDISCyour strengths in leadership

INFLUENCING - Above AverageYou are always considered when a leader is needed. You have great strengths, and know that youpossess wonderful insight into systems and people. Others are willing to follow you because ofyour charisma and enthusiasm. While sometimes seeming a bit assertive, your optimism andwarmth soon have others remembering how important you are to the team.

DIRECTING - AdequateYou understand that directing others and doing what needs to be done to hit deadlines is important.You find ways to make sure this is part of your routine, although you do not consider it yourprimary strength.

PROCESSING - Above AverageHands on and following through, you inspire others to be as conscientious as you are. You are thetype that others rely on to make the team look good because of your work ethic and followthrough. You may have a hard time delegating at times, but you are able to do so when necessary.Others see you as loyal and caring, a real team player.

DETAILING - FairYou tend to follow through on specific details that have been relayed to you as important. In newareas you may not see the importance of certain portions of the work that require more precisionand review. Try using new strategies such as note taking, repetition of the goal, and asking forclarity.

CREATING - Above AverageYou like to use your creativity to perfect basic concepts that other team members develop. You canoversee and help keep accountability in areas that others may compromise.

PERSISTING - Above AverageOthers like working together with you because you typically do more than your share of whatever isrequired and this makes the entire team look good. You will maintain a hands-on approach and letothers visibly see that you are a team player.

RELATING - Highly EffectiveYou are a great encourager, but you also are willing to take the hand of a teammate and standbeside that friend. Your optimism and loyalty in personal relationships makes you loved by many.You strive to maintain a friendly and secure environment for yourself and those around you.

Developing excellentcommunication skillsis absolutely essentialto effective leadership.

The leader must beable to share

knowledge and ideasto transmit a sense of

urgency andenthusiasm to others.If a leader cant get a

message across clearlyand motivate others toact on it, then having

a message doesnteven matter.

- Gilbert Amelio

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Public Perception

D=-1.96, I=5.4, S=1.3, C=-3.14

Stress Perception

D=-1.85, I=2.18, S=2.69, C=0.3

Mirror

D=-2, I=4.38, S=2.14, C=-1.45

Scoring Datagraph page

Personality Style Graphs

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Graphs Explanation Page

Each of the three graphs reveals a different snapshot of behavior, depending on the conditions ofthe environment. Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displaysthe "Private Self;" and Graph 3 portrays the "Perceived Self."

These three graphs or snapshots are defined in detail below.

Graph 1 -Mask, Public Self

Behavior Expected By Others

Everyone acts according to how they think other people expect them to act. This behavior isthe public self, the person projected to others. Sometimes, there is no difference between thetrue person and their public self. However, the public self can be very different from the "real"person; it is a mask. Graph 1 is generated by the "Most" choices on The Personality System,and has the greatest potential for change.

Graph 2 -Core, Private Self

Instinctive Response To Pressure

Everyone has learned responses from the past: consequently, these are behaviors which theperson accepts about him/herself. Under pressure or tension, these learned behaviorsbecome prominent. This is the graph which is the least likely to change because these arenatural and ingrained responses. A person's behavior under pressure may be drasticallydifferent than his/her behavior in Graphs 1 and 3. Graph 2 is generated by the "Least" choiceson The Personality System, and has the lowest potential for change.

Graph 3 -Mirror, Perceived Self

Self Image, Self Identity

Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture thatone has of him/her self, the self image or self identity. Graph 3 combines the learnedresponses from one's past with the current expected behavior from the environment. Changein one's perception can occur, but it is usually gradual and based on the changing demands ofone's environment. Graph 3 is generated by the difference between Graph 1 and Graph 2.

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Graphs Explanation PageContinued

Different Graphs Indicate Change or TransitionIf Graph 1 is different than Graph 2, the demands of the environment are forcing behaviorthat is not congruent with the core, or instinctive behavior. In such a situation, a persontrying to modify his/her behavior to meet the demands of the environment will most likelyexperience stress.

If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able tosuccessfully alter his/her behavior to meet the demands of the environment withoutaltering his/her core. This individual is probably fairly comfortable with the behavior shownin Graph 3 (Perceived Self), and is probably not experiencing stress.

If Graph 1 is different than Graph 3, an individual may be in a period of growth (and somediscomfort) while he/she attempts to alter behavior to meet the demands of a newenvironment. A person's behavior may fluctuate during this period of adjustment.

Similar Graphs Indicate Few Demands For ChangeAn individual who perceives the current demands of the environment (Graph 1) tobe similar to his/her past (Graph 2) will have little need to change his/her self-perception (Graph 3). This may be due to any of the following factors:

The behavior demanded by the present environment is similar to demands in the past.

This individual controls what others demand of him/her.

The behavior demanded by the present environment is different than demands in the past.However, instead of altering behavior, this person has chosen to augment style. Toaccomplish augmentation, this individual has surrounded him/herself with people ofcomplimentary styles, thus creating a team with combined strengths.

Your keyword style of Advisor(IS) and the contents of this reportare derived from Graph 3.

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Action PlanImproving Your Interpersonal Skills

Volunteers or takes initiative forprojects

Would rather talk than work

Thinks up new activities

Frequently lacks follow through Creative and colorful

Confidence fades fast Has energy and enthusiasm

Outgoing and personable Priorities often get out of order

Starts projects and tasks well Uses feelings rather than logic

Inspirational to others Easily distracted

Competent and steady Not goal oriented

Avoids confrontation at all costs Sometimes inefficient

Good under pressure Discourages others ideas

Finds the easy way

Sample 's Action PlanThis worksheet is a tool to enable effective communication between you and others with whomyou interact on a regular basis. The goal is to help you maximize your strengths and minimize theeffects of potential limitations. It addresses work-related and general characteristics that arecommon to your style as a whole, and is not derived directly from your graphs.

This section gives you an opportunity to sit down with a co-worker, employer, friend, spouse, etc.,and assess your personality style, getting feedback from someone who knows you well. Althoughdoing so is beneficial, it is not required to have anyone else present while completing this section.If you choose to get feedback from another, you may print the report and do so that way.

Instructions:Step 1: The items listed below are areas to reflect upon between you and your closest contacts.After printing out this report, give this page to another person who knows you well (associate,team member, teacher, family member, friend) and ask them to read each item. They shouldconsider whether or not they perceive the item to describe your traits. Then, check either Yes orNo beside each item. Open dialogue is encouraged and any blind spots (areas of your personalitythat you are blind to) should be discussed. Since communication is a two way street, it isrecommended that two people complete one another's worksheets.

A man is but aproduct of his

thoughts. What hethinks, he becomes.

- Mahatma Gandhi


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Action PlanContinued

Step 2: Now, select the three items that would benefit the most from focused attention. Discussand determine specific outcomes and a reasonable time frame for their achievement. Write thedetails in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date60-90 days from now for a discussion with your contact to review your progress. The person whoworks with you on this is important to your growth and should help you stay accountable to yourplan.

1. The first item upon which I will focus:

Review Date:

Specific actions I will take on this item in the next 60 to 90 days:

Specifics to address

2. The second item upon which I will focus:

Review Date:



3. The third item upon which I will focus:

Review Date:



We continue to shapeour personality all our

life. If we knowourself perfectly, we

should die.

- Albert Camus


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sample disc report

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