DaySome Pro2 Individual report

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Copyright © 1998-2015 Essential Insights, LLC. All Rights Reserved

INDIVIDUAL REPORTSome Day06/04/15

Maximum Potential2854 Highway 55 Suite 150St. Paul, MN [email protected]

Individuals have a recognizable and understandable behavioral style. Style can be described as the way people think, solve problems, express feelings and interact with others to get a job done. There is a simple key to understand how people behave. It is the “The DISC Model of Human Behavior.” We all exhibit each of the four behavioral traits.

The intensity of each behavior we exhibit determines our personal behavior style.

This model of behavior was developed by William M. Marston, PhD. Marston’s four dimension DISC model has been tested, proven accurate and effective with millions of people worldwide. The terms most often associated with Marston’s Behavioral Model are: Dominance, Infl uence, Steadiness and Compliance. These factors can range in intensity and work independently or in tandem with the other behavioral factors. The relationship of these factors describes an individual’s behavior. The Proception2 report describes an individual’s DISC behavioral traits in a work environment.

The report generated by completing the Proception2 questionnaire is intended to help individuals and management achieve a better understanding of this individual’s behavioral style. It can be used to develop strategies and methods to help an individual increase their personal fl exibility in working relationships with clients, managers, peers and staff. It is important to know that there is not a DISC behavior that is more desirable than another. This report will provide helpful insight into the individual’s behavioral strengths and areas in need of possible improvement.

INTRODUCTION

This report is not designed to recommend or not recommend any person for employment or hiring for a specifi c job or position. A hiring decision should not be based upon this report. This report and all behavioral type reports should be used in accordance with applicable employment laws.

Compliance“Procedures”

Traits of a High C:Communication: Direct, using facts and data

Motivated By: Attention to detail

Priority: Facts

Basic Weakness: Inflexible

Key Strength: Planning and organizing.

C D

S I

Note: The higher the C the greater need to

follow procedures.

The lower the C the lower need to follow

procedures.

Dominance“Problems”

Traits of a High D:Communication: Direct and to the Point

Motivated By: Competition

Priority: Goals

Basic Weakness: Impatient

Key Strength: Makes Quick Decisions

Note: The higher the D the quicker to anger.

The lower the D the slower to anger.

Steadiness“Pace”

Traits of a High S:Communication: Slow and deliberate

Motivated By: Safety and Security

Priority: Pleasing others

Basic Weakness: Lack of Assertiveness

Key Strength: Patient and Helpful

Note: The higher the S the greater

need for task completion.

The lower the S the lower need for task

completion.

Influence“People”

Traits of a High I:Communication: Fast, Emotional and Exciting

Motivated By: Influencing Others

Priority: People

Basic Weakness: Not Listening Effectively

Key Strength: Verbal Skills

Note: The higher the I the greater the emotion.

The lower the I the less the emotion.

Some DayCopyright © 1998-2015 Essential Insights, LLC. All Rights ReservedDistributed By Maximum Potential 1

NOTABLE PRIMARY BEHAVIORS

Some DayCopyright © 1998-2015 Essential Insights, LLC. All Rights ReservedDistributed By Maximum Potential

As individuals, we have a style of behavior that is most natural. It is the behavior we are comfortable using when workingwith problems, people, pace and change, and following rules and procedures. This section of the report provides insightinto how Some prefers to function in a work environment.

Read this section of the report carefully to gain insight into how he uses his Natural (Primary) style in a workenvironment.

D = DominanceHow Some Solves ProblemsSome tends to work closely with decision-makers to improve his opportunity for success, while tolerating their divergentopinions. He can have strong convictions, but may yield to others when he is challenged directly. He prefers to takedirection from others rather than be the source of instructions and directions. Some places a high value on followingestablished rules, procedures, and guidelines. Some is indirect in his approach to a situation. He deliberates before takingaction and considers the risks involved to prevent problems. Because Some's approach is usually conservative andtraditional in determining goals and objectives, he does not make decisions outside his basic scope of experience.

I = InfluenceHow Some Influences OthersSome wants to give others the opportunity to express their views and opinions. He attempts to encourage them throughwords of motivation and inspiration. When interpersonal tensions arises,he uses conciliatory language to prevent thesituation from escalating. He makes an effort to listen to the ideas of others, while allowing them the opportunity to discusstheir ideas. Some finds it important to talk to his team members regarding methods of solving problems. He listens to theopinions of others, but does not accept those opinions at face value. He studies their opinions and expresses approvalwhen he has verified their conclusions.

S = SteadinessHow Some Reacts and Responds to ChangeWhen problems arise, Some stays calm and work to keep things in order. Some strives to find ways to fit into the teameffort. He seeks to find a level of comfort in working with those around him. He questions those who attempt to implementchange that affects him personally. His goal is to keep things as they are, and he does not appreciate any fast orunexpected change. Some is seen as practical and reliable by members of his work group. Some is most often an easy-going and relaxed person, who is willing to accommodate his schedule or actions to meet the demands of others. He oftenspends time looking back on a situation or problem and pondering how it could have happened, rather than consideringwhat action to take from here. Some has a nostalgic admiration for the past and thoughtful apprehension for the present.He can develop strong loyalties if he feels he is being dealt with fairly. Some is most times willing and ready to followcapable leadership. He is not likely to anger easily. Others perceive him as relaxed, undemonstrative, and easy going. Hewants to build close relationships with a small group of associates or team members.

C = ComplianceHow Some Displays Independence or DependenceSome prefers to work in a friendly and harmonious environment. He often wants to turn the tables when others attempt topush too hard. He may give managers or supervisors a false sense of compliance by appearing to follow rules andprocedures. He can tune out events beyond his control. This gives him the ability to concentrate on the situation at hand.He is alert and ready to adapt respected systems and procedures to a given situation or problem, but he is cautious andtakes time to assess the possible consequences. Some processes information with an open mind that is based on theneed to use an approach that shows balanced judgment and internal awareness of the political and economic implicationsof a decision.

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ADJUSTMENT TO THE WORK ENVIRONMENT


Individuals have the ability to adjust their Natural (Primary) style to meet the real or perceived requirements of theirwork environment. This section of the Proception2 report shows how Some may make adjustments to his Natural(Primary) behavioral style to meet these requirements. The more this section is different from an individual'sNotable Primary Behaviors, the more they may feel the need to adjust their behavior to meet the real or perceiveddemands of the work environment. Small adjustments generally indicate Some has found a comfort zone in thework environment. As an individual establishes or changes workplace roles or goals, they may move in and out oftheir comfort zone.

D = DominanceHow Some Solves ProblemsHe limits risk by becoming involved in a program, project or idea one small step at a time. His philosophy is, "A smallmistake is more acceptable than a total failure." Only after he has made a well thought-out decision is he prepared tomove ahead. Some makes a concerted effort to work hard for those whom he feels deserve his efforts. Some can beupsetting to others when he vacillates in making a decision or attempts to avoid dealing with tough issues. He maydisappoint others by declining challenging tasks or expecting others to make the first move.

I = InfluenceHow Some Influences OthersSome promotes discussion and encourages others to look at various options that may be available to resolve an issue orproblem. When this process is complete, he expects others to respond positively and be ready to take action. He asksothers for input and discussion, but he generally makes the ultimate decision by himself. He looks for ways to make thework he is doing fun and exciting. He can bring humor to a presentation, meeting, or discussion. Some wants to try avariety of alternatives when confronted with a difficult problem. Some exerts vigorous efforts in his work and expectsothers to respond to his lead. He enjoys communicating with people, even when they disagree with his point of view. He isaware of the need for their supportive strength, which they can provide to ensure success in a project or program. Whenattending lengthy meetings, he can seem bored by it all. This boredom can be observed by his shifting in his chair,notepad doodling, standing, or even talking to the person seated next to him. Some's style is typically the one usingslogans or sayings like, "Why work if it isn't fun?" or "Are we having fun yet?" He will be seen as restless and impulsive,having difficulty sticking with any job or task he feels is boring. He will often attempt to use equipment without looking atthe directions or instructions. If he can't get it to work, he will find someone he knows and have them show him how itfunctions. Some is motivated to look for the good in others. He generally feels that individuals who are not performing thejob well should be given another opportunity to succeed. He must realize there is a point in time when he must make adecision based on the individual's lack of performance. People with Some's style are often called the visionaries of theworld. He looks beyond the usual, preferring to use imagination and creativity to solve a challenging problem.

S = SteadinessHow Some Reacts and Responds to ChangeSome wants his role and responsibilities clearly defined. He shares the credit for a job well done with coworkers and teammembers. Some works at a rapid pace and maintain the pace when his personal efforts are recognized and rewarded. ForSome, an incentive for a job well done is be reflected in the form of higher compensation or additional benefits. He is seenas an even-tempered individual who makes an effort to revise his work, schedule or timetable to meet the requests ofothers. Some maintains a strong sense of duty to others when he feels others treat him fairly. He respects and followleadership that is effective, because he prefers to be a member of the team and not the leader. He is seen as a supportiveteam member who is always willing to help those he considers friends. Some wants to have a personal relationship with asmall group of associates.

C = ComplianceHow Some Displays Independence or DependenceHe sees rules and procedures that need to be interpreted and will use good judgment in their interpretation. Potentialideas are assessed using his personal experience and recognized facts. He likes to be independent of others' rules andprocedures, but realizes that even he must follow some rules and procedures. He is comfortable with the unconventional,

3

ADJUSTMENT TO THE WORK ENVIRONMENT


which allows him to generate new and unusual ways to solve problems. His potential to improvise is great, and he is mostenergized when he is on his own. He is an advocate of individualism and investigates any opportunity or possibility. Someapproaches problems in an innovative, groundbreaking and pioneering manner. He usually has no vested interest in theparticular methods or processes used by others.

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POTENTIAL STRENGTHS IN BUSINESS

PREFERRED WORK ENVIRONMENT


Individuals strive to maximize their strengths. The Proception2 report highlights the potential behavioral traits andaptitude Some brings to the work environment. This information will help him and the organization maximize hisbehavioral strengths.

There is a work environment in which an individual feels most comfortable. It is an environment that meets theirbehavioral needs to produce their best results. Most time's individuals have the ability to be flexible and use theirintelligence to adjust their behavior to be productive in various work environments. The traits listed provide anoverview of Some's Preferred Work Environment at this time.

Some's style:

A work environment:

Meets rigid specifications.•Creates solutions that conform to organizational policies.•Has a high regard for authority, protocol, and systems.•Likes to be a team player.•Possesses a personal magnetism.•Persuades without antagonizing.•Is a good listener.•Gives recognition to deserving individuals.•Places organizational interest ahead of personal convenience.•Is careful not to upset others.•Deliberates before taking action.•Will cooperate with others.•

That allows him to meet his high standards.•Where he can use his organized and systematic approach.•With tasks that allow him to work alone.•That allows him to use his creative thinking to find new ways of doing things.•That will let him use his people skills.•Where he can take action without a lot of preparation.•With work relationships without conflict or confrontation.•With sensible and realistic work processes.•Where he can work at a consistent pace to get the job done.•With time to think before having to take action.•With sanctions and directions, which provide a sense of security.•With guidance and directions in prioritizing the action to be taken on projects.•

5

STRENGTHS TO THE TEAM


Successful teams are comprised of unique team members. Each behavioral style has strengths that can benefit ateam. Great team members use their natural strengths to contribute to team goals. This section of the Proception2report highlights the behavioral traits and talents Some brings to the team.

Some:Sets a good example for team members by the quality of his work.•Is careful in his thoughts or actions as a member of the team.•Investigates all sides of an issue or problem.•Enjoys being part of a team environment.•Inspires colleagues and subordinates to cooperate and excel.•Breaks up the monotony of teamwork or meetings.•Is a strong team participant.•Has a strong sense of teamwork and purpose.•Exhibits patience as a member of the team.•Works on problems and issues that are repetitive and tedious.•Has respect for the team leader.•Fairness is one of his strongest motivatiors.•

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PERFORMANCE ENHANCEMENT

PERSONAL PERFORMANCE MOTIVATORS


This section of the Proception2 report highlights suggestions on how Some can improve performance in the workplace.Review these suggestions with a coach, mentor or supervisor/manager to determine how they can be integrated into apersonal development plan that will improve productivity.

Each behavioral style is driven by different motivational needs and desires. Performance improves when personalmotivators are included in the work environment. While some of the Performance Motivators listed on this page are beingmet, others are not. It will be helpful for to note the motivators that are most important, but are not presently beingincorporated into Some's daily motivation and supervision.

Some may need:

Some prefers:

To be less skeptical and more trusting.•To be more flexible in his approach to problem solving and not get bogged down in his own thoughts.•To be less formal when interacting with others.•To put standards and expectations in writing, then communicate them clearly to others.•To establish deadlines for making specific decisions.•Deadlines for making decisions as he can put off the decision-making process.•To look beyond the obvious to gain insight into a problem or issue.•To be reminded to make decisions in a timely manner.•To remember he can't please all of the people all of the time.•Assignments with clear and detailed instructions.•Support from his boss or the rules.•Help in beginning new projects or difficult tasks.•

A structured environment with procedures in writing.•An environment where decisions are made in a non-emotional manner.•A work environment where he can use his tact and diplomacy.•An opportunity to verbalize his dreams.•A job or position where he can enjoy the social aspect of work.•To have the opportunity to organize events.•Time to plan for and adjust to change.•To be appreciated for his genuine concern for his work team.•Jobs or projects he can complete before being required to move on to another.•To work with a manager or supervisor he respects.•Sufficient time to think and plan for resolving the issue or project.•A work environment free of risks and hazards.•

7

COMMUNICATION BUILDERS

COMMUNICATION BARRIERS


Communication is the cornerstone of building relationships, achieving productivity, and maintaining motivation.Communicating with Some will be accomplished best by incorporating the recommendations outlined on this page.Using these recommendations will provide an opportunity to improve communication, improve relationships, promotecredibility, and gain increased productivity.

We are aware of communication mistakes and errors others make when communicating with us. These can createCommunication Barriers. We know what we don't like others to do, say, or use when communicating with us. It would behelpful to reduce or eliminate the barriers listed below to improve communication with Some.

When communicating with Some, do:

When communicating with Some, don't:

Speak at a lower volume, while maintaining a reserved demeanor.•Go into considerable detail.•Provide accurate and factual evidence.•Be more casual and informal.•Be ready to let him indulge in some fun.•Let him be in the spotlight.•Be more casual and informal than usual.•Provide assurance that there will be no glitches.•Give time, if possible, to consider recommendations thoroughly before he is required to make a decision.•Allow time for questions.•Come prepared and be sincere in your approach.•Maintain discussions at a conversational level.•

Be indecisive about what you expect.•Make inconsistent or conflicting statements.•Forget to follow-up as promised.•Write long memos with lots of information.•Overlook demonstrating excitement and enthusiasm.•Fail to give him credit for a job or project well done.•Talk too much or over control the conversation.•Come across too strong or forceful.•Intimidate him by raising your voice.•Be sarcastic or critical when he makes a mistake.•Overwhelm him with complicated details or information.•Accept that he has automatically understood you.•

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PERSONAL GROWTH SUGGESTIONS


Each of us prefers to see ourselves in a positive way. While Some brings many outstanding strengths to the workenvironment, there are areas of behavior that could impede success. This section of the Proception2 report containssuggestions to consider that can improve the behavioral tendencies that can slow or hinder the achievement of desiredperformance goals.

Some may:Be overly concerned with following the rules and procedures.•Get caught up in the details.•Discipline following the rules and regulations, even when it may not be appropriate.•Feel his enthusiasm will overcome most problems.•Put important projects off until the last minute, feeling he can get it done under pressure.•Have difficulty disciplining others, which could let small issues grow into bigger problems.•Will wait for others to provide instructions or directions.•

Take longer to make decisions when new projects, programs, or ideas are involved.•Have ideas for improvement, but often will not present them for fear of having to change.•show little intensity when working toward a goal or objective.•Have ideas for change, but hesitate to suggest or implement them.•Let others take advantage of his low-key nature.•

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HIGH

SIDE

BEHA

VIOR

LOW

SIDE

BEHA

VIOR

DOMINANCEProblems

INFLUENCEPeople

STEADINESSPace

COMPLIANCEProcedures

PRIMARY WORD PORTRAIT

HIGH

SIDE

BEHA

VIOR

LOW

SIDE

BEHA

VIOR


This page of the Proception2 report highlights words that can be associated with Some's behavioral style. These wordsprovide insight into how he prefers to solve problems, work with others, react to the pace of the work environment andrespond to guidelines and procedures established by others.

Challenging Extroverted Rigid Painstaking

Self-Centered Motivating Undemonstrative Wary

Relentless Charismatic Systematic Meticulous

Driving Subjective Reluctant to change Precise

Innovative Spirited Deliberate Quality oriented

Strong-Minded Expressive Steady Exacting

Resolute Convincing Unhurried Accurate

Competitive Animated Consistent Prudent

Goal oriented Outgoing Thoughtful Compliant

Decisive Upbeat Reliable Cautious

Assertive Trusting Careful Organized

Enterprising Warm Unruffled Neat

Strong Friendly Calm ConservativeDetermined Congenial Composed TactfulPositive Sociable Relaxed Diplomatic

Purposeful Contemplative Eager Steadfast

Reasonable Objective Quick Original

Moderate Cool Unsettled Self-reliant

Tentative Doubting Flexible Confident

Reserved Rational Energetic Bold

Uncertain Logical Animated Stubborn

Accommodating Questioning Spontaneous Independent

Conservative Realistic Restless Unconventional

Cautious Reflective Versatile Resourceful

Amenable Analytical Spur-of-the-moment Autonomous

Unassuming Critical Dynamic Opinionated

Humble Calculating Hurried Individualistic

Restrained Skeptical Intense Radical

Complacent Introspective Zealous Fearless

Acquiescing Reclusive Impulsive Reckless

10

HIGH

SIDE

BEHA

VIOR

LOW

SIDE

BEHA

VIOR

DOMINANCEProblems

INFLUENCEPeople

STEADINESSPace


ADJUSTED WORD PORTRAIT


This section of the Proception2 provides insight into why an individual's Natural (Primary) style may not always becompatible with the demands of the work environment. This section highlights words that suggest how Some perceivesthe need to adjust his behavioral style to solve problems, work with others, react to the pace of the work environmentand respond to guidelines and procedures established by others.

Challenging Extroverted Rigid Painstaking

Self-Centered Motivating Undemonstrative Wary

Relentless Charismatic Systematic Meticulous

Driving Subjective Reluctant to change Precise

Innovative Spirited Deliberate Quality oriented

Strong-Minded Expressive Steady Exacting

Resolute Convincing Unhurried Accurate

Competitive Animated Consistent Prudent

Goal oriented Outgoing Thoughtful Compliant

Decisive Upbeat Reliable Cautious

Assertive Trusting Careful Organized

Enterprising Warm Unruffled Neat

Strong Friendly Calm Conservative

Determined Congenial Composed Tactful

Positive Sociable Relaxed Diplomatic

Purposeful Contemplative Eager Steadfast

Reasonable Objective Quick Original

Moderate Cool Unsettled Self-reliant

Tentative Doubting Flexible Confident

Reserved Rational Energetic Bold

Uncertain Logical Animated Stubborn

Accommodating Questioning Spontaneous Independent

Conservative Realistic Restless Unconventional

Cautious Reflective Versatile Resourceful

Amenable Analytical Spur-of-the-moment Autonomous

Unassuming Critical Dynamic Opinionated

Humble Calculating Hurried Individualistic

Restrained Skeptical Intense Radical

Complacent Introspective Zealous Fearless

Acquiescing Reclusive Impulsive Reckless

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100 100

90 90

80 80

70 70

60 60

50 5040 40

30 30

20 20

10 10

0 0

D DI IS SC C

Primary Style is the behavioral response that is most reflective of the “real person.” It is also called your Natural Style. The Primary or Natural Style is referred to as an individual’s basic style. The Primary Style is usually very consistent, and over time does not change significantly.

Adjusted Style is an individual’s response to their work environment. It reflects the behavior they feel will give them the best opportunity to succeed in their job. An individual will often adjust their behavior to meet the needs and demands of a new work environment.

PRIMARY STYLE ADJUSTMENT TO THE WORK ENVIRONMENT

GRAPHIC PROFILE


42% 52% 72% 56% 35% 70% 66% 39%

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INFLUENCEPeople

Emotional

Non-Emotional

200 40 60 80 100

Primary Style Adjusted Style


Compliant

Less Compliant

200 40 60 80 100


STEADINESSPace

Slower Pace

Faster Pace

200 40 60 80 100


DOMINANCEProblems

Direct

Indirect

200 40 60 80 100


INTENSITY OF DISC BEHAVIORS


Everyone has a Primary (Natural) and an Adjusted (Adapted) behavioral approach to work. Each graph represents theintensity of a Primary DISC behavior and an Adjusted DISC behavior.

The Diamond symbol represents the Natural ( Primary) behavior for each dimension of DISC. The Circle symbolrepresents the Adapted ( Adjusted) behavior for each dimension of DISC.

The more a diamond or circle moves up and to the right for a behavior, the greater the intensity of thatbehavior.

13

STYLE MAP

Some Day: 35

Some DayCopyright © 1998-2015 Essential Insights, LLC. All Rights ReservedDistributed By Maximum Potential 14

MY ACTION PLAN

Name

Organization

What are my personal and development goals? How can I best achieve these goals?

What are my talents and strengths? What knowledge or skills do I need to enhance?

What are my development goals for the next 12 months? What specific actions can I take to achieve these goals?

Date

•

•

•

•

•

•


Your next step is to review your report and work with your manager/supervisor, when possible, to identify areas for yourpersonal development. This step is about getting creative, broadening your thinking and coming up with an action planfor personal development you may not have considered before.

The next step is all about focusing, narrowing down your options, and setting clear deadlines for the actions you plan totake. Use the sections below to help you get started.

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DaySome Pro2 Individual report