Assume you are the manager of your learning team and need to develop a plan that will address the characteristics of your group and yourself as the leader. This plan can be used to determine the needs of the learning team and is a tool for members to assess their skills, strengths, areas needing improvement, and the resources needed to help them reach their career goals.Use each Learning Team member’s DiSC assessment results completed in Week One.Develop a combined DiSC chart of your Learning Team members for use in developing this paper. Based on the individual assessments, what are the characteristics of your team?Create a professional development plan to address the characteristics of the Learning Team members both individually and as a group and your ability to lead them:Required Elements:Between 1100 and 1400 wordsFormatyour paper consistent with APA guidelinesEvaluate the individuals, including yourself, and the group based on the DiSC assessment.Personalized Report for: THOMAS VARGAS
Based upon The Platinum Rule®
Model of Behavioral Styles
By Dr. Tony Alessandra
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Introduction to The DISC Platinum Rule Behavioral Style Assessment
3
PART I – UNDERSTANDING YOUR PERSONAL eGRAPH RESULTS
– Your eGraph Results
11
– How to Read and Interpret Your eGraph
12
– Interpreting School Associate Observer Responses
13
– Interpreting Business Associate Observer Responses
14
– Interpreting The Entire Composite eGraph
15
– A Snapshot of Your Substyle
16
– Descriptions of the 16 Substyles
17
PART II – UNDERSTANDING YOUR STYLE AND INCREASING YOUR
EFFECTIVENESS
– An Overview of Your Primary Behavioral Style
19
– A Summary of the Steadiness
21
– Steadinesss on the Job
22
– The Steadiness’s Behavior and Needs under Stress
23
– How to Reduce Conflict
24
– Action Plans for Steadinesss
25
– Additional Resources and References
27
– Disclaimer
28
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Dear THOMAS,
Congratulations on completing the DISC Platinum Rule® Behavioral Style Assessment.
Completing the Assessment could be one of the most important relationship building
decisions you will ever make.
With your personalized and comprehensive DISC Platinum Rule® Behavioral Style
Assessment, you have the tools to be successful. Your assessment will not only help you
become a better you, it will help you behave more maturely and productively by teaching
you how to focus on your goals instead of your fears. Then you can develop and use more
of your natural strengths, while recognizing, improving upon and modifying your limitations.
This report does not deal with values or judgments. Instead, it concentrates on your natural
tendencies that influence your behavior.
HOW TO USE THIS REPORT
First, read through the entire report. The first part presents your eGraph results. Right after
taking your DISC Platinum Rule® Behavioral Style Assessment, you will only see your
results. As you invite others to complete the observer assessment, as they see you, more
and more plot points will appear on your eGraph. This first section of your report will also
cover how to read and interpret your eGraph results. It also includes a background section
on the classic Johari window concept plus a discussion of your personal “substyle” with brief
descriptions of all 16 DISC substyles.
The second part focuses on understanding your style characteristics at work, under stress,
etc., and offers strategies for increasing your personal effectiveness. Please note that
there is no ‘best’ style. Each style has its unique strengths and opportunities for continuing
improvement and growth. The strengths and weaknesses, and any behavioral descriptions
mentioned in this report, are tendencies only for your style group and may or may not
specifically apply to you personally.
The third part is to download the DISC eWorkbook by going to
http://www.assessments24X7.com/UOPXDISCWorkbook.pdf. This section focuses on how to use the DISC
concept with others, from how to visually and verbally identify another person’s style to how
to adapt your behavior to “connect” with any of the four primary DISC styles. This last
section is the all important successful application of this concept in all of your interpersonal
relationships.
Study the characteristics of your style and how it relates to others. Practice ‘reading’ the
signals others will send you and master it. Your success truly depends on the relationships
you build. Why not build them on a foundation of proven, reliable skills?
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During your 30-day observer assessment period, the results of your observer assessments
will be compiled. You can see the results plotted on your customized eGraph. This report
helps you interpret the composite results of your observers and provides suggestions on
how to modify your behavior to have more effective relationships. It’s an important
component to the total DISC Platinum Rule® Behavioral Style Assessment because it truly
completes the 360-degree perspective initially promised to you.
Isn’t a simple Self-Assessment Report accurate enough? Yes, but only from your own point
of view. Quite often, the behaviors that are measured are more easily observed by others
than by oneself. You know, better than others, what your own thoughts and motives are.
However, others may be more accurate observers of your actual behavior… and it is
behavior that is intended to be measured here.
In professional and personal dealings with people, most of us experience conflicts from time
to time. We may not be able to put our fingers on the cause, but something about the
interaction is uncomfortable. Then too, there are those times when we first meet someone,
and after several minutes feel as if we have known them for many years.
When we “click” like this with people, we often call it chemistry, or say that we get “good
vibes” from that person. Our ability to develop and maintain chemistry with many different
kinds of people is crucial to professional and personal success.
The Platinum Rule recognizes that people are different, that others may not wish to be
treated the same way you do. Patterns that work for you may not work for them. In short,
The Platinum Rule allows for individual differences and preferences, and serves as a useful
guide for many relationship situations.
When your knowledge of behavioral styles is combined with the application of The Platinum
Rule™, you have an invaluable tool for creating better chemistry faster, more of the time, in
more of your relationships.
You’re encouraged to read through the entire DISC Platinum Rule Report. Study each
section to learn, practice, and reinforce your new skills.
You will learn two things:
1. Your Behavioral Style through the eyes of others
2. Your degree of self-awareness
You will know more about your self-awareness because you will be able to compare your
Self-Assessment with the Assessments of your observers and see how similar they are.
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PERCEPTIONS… WHAT DO THEY MEAN?
How did your self-perception compare to the observers’ perceptions? There are three
possible scenarios:
1. Most saw you the same
2. Most saw you differently
3. Some saw you the same while some saw you differently
The perceptions others have of our behaviors may or may not best describe who you really
are. It is simply a perception of behaviors you exhibit in a particular environment or
relationship. The good news is you are not your behaviors. With your new found information
on behavioral styles, you have choices to modify those behaviors if needed.
Studies have shown that the most effective people:
1. Know themselves
2. Know the needs or demands of the situation or relationship
3. Adapt their behaviors to meet those needs
Our behaviors are a very important part of the communication process. Suppose you tell
your child he/she is the most important thing in your life and yet you find little time to spend
with him/her. Or you tell your boss that you love your job and yet you are always late.
The goal of these assessments is to help you become aware of your behaviors and the
impact they can have on others. Then by practicing suggested behavior changes, you can
enhance the relationships that otherwise have been a strain.
If your observers saw you as a different Primary Behavioral Style and you want complete
information about that style, you can obtain by downloading the DISC eWorkbook at
http://www.assessments24X7.com/UOPXDISCWorkbook.pdf.
So, before diving in, let’s briefly review the four DISC Primary Styles.
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BEHAVIORAL STYLES
Historical, as well as contemporary, research reveals more than a dozen various models of
our behavioral differences, but many share one common thread: the grouping of behavior
into four categories. The Platinum Rule® focuses on patterns of external, observable
behaviors using scales of directness and openness that each style exhibits. Because we
can see and hear these external behaviors, it becomes much easier to ‘read’ people. This
model is simple, practical, and easy to remember and use.
As you read the descriptions of each style below, think about your new insights into your
preferences. You might prefer relationships to tasks, perhaps you act slower rather than
faster, or maybe you like to tell people what you think rather than keep it to yourself. Then
think about the people around you in the office or at school… what style do their behavioral
tendencies reflect? The following descriptions and adaptability guidelines will help you get
on the same wavelength with each of the four styles.
Keep in mind that no one style is better than another. Each has its’ own strengths and
weaknesses. Remember, however, strengths pushed to extremes can also become
weaknesses. Here’s a quick overview of the four behavioral styles and a brief description of
how extreme behaviors may be perceived by others.
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Here are the four DISC Platinum Rule primary behavioral styles:
The Dominance Style (D Style): The Dominance Styles are driven by two governing needs: the
need to control and the need to achieve.
The D Styles are goal-oriented go-getters who are most comfortable when they are in charge of
people and situations. They want to accomplish many things now, so they focus on no-nonsense
approaches to bottom-line results.
The Dominance Styles seek expedience and are not afraid to bend the rules. They figure it is easier
to beg forgiveness than to ask permission.
The D Styles accept challenges, take authority, and plunge headfirst into solving problems. They
take charge in a crisis. They are fast-paced, task-oriented, and work quickly and impressively by
themselves, which means they become annoyed with delays. They are willing to challenge outdated
thinking and ideas.
The Interactive Style (I Style): The Interactive Styles are friendly, enthusiastic party-animals who
like to be where the action is. They thrive on the admiration, acknowledgment, and compliments that
come with being in the limelight.
The I Styles just want to have fun. They are more relationship-oriented than task-oriented. They
would rather schmooze with clients over lunch than work in the office.
The Interactive Style’s strengths are enthusiasm, charm, persuasiveness, and warmth. They are
gifted in people skills and communication skills with individuals as well as groups. They are great
influencers. They are idea-people and dreamers who excel at getting others excited about their
vision. They are optimists with an abundance of charisma.
These qualities help them influence people and build alliances to accomplish their goals.
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The Steadiness Style (S Style): The Steadiness Styles are warm, supportive, and nurturing
individuals. They are the most people-oriented of the four styles.
The S Styles are excellent listeners, devoted friends, and loyal employees. Their relaxed disposition
makes them approachable and warm. They develop strong networks of people who are willing to be
mutually supportive and reliable.
The S Styles are excellent team players. The Steadiness Styles are risk-averse. In fact, they may
tolerate unpleasant environments rather than risk change. They like the status quo and become
distressed when disruptions are severe.
When the Steadiness Styles are faced with change, they need to think it through, plan, and accept it
into their world. The Steadiness Styles, more than the other behavioral types, strive to maintain
personal composure, stability, and balance.
In the office, the Steadiness Styles are courteous, friendly, and willing to share responsibilities. They
are good planners, persistent workers, and good with follow-through. Steadiness Styles go along with
others even when they do not agree because they do not want to rock the boat.
The Steadiness Styles are slow decision-makers because of their need for security, their need to
avoid risk, and their desire to include others in the decision-making process.
The Cautious Style (C Style): The Cautious Styles are analytical, persistent, systematic people
who enjoy problem solving. They are detail-oriented, which makes them more concerned with content
than style.
The C Styles are task-oriented people who enjoy perfecting processes and working toward tangible
results. They are almost always in control of their emotions and may become uncomfortable around
people who are very out-going, e.g., the Interactive Styles.
In the office, the Cautious Styles work at a slow pace, allowing them to double-check their work. They
tend to see the serious, complex side of situations, but their intelligence and ability to see different
points of view endow them with quick and unique senses of humor.
The Cautious Styles have high expectations of themselves and others, which can make them overcritical. Their tendency toward perfectionism – taken to an extreme – can cause “paralysis by overanalysis.” The C Styles are slow and deliberate decision-makers. They do research, make
comparisons, determine risks, calculate margins of error, and then take action.
The Cautious Styles become irritated by surprises and glitches, hence their cautious decisionmaking. The C Styles are also skeptical, so they like to see promises in writing.
The Cautious Styles’ strengths include an eye for detail and accuracy, dependability, independence,
persistence, follow-through, and organization. They are good listeners and ask a lot of questions;
however, they run the risk of missing the forest for the trees.
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We generally develop our behavioral style in our childhood. It is the result of some possible
genetic predisposition and our early life experiences. Everyone has a primary style that we
tend to use most of the time. Although each of us has his or her own primary style, only a
small percentage of the total population can be understood clearly by just these four
primary styles. Each primary style also contains four substyles. We all use some of the
behaviors of the other styles in our daily work, social, or family lives to some greater or
lesser degree.
ADAPTABILITY
This report will identify ways that you can apply your style strengths or modify your style
weaknesses in order to meet the needs of a particular situation or relationship. This is
called adaptability. Social scientists call it ‘social intelligence.’
There’s been a lot written lately on how your social intelligence is just as important as your
Intelligence Quotient (IQ) in being successful in today’s world. In some cases, social
intelligence is even more important than IQ.
It makes sense when you think about it. Often, when we do what comes naturally we
alienate others without realizing it. Why? Because that same behavior may not be natural
for them. It’s essential that we become aware of our natural tendencies – and their natural
preferences! Then we can defuse extreme behaviors before we sabotage ourselves. We do
this by quickly identifying the individual needs of others based on the behavioral signals they
will send to us, and then adapting our own behavior to make them feel comfortable. Your
ideas don’t change, but you can change the way you present those ideas. And the best part
of it is – people will teach you how to treat them if you know how to read the signals their
behavioral styles will send you!
A study was done at the famous Bell Labs think tank near Princeton, New Jersey. They
surveyed teams of electrical engineers. They were asked to name the most valued and
productive engineers on the teams. Surprisingly, those who were named were not the
people with the highest IQs, or the highest academic credentials or the best scores on
achievement tests. The most valued team members were the people whose social
intelligence, or adaptability, was highest.
HERE IS THE VALUE OF ADAPTABILITY…
It can’t be overstated. It’s a linchpin of The Platinum Rule® and the key to building
successful relationships of all kinds. Adaptable people realize there is a difference between
their self (who they are) and their behavior (how they choose to act). Adaptable people
consciously decide whether and how to respond to a person, a situation, or an event.
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Less adaptable people, on the other hand, respond in a more habitual manner, regardless
of whether the response is likely to be appropriate or effective. But even if you are a person
who’s been wedded to your own ways of thinking and doing for a very long time, there is
hope.
You can commit to learn to be more adaptable. When you understand each of the four
styles, how to recognize them in others, and how to adapt to them in key ways, you can
have command of almost any interpersonal situation.
Whether someone is male or female, young or old, part of a Western culture or some other,
our behavioral style is often evident. Let’s face it, we may all be created equal, but we
surely do not all act the same. And we don’t all want to be treated the same. What may be
a good response or reaction toward one person may be all wrong for the very next.
Now, it’s true, we don’t always act the same. You might behave differently with your best
friend than with your boss. You don’t act at a cocktail party as you do at church. While your
style may have its own particular twist, like a song that’s interpreted differently by various
artists, it’s still clearly one of the four basic styles. You’re constantly sending out signals
revealing that style, through the words you choose, body language, the speed and rhythm of
your speech, how you dress, how your space is organized, how fast you walk.
Imagine the benefits of understanding how to treat people the way they want to be treated!
Your interactions with people can change dramatically. Shaky relationships can suddenly
become good ones. Good relationships can now be even better than before. If only for the
stress it eliminates in interpersonal relationships, this profile is worth its weight in
…platinum!
THE ULTIMATE GOAL OF THE PLATINUM RULE…
is personal chemistry and productive relationships. You do not have to change your
personality. You do not have to roll over and submit to others. You simply have to
understand what drives people and recognize your options for dealing with them. The key
objective of this whole concept is understanding your own style, understanding and being
able to quickly and accurately identify the style of others, and then adapting so that you
treat others the way they want to be treated.
These are powerful life-skills that will serve you well in all your relationships: business,
friends, school, spouse, and children. Improved relationships create infinite possibilities.
Remember, at the introduction to your DISC Platinum Rule™ Behavioral Style SelfAssessment Report, I reminded you that you can’t expect to change a lifetime’s habit
patterns overnight. But you can begin to change, if you are committed. Your investment of
time and resources into this assessment shows that you are on the right track.
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for THOMAS VARGAS
SYMBOL DESCRIPTION
Self-assessment
Observers who know you in this setting: School Associate
Average of Observers in this setting: School Associate
(will only display if more than 3 observers)
Observers who know you in this setting: Business Associate
Average of Observers in this setting: Business Associate
(will only display if more than 3 observers)
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Chances are good that your perception of yourself is fairly accurate, but only from your
personal point of view. Quite often, the behaviors we’re measuring with The DISC Platinum
Rule Behavioral Style Assessment are more easily observed by others than by yourself.
You know better than others what your own thoughts and motives are. But others may be
more accurate observers of your actual behavior… and it is behavior that we’re intending to
measure here.
If there is a large discrepancy between your self-assessment and the observer
assessments, resist the temptation to dismiss their perceptions. Instead, ask yourself about
the implications of these differences. Realize that you possess more assets-and more
areas for improvement-than you first might have thought. At the very least, the differences
may provide you with some valuable insights.
It is quite common for people to see themselves differently from the way others see them.
The good news is that it gives you an opportunity to learn more about yourself, to become
more effective in ways you may not have ever thought about before.
Since your eGraph may be updated throughout the 30 day Observer period, it may change
from time to time. At the end of the 30 days, we suggest you download and save your
report in the PDF format to have your most current eGraph included in this report – and
then continue with the interpretation of your eGraph.
INTERPRETING YOUR eGRAPH
Research indicates that the people who are closest to you – either in a school or business
setting- are the most aware of your behavioral style. They work with you or socialize with
you every day and see many facets of your behaviors, such as the ways that you work with
people, your preference for working alone or with others, and your reactions to stress,
confrontations, triumphs, frustrations, and so on. Often these interpretations will cluster
around the same area of your eGraph.
To help you interpret your eGraph, first we will look at the plots of observers who know you
in a business setting and ask some questions to help you interpret the results. Then we will
look at the plots of those who responded as they know you in a school setting. Finally, we
will look at the combination eGraph.
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School Associate
Refer to a copy of your eGraph on page 8.
1. Take a look at the responses from School Associate observers. Are the plot points
scattered or clustered?
2. What does this tell you?
3. If they are scattered, how do you explain these differences?
4. Do most of your plots fall above or below the center horizontal line indicating that you
use mostly direct behaviors (Above: Dominance Style and Interactive Style) or mostly
indirect behaviors (Below: Steadiness Style and Cautious Style)?
5. Choose one situation or relationship to vary the level of directness to more closely match
the situation or the other person’s needs in a School Associate setting and record what you
varied and the response you got.
6. Do most of your plots fall to the right or left of the center vertical line indicating that you
use mostly open behaviors (Right: Interactive Style and Steadiness Style) or mostly
guarded behaviors (Left: Dominance Style and Cautious Style)?
7. Choose one situation or relationship to vary the level of openness to more closely match
the situation or the other person’s needs in a School Associate setting and record what you
varied and the response you got.
8. Choose one School Associate relationship you would like to improve. Determine the
other person’s style. Choose one simple thing you can modify in your behavior to elicit a
different, more positive response.
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Business Associate
Refer to a copy of your eGraph on page 8.
1. Take a look at the responses from Business Associate observers. Are the plot points
scattered or clustered?
2. What does this tell you?
3. If they are scattered, how do you explain these differences?
4. 1. Do most of your plots fall above or below the center horizontal line indicating that you
use mostly direct behaviors (Above: Dominance Style and Interactive Style) or mostly
indirect behaviors (Below: Steadiness Style and Cautious Style)?
5. Choose one situation or relationship to vary the level of directness to more closely match
the situation or the other person’s needs in a Business Associate setting and record what
you varied and the response you got.
6. Do most of your plots fall to the right or left of the center vertical line indicating that you
use mostly open behaviors (Right: Interactive Style and Steadiness Style) or mostly
guarded behaviors (Left: Dominance Style and Cautious Style)?
7. Choose one situation or relationship to vary the level of openness to more closely match
the situation or the other person’s needs in a Business Associate setting and record what
you varied and the response you got.
8. Choose one Business Associate relationship you would like to improve. Determine the
other person’s style. Choose one simple thing you can modify in your behavior to elicit a
different, more positive response.
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Let’s take a look at your composite eGraph representing School Associate and Business
Associate observer responses. Refer to a copy of your eGraph on page 8.
1. Were you surprised by the results? If so, how?
2. Are the School Associate and Business Associate observer responses similar or
different?
What does this mean to you?
3. Were the observer responses similar or different from your self-assessment? What does
this mean to you?
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The Go-Getter (Sd)
You are predominantly a Steadiness Style.
We break each main Style down into four Substyles. Yours is the Sd, which we like to call The Go-Getter. The Go-Getter
is LESS open and LESS indirect than most other Steadiness styles. Below is a snapshot of The Go-Getter Substyle… as
such, it’s a closer look at you!
The primary goal that motivates you is a desire for a steady flow of more accomplishments.
Despite your somewhat indirect nature, you can be very direct in situations that are task-focused. Your ability to think
through a project makes you a good short-term planner; you can identify the roles, resources, and timelines needed to
complete a project successfully. Your search for results leads you to be highly self-reliant, rather than to depend on others
to achieve the quality you want.
YOUR TENDENCIES INCLUDE
Enjoying being industrious
Taking charge of tasks
Eagerly and competitively diving into your work
Breaking tasks down into parts and supervising closely those parts being done by others
Being less comfortable with complex or multiple tasks
Looking for concrete, short-term results, especially if they bring personal rewards or recognition
Becoming rigid and guarded when under pressure
YOUR GROWTH OPPORTUNITIES
With Tasks:
You can benefit by understanding more of the big picture. Make sure you are clear about a project before
jumping in with your full energy. Retain the support of people wholl be involved or affected by the work.
With People:
While you like to do things yourself, you must learn to delegate more. You have a tendency to spread
yourself too thin, so limit your involvement in less critical tasks.
PERSONAL EMPOWERMENT POINTERS
Make sure you understand the overall goal and context before you jump head first into a task.
Ask others to share their ideas on how to accomplish tasks and how to satisfy their expectations and yours.
When making or implementing decisions, check with at least three to five other knowledgeable people to see if theres
a consensus. If you dont find a pattern, widen the search.
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SUBSTYLES OF DOMINANCE STYLES
The goal that motivates The Director (or Dd) is new opportunities. You are less concerned about what other
people think than many other styles; therefore, you are willing to speak your mind and to take more risks. You
often question authority and prefer to arrive at your own conclusions based on the facts at hand. Rather than
deal with limitations such as the status quo, you tend to ignore them or deal with them and their consequences
later, if at all.
The goal that motivates The Adventurer (or Di) is dominance and independence. Consequently, you are wary
around people who may take advantage of you or beat you to a goal. Because of your results-oriented nature,
you may sometimes sacrifice quality for quantity. Your innate sense of self-importance enables you to make
mistakes and still feel favorably about yourself. You do not mind confrontation and are willing to challenge
others.
The goal that motivates The Producer (or Ds) is accomplishing bigger and better goals according to an
internal timetable. You prefer to be involved in your chosen activities from start to finish, and you resist people
who are obstacles to your achievements. Your ability to produce makes you highly valued in situations in which
an efficient, dependable, or incrementally improving rate of production is desired.
The goal that motivates The Pioneer (or Dc) is being in a position to direct and redirect task accomplishments.
You tend to focus more on the future than on either the present or the past. You are driven by a quest for
unique accomplishments and you avoid boredom. Although you are cautious and calculating, your ability to
think quickly enables you to act quickly when the situation requires it. As an agent of change, you do not like
to leave things as you found them.
SUBSTYLES OF INTERACTIVE STYLES
The goal that motivates The Socializer (or Ii) is social approval from others. You have a natural tendency to
meet people, and others feel comfortable with you. You speak freely about your thoughts, feelings, and
experiences, and expect others to do the same. You show your acceptance of others by eye contact and
touching as well as by words. You are very receptive to change and adjust well to diverse ways of doing things.
The goal that motivates The Helper (or Is) is friendship. You have a natural dislike of pressuring others or
telling them what to do. You seek close, personal relationships rather than popularity and have a wide range of
friends and acquaintances. You communicate a low-key, casual style of caring and sharing. You are
deliberate and patient in your approach to tasks. You are extremely sensitive to criticism, and allow it to affect
your relationships.
The goal that motivates The Impresser (or Ic) is to win with flair. However, you do not want to win at any cost
or hurt others’ feelings. Taking shortcuts seems like cheating to you, so you avoid such behaviors. You can
become impatient with those who procrastinate about getting started. At times, you can get so involved with
getting a job done that you stretch the truth a bit.
The goal that motivates The Enthusiast (or Id) is influencing people. You enjoy symbols of authority and
prestige. You feel uncomfortable with any kind of confinement or restriction of freedom. Your high level of selfconfidence enables you to withstand criticism from others. Each new person and situation is interesting to you,
so life seems continually fresh.
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SUBSTYLES OF STEADINESS STYLES
The goal that motivates The Relater (or Ss) is personal stability. Any change or risk that might jeopardize
relationships or surroundings is threatening. Therefore, you focus on giving others what they want and on
avoiding conflicts. Before you act, you think and plan ahead; you follow proven procedures in an orderly
manner. You prefer dealing with concrete situations and data rather than theory, trends, or conjecture. You are
most comfortable in a work environment that is pleasant, friendly, and non-competitive.
The goal that motivates The Specialist (or Sc) is to specialize: to do only what you know and know only what
you do. You prefer to focus on your own interests and avoid getting involved with crowds or high-profile
situations. The best conditions for you are those that are stable and allow for steady, incremental gains.
Generalists complement you; you each take on the tasks that the other dislikes.
The goal that motivates The Go-Getter (or Sd) is a desire for a steady flow of more accomplishments. Despite
your somewhat indirect nature, you can be very direct in situations that are task focused. Your ability to think
through a project makes you a good short-term planner; you can identify the roles, resources, and time lines
needed to complete a project successfully. Your search for results leads you to be highly self-reliant, rather
than to depend on others to achieve the quality you want.
The goal that motivates The Harmonizer (or Si) is the acceptance and approval you gain from helping others.
You want to be a person who is wanted and needed by others. You remember birthdays and anniversaries,
and you sincerely appreciate thoughtfulness from others. As a good listener, you function better as a sounding
board for venting frustrations than as a problem solver. Your interest is more in helping others to make do with
the current situation than in suggesting change.
SUBSTYLES OF CAUTIOUS STYLES
The goal that motivates The Thinker (or Cc) is the desire to be correct. Your life style reflects your preference
for privacy, and your interactions with people are formal and poised. As a naturally curious thinker, you are
more inclined to identify a spectrum of interests and behaviors than people of other types. With a natural talent
for methodical and deliberate decision making, you emphasize precise understanding, accurate work, proper
manners, and impeccable personal habits.
The goal that motivates The Master-Minder (or Cd) is to increase opportunities for unique and significant
personal accomplishments. You express yourself more by what you do than what you say. Consequently, you
have strong needs to choose your own goals and to work independently. As primarily an idea-generator and
developer, you have little interest in dealing with implementation details.
The goal that motivates The Assessor (or Ci) is accomplishing goals with excellence. As a quick thinker, you
can deal with many inputs simultaneously; however, you may be slow to take action. The nickname of
“Assessor” is based on your evaluative approach to people and tasks; you tend to have strong opinions about
people and groups with whom you do not identify or agree
The goal that motivates The Perfecter (or Cs) is predictable results. You pay attention to key processes and
details, as well as to proven procedures and relationships. Your methodical approach, thoroughness, and
dependability make you a valued employee in many kinds of organizations, especially those that involve highly
specialized and focused work. Although you are not opposed to change, you do want to be sure that the
change is attainable and that it will result in the desired improvement.
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Steadiness styles are slower-paced and relationship-focused. They are also open and indirect, relatively
unassertive, warm, and reliable. They are sometimes seen by others as compliant, soft-hearted and
acquiescent.
Steadiness styles seek security. They take action and make decisions slowly. This pace stems from their
desire to avoid risky or unknown situations. Before Steadiness styles take action or make a decision, they
have to know how other people feel about the decision.
Steadiness styles tend to be very people-oriented. Having close, friendly, personal, first-name relationships
with others is one of their most important objectives. Steadiness styles dislike interpersonal conflict so much
that they sometimes say what they think other people want to hear. Steadiness styles have natural counseling
skills and are extremely supportive. Their theme is, “Notice how well-liked I am.”
Steadiness styles tend to be good, active listeners and generally develop relationships with people who are also
good listeners. As a result, Steadiness styles have strong networks of people who are willing to be mutually
supportive. Others often feel good just being with Steadiness styles.
Steadiness styles focus on getting acquainted and building trust. They are irritated by pushy, aggressive
behavior. Steadiness styles question, “How will it affect my personal circumstances and the camaraderie of
the group?” Steadiness styles are cooperative, steady workers and excellent team players.
Their primary strengths are relating to, caring for, and loving others. Their primary weaknesses are that they
are somewhat unassertive, overly sensitive and easily bullied.
Their ideal occupations cluster around the helping professions such as financial advisor, insurance agent,
counselor, teacher, social worker, doctor or nurse, personal assistant or customer service representative.
In the business environment, Steadiness styles like others to be courteous, friendly and accepting of their
share of the responsibility. In a social environment, Steadiness styles like others to be genuine and friendly.
Their desk contains family pictures and other personal items. Their office walls have personal slogans, family
or group photos, serene pictures or mementos. Steadiness styles are high-touch in a high-tech world.
Steadiness styles give their office a friendly, warm ambience and arrange seating in a side-by-side,
cooperative way.
To achieve more balance and to develop behavioral flexibility, Steadiness styles need to say “no” occasionally;
attend to the completion of tasks without over sensitivity to the feelings of others; be willing to reach beyond
their comfort zone to set goals that require some stretch and risk; and to delegate to others.
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STEADINESS STYLES’ MOTIVATORS
Steadiness styles strive for stability in their life; therefore, they tend to avoid situations that threaten stability. Steadiness
styles place a lot of importance in gaining the acceptance of key people who, otherwise, could jeopardize their stability.
Steadiness styles generally seek acceptance, inclusion, and recognition of their worth. Their theme song could be, Youve
Got a Friend or Bridge over Troubled Waters.
Steadiness styles are concerned about unstable or changing conditions in their personal and business life. They like change
to be limited and brought about slowly. They tend to become anxious when unplanned changes pop up. Before changes take
place, Steadiness styles prefer to have time to understand and accept the change, as well as to work out ways to maintain
their own stability.
Steadiness styles tend to be averse to risk and change. Their greatest fear is probably the loss of what they have – the
known and reliable – for the unknown. Steadiness styles like to hold on to what they have and tend to be quietly possessive; a
trait that often goes undetected. They may work persistently at getting themselves firmly entrenched in their position. Then
they hold on tightly. One way that Steadiness styles maintain stability is to avoid trying to change other peoples attitudes or
actions. A reliable, steady follow-through is, perhaps, the most often recognized trait displayed by Steadiness styles. A
related strength is their persistence. They tend to stick to a task no matter how long it takes. Like the proverbial tortoise
Steadiness styles realize there is a lot more to winning a race than mere speed.
Another strength that helps Steadiness styles succeed is being methodical. They generally work by following proven
procedures in a stepwise and orderly manner. They always know — and let others know — exactly where they are in the
process.
Steadiness styles tend to make decisions by conferring with others because people — and pleasing people — are their
primary focus. They are most comfortable in pleasant, friendly, and noncompetitive work relationships and situations.
Steadiness styles excel at listening to others feelings and ideas. They enjoy companionship and are usually willing to
accommodate others, as long as they do not jeopardize their own stability. A related talent is their dedication. This is evident
in their quiet, calm-appearing, and worker bee approach to getting tasks completed.
STEADINESS STYLES’ GROWTH OPPORTUNITIES
Steadiness styles can increase their effectiveness by learning to better deal with change and complexity. Another key selfimprovement area is the ability to more adequately cope with stress. That means controlling their tendency to become
indecisive and act slowly. This is especially important if Steadiness styles are in a leadership or management position.
Steadiness styles also need to develop the ability to see the big picture, including the fact that the world is constantly
changing. They tend to be more comfortable dealing with the trees and often do not see the forest.
Steadiness styles also need to increase their interest, understanding, and expertise in dealing with the world of ideas,
analysis, interpretations, forecasts, etc. For example, Steadiness styles are generally more comfortable dealing with
concrete situations or data that already exist rather than theories, trends, or conjecture. People often misunderstand this
preference and do not realize that Steadiness styles are doers, rather than thinkers. Although Steadiness styles are strong
in the people-domain, they can stand to further strengthen themselves in this area. They could do better at self-disclosure.
They often do not express their feelings or thoughts because they fear this may weaken their position in the eyes of others.
Instead, Steadiness styles may tell people what they want to hear. The consequence is that they actually undermine their
relationships.
A related growth area is cultivating the ability to be more assertive. This is especially true when conflicts arise because their
natural tendency is to become overly submissive. Steadiness styles would benefit from learning and using collaborative
problem-solving skills to help them deal with disagreements. Finally, Steadiness styles need to learn to possess an
unshakable sense of self-worth. This would reduce or eliminate their dependence on reassurance from others. Steadiness
styles are sensitive to the needs of others, but, when taken to an extreme, this can undermine their self-affirmation and selfesteem.
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IN A NUTSHELL:
Steadiness styles are slower-paced and relationship-focused
They are slow at taking action and making decisions
They like close, personal relationships
They dislike interpersonal conflict
They support and “actively” listen to others
They are weak at goal setting and self-direction
They have an excellent ability to gain support from others
They work slowly and cohesively with others
They seek security and belongingness
They have good counseling skills
STRENGTHS: Listening
Teamwork
Reliability
Follow-through
WEAKNESSES: Oversensitive
Slow to begin action
Poor at goal setting
PACE: Slower/Relaxed
GOALS: Stability
Safety
Security
FEARS: Sudden changes
Loss of stability
MOTIVATORS: Involvement
Opportunity to work together with people
IRRITATIONS: Insensitivity
Impatience
UNDER STRESS: Become submissive
DECISIONS ARE: Consultative
FOCUS: Relationships
WORKPLACE:
Personal
Relaxed
GAINS SECURITY THROUGH: Friendships
Cooperation
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THE STEADINESS STYLE’S TYPICAL BUSINESS CHARACTERISTICS
Need to know the order of procedures
Operate well as members of a work group
Motivated by usual, known, and proven practices
Oriented toward more concrete, repeatable actions
Want order and stability in the workplace
Focus on how and when to do things
Work in a steady, predictable manner
Like a long-term relationship with their business place and fellow employees
THE STEADINESS STYLE’S PREFERRED BUSINESS SITUATIONS
Like to perform the same kinds of duties day after day no matter what the importance of the type of work
involved
Prefer to work cooperatively with others to achieve common results
Dislike taking risks
Enjoy working in a stable, steady, low-key environment which has a minimum of changes
Like to know each step toward completing their tasks
Prefer to make decisions by group consensus or other accepted practices rather than by themselves
Enjoy feeling like a valued member of the work group
SUGGESTIONS FOR STEADINESS STYLES TO BE MORE EFFECTIVE AT WORK
Take time to prioritize your tasks and responsibility… if you are uncertain about priorities, consult with
your supervisor or a trusted coworker
Be willing to try new ways of doing things and explore new technologies, recognizing that there is always
more than one way to accomplish a task… you can move into these new areas at your own pace to
retain your sense of stability
Recognize that a certain amount of conflict or disagreement is inevitable in any workplace
Speak up for yourself and voice your thoughts and opinions… your full participation is important to the
overall success of your group or organization
Ask for help when needed and delegate tasks when appropriate
Recognize that deadlines do need to be met… on occasion, this may require that you reduce the amount
of time you need to prepare for a task
Stand up to people with whom you have a disagreement and openly discuss and resolve your
differences… do not try to avoid these people or strategize against them
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Under stress, Steadiness styles have a tendency to submit.
An example of a typical response to a stressful situation from Steadiness styles might be:
“OK, if that’s the way you must have it, we’ll try it.”
UNDER STRESS, STEADINESS STYLES MAY APPEAR:
Wishy Washy
Submissive
Passive
Dependent
Hesitant
Defensive
Indecisive
UNDER STRESS, STEADINESS STYLES NEED:
Reassurances that they are liked
Personal assurance
A slower pace for comfort and security
Relationships
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STEADINESS STYLES’ TYPICAL BEHAVIOR IN CONFLICT
Steadiness styles are quite uncomfortable with conflict, aggression and anger. They will do whatever
they can to avoid such situations. If they are not able to physically avoid a situation involving conflict or
anger, they will probably attempt to ignore it, functioning as best they can without interacting — or
interacting very superficially — with others.
Steadiness styles seldom express their own feelings of anger or dissatisfaction, fearing that doing so
would damage relationships and destabilize the situation. They tend to go along with what others want in
order to avoid any controversy.
The anger and dissatisfaction that Steadiness styles have been repressing builds up inside of them and
eventually some (often, trivial) event will trigger an explosion, releasing a torrent of angry words and a
litany of past offenses — often in considerable detail. Once Steadiness styles have vented this built up
emotion, they return to their normal behavior.
Steadiness styles may also feel that their feelings, needs and desires are not as important as those of
others, which can encourage others to take advantage of them which, in turn, results in more repressed
anger.
Steadiness styles tend to do things to help and benefit others with the expectation that they will
reciprocate in some appropriate way. However Steadiness styles rarely share these expectations. As a
result the other person fails to meet their expectations; leading to more repressed anger or hurt feelings
on their part.
STRATEGIES TO REDUCE CONFLICT AND INCREASE HARMONY WITH OTHERS
Recognize that others may be more comfortable dealing with conflict, anger, and aggression.
Expressions of anger or somewhat aggressive behavior by others are not necessarily personal attacks
on you.
Share your needs, feelings and expectations with your friends and coworkers.
Ask for what you need from your supervisor, friends and coworkers. Do not expect them to know what
you want or what you are thinking. This will avoid many misunderstandings and increase your
effectiveness and efficiency.
Be sure to clarify any instructions or communications that you do not fully understand, no matter how
busy the other person may appear to be. Pay particular attention to the desired results and timeframes.
Be open to considering new ways of doing things and undertaking new tasks. Ask your supervisor,
friends and coworkers to support you in approaching any significant change.
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Behavioral adaptability is the key to success with different styles. It can be defined as the willingness and
ability to engage in a range of behaviors not necessarily characteristic of your style in response to effectively
dealing with the requirements of a situation or relationship. It involves making adjustments to your methods of
communicating and behaving based on the particular needs of the relationship at a particular time. Adaptable
people make the choice to go beyond their own comfort zone so others also feel more comfortable.
On the next few pages are action plans to give Steadiness styles suggestions on how to adapt their behavior,
as well as ideas for others to help them be more adaptable. It will give them clues to understand the Steadiness
style’s behavioral tendencies.
To make the most effective use of these assessments and action plans, have all those you interact with
complete an observer response form on how they see you, as well as an assessment on themselves. Then set
aside some time to discuss strategies you each can use in adapting your behaviors to create greater ease and
less conflict in the relationships.
Steadiness Styles…
Dealing With Steadiness Styles…
– Are concerned with stability
– Think logically
– Want documentation
– Like personal involvement
– Need to know the step-by-step sequence
– Show how your idea minimizes risk
– Show reasoning
– Provide data/proof
– Demonstrate your interest in them
– Provide outlines and/or 1-2-3 instructions as you
personally “walk them through”
– Compliment their steady follow-through
– Give them personal assurances
– Act non-aggressively, focus on common interest or
needed support
– Allow them to provide service or support for others
– Provide a relaxing, friendly atmosphere
– Provide them with a cooperative group
– Acknowledge their easy going manner and helpful
efforts, when appropriate
– Want others to know their patient perseverance
– Avoid risks and changes
– Dislike conflict
– Accommodate others
– Look for calmness and peace
– Enjoy teamwork
– Want sincere feedback that they are appreciated
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For Steadiness Styles:
Stretch by taking on a bit more or different duties beyond your comfort level
Increase verbalization of your thoughts and feelings
Speed up your actions by getting into some projects more quickly
Desensitize yourself somewhat, so that you are not negatively affected by your colleagues’ feelings to
the point of affecting your own performance
Learn to adapt more quickly to either changes or refinements of existing practices
Bolster your assertiveness techniques
For Others Working with Steadiness Styles:
Be warm and sincere by:
Supporting their feelings by showing personal interest when possible
Assuming they will take things personally
Allowing them time to trust you
Discussing personal feelings – not facts – when you disagree
Moving along in a slower, informal, but steady manner
Showing that you are “actively” listening
Giving assurances that risk will be minimized or handled as reasonably as possible
NOTE: To be more effective, have other people you work with take the assessment on themselves. Then set
aside some time to share the results. Discuss how you each can adapt your behaviors to create more
satisfying working relationships.
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FREE RESOURCES
The DISC eWorkbook – Discover which style seeks power and which one wants results. Who loves
consistency and who fears change? This knowledge shows you how to sell your ideas and win
people over. Use the DISC eWorkbook to put yourself and your projects in the best position to win.
Download at http://www.assessments24X7.com/UOPXDISCWorkbook.pdf
The PeopleSmart in Business eBook – Discover who seeks recognition and who wants results.
Who loves consistency and who fears change? This knowledge shows you how to sell your ideas
and win people over. You’ll be able to reach the unreachable. When a job needs to be done, pick the
right person for the job. And put yourself and your projects in the best position to win.
Download at http://www.assessments24X7.com/PSEBook.pdf
DISC Relationship Strategies 68min YouTube Video
http://www.youtube.com/watch?v=E4NzSq_tOpI
ADDITIONAL DISC RESOURCES
DISC Online Virtual Training System – http://www.drtonyvirtualtraining.com
Other DISC Products – http://www.alessandra.com/tadisc.asp
Primary References
Alessandra, Tony, Ph.D., and Michael J. O’Connor, Ph.D. 2006. People Smart in Business. New York: Morgan James Publishing
Alessandra, Tony, Ph.D., and Michael J. O’Connor, Ph.D. 1996. The Platinum Rule®. New York, NY: Warner Books.
Merrill, David, and Roger Reid. 1977. Personal Styles and Effective Performance. Chilton Book Co.
Geier, John C., Ph.D. 1977. (D.I.S.C.) Personal Profile System. Performax Systems International, Inc.
Secondary References
Hunsaker, Phillip, Ph.D., and Anthony J. Alessandra, Ph.D. 2008. The NEW Art of Managing People. Free Press/Simon & Schuster.
Alessandra, Tony, Ph.D., Ronald Finklestein, Scott Michael Zimmerman. 2007. The Platinum Rule for Small Business Mastery. New York:
Platinum Rule Press (an imprint of Morgan James Publishing)
Littauer, Florence, Littauer, Marita. 2006. Communication Plus: How to Speak So People Will Listen. Regal Books from Gospel Light.
Massey, Brent. 2006. Where in the World Do I Belong? Jetlag Press.
Alessandra, Tony Ph.D., Scott Michael Zimmerman, Joseph LaLopa Ph.D. 2006. The Platinum Rule for Sales Mastery. New York: Platinum
Rule Press (an imprint of Morgan James Publishing)
Miscisin, Mary. 2001. Showing Our True Colors. True Colors Publishing.
Quenk, Naomi L. 2000. Essentials of Myers-Briggs Type Indicator Assessment. John Wiley & Sons, Inc.
Littauer, Florence. 1986. Discover the Real You by Uncovering the Roots of Your Personality Tree. Waco, TX: Word Books.
Atkins, Stuart. 1982. The Name of Your Game. Stuart Atkins, Inc.
DeVille, Jard. 1979. Nice Guys Finish First. William Morrow & Company.
Galen, Claudius, Second Century A.D. Philosopher & Physician, as referenced by Carl Jung in Psychological Times.
Wilson Learning Corporation. 1977. Social Styles Sales Strategies. Wilson Learning Corp.
Jung, C.G. 1923. Psychological Types. London: Pantheon Books.
University of Phoenix – http://UoPX.Assessments.ws – Page 27 of 28
THERE ARE NO WARRANTIES, EXPRESS OR IMPLIED, REGARDING THE DISCstyles
ONLINE ASSESSMENT, INCLUDING BUT NOT LIMITED TO, THE WARRANTIES OF
MERCHANTABILITY OR FITNESS FOR PARTICULAR PURPOSE, OR WITH RESPECT
TO THE ACCURACY, COMPLETENESS, OPERABILITY, OR USEFULNESS OF THE
DISCstyles ONLINE ASSESSMENT OR THE RESULTS THEREOF.
You assume full responsibility, and Alessandra & Associates, Inc. and Dr. Tony Alessandra
shall not be liable for, (i) your use and application of The DISCstyles Online Assessment, (ii)
the adequacy, accuracy, interpretation or usefulness of The DISCstyles Online Assessment,
and (iii) the results or information developed from your use or application of The DISCstyles
Online Assessment. You waive any claim or rights of recourse on account of claims against
Alessandra & Associates, Inc. and Dr. Tony Alessandra either in your own right or on
account of claims against Alessandra & Associates, Inc. and Dr. Tony Alessandra by third
parties. You shall indemnify and hold Alessandra & Associates, Inc. and Dr. Tony
Alessandra harmless against any claims, liabilities, demands or suits of third parties. The
foregoing waiver and indemnity shall apply to any claims, rights of recourse, liability,
demand or suit for personal injury, property damage, or any other damage, loss or liability,
directly or indirectly arising out of, resulting from or in any way connected with The
DISCstyles Online Assessment, or the use, application, adequacy, accuracy, interpretation,
usefulness, or management of The DISCstyles Online Assessment, or the results or
information developed from any use or application of The DISCstyles Online Assessment,
and whether based on contract obligation, tort liability (including negligence) or otherwise. In
no event will Alessandra & Associates, Inc. or Dr. Tony Alessandra be liable for any lost
profits or other consequential damages, or for any claim against you by a third party, even if
Alessandra & Associates, Inc. and Dr. Tony Alessandra has been advised of the possibility
of such damages.
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Personalized Report for: Jose Ferrer
Based upon The Platinum Rule®
Model of Behavioral Styles
By Dr. Tony Alessandra
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Introduction to The DISC Platinum Rule Behavioral Style Assessment
3
PART I – UNDERSTANDING YOUR PERSONAL eGRAPH RESULTS
– Your eGraph Results
11
– How to Read and Interpret Your eGraph
12
– Interpreting School Associate Observer Responses
13
– Interpreting Business Associate Observer Responses
14
– Interpreting The Entire Composite eGraph
15
– A Snapshot of Your Substyle
16
– Descriptions of the 16 Substyles
17
PART II – UNDERSTANDING YOUR STYLE AND INCREASING YOUR
EFFECTIVENESS
– An Overview of Your Primary Behavioral Style
19
– A Summary of the Interactive
21
– Interactives on the Job
22
– The Interactive’s Behavior and Needs under Stress
23
– How to Reduce Conflict
24
– Action Plans for Interactives
25
– Additional Resources and References
27
– Disclaimer
28
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Dear Jose,
Congratulations on completing the DISC Platinum Rule® Behavioral Style Assessment.
Completing the Assessment could be one of the most important relationship building
decisions you will ever make.
With your personalized and comprehensive DISC Platinum Rule® Behavioral Style
Assessment, you have the tools to be successful. Your assessment will not only help you
become a better you, it will help you behave more maturely and productively by teaching
you how to focus on your goals instead of your fears. Then you can develop and use more
of your natural strengths, while recognizing, improving upon and modifying your limitations.
This report does not deal with values or judgments. Instead, it concentrates on your natural
tendencies that influence your behavior.
HOW TO USE THIS REPORT
First, read through the entire report. The first part presents your eGraph results. Right after
taking your DISC Platinum Rule® Behavioral Style Assessment, you will only see your
results. As you invite others to complete the observer assessment, as they see you, more
and more plot points will appear on your eGraph. This first section of your report will also
cover how to read and interpret your eGraph results. It also includes a background section
on the classic Johari window concept plus a discussion of your personal “substyle” with brief
descriptions of all 16 DISC substyles.
The second part focuses on understanding your style characteristics at work, under stress,
etc., and offers strategies for increasing your personal effectiveness. Please note that
there is no ‘best’ style. Each style has its unique strengths and opportunities for continuing
improvement and growth. The strengths and weaknesses, and any behavioral descriptions
mentioned in this report, are tendencies only for your style group and may or may not
specifically apply to you personally.
The third part is to download the DISC eWorkbook by going to
http://www.assessments24X7.com/UOPXDISCWorkbook.pdf. This section focuses on how to use the DISC
concept with others, from how to visually and verbally identify another person’s style to how
to adapt your behavior to “connect” with any of the four primary DISC styles. This last
section is the all important successful application of this concept in all of your interpersonal
relationships.
Study the characteristics of your style and how it relates to others. Practice ‘reading’ the
signals others will send you and master it. Your success truly depends on the relationships
you build. Why not build them on a foundation of proven, reliable skills?
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During your 30-day observer assessment period, the results of your observer assessments
will be compiled. You can see the results plotted on your customized eGraph. This report
helps you interpret the composite results of your observers and provides suggestions on
how to modify your behavior to have more effective relationships. It’s an important
component to the total DISC Platinum Rule® Behavioral Style Assessment because it truly
completes the 360-degree perspective initially promised to you.
Isn’t a simple Self-Assessment Report accurate enough? Yes, but only from your own point
of view. Quite often, the behaviors that are measured are more easily observed by others
than by oneself. You know, better than others, what your own thoughts and motives are.
However, others may be more accurate observers of your actual behavior… and it is
behavior that is intended to be measured here.
In professional and personal dealings with people, most of us experience conflicts from time
to time. We may not be able to put our fingers on the cause, but something about the
interaction is uncomfortable. Then too, there are those times when we first meet someone,
and after several minutes feel as if we have known them for many years.
When we “click” like this with people, we often call it chemistry, or say that we get “good
vibes” from that person. Our ability to develop and maintain chemistry with many different
kinds of people is crucial to professional and personal success.
The Platinum Rule recognizes that people are different, that others may not wish to be
treated the same way you do. Patterns that work for you may not work for them. In short,
The Platinum Rule allows for individual differences and preferences, and serves as a useful
guide for many relationship situations.
When your knowledge of behavioral styles is combined with the application of The Platinum
Rule™, you have an invaluable tool for creating better chemistry faster, more of the time, in
more of your relationships.
You’re encouraged to read through the entire DISC Platinum Rule Report. Study each
section to learn, practice, and reinforce your new skills.
You will learn two things:
1. Your Behavioral Style through the eyes of others
2. Your degree of self-awareness
You will know more about your self-awareness because you will be able to compare your
Self-Assessment with the Assessments of your observers and see how similar they are.
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PERCEPTIONS… WHAT DO THEY MEAN?
How did your self-perception compare to the observers’ perceptions? There are three
possible scenarios:
1. Most saw you the same
2. Most saw you differently
3. Some saw you the same while some saw you differently
The perceptions others have of our behaviors may or may not best describe who you really
are. It is simply a perception of behaviors you exhibit in a particular environment or
relationship. The good news is you are not your behaviors. With your new found information
on behavioral styles, you have choices to modify those behaviors if needed.
Studies have shown that the most effective people:
1. Know themselves
2. Know the needs or demands of the situation or relationship
3. Adapt their behaviors to meet those needs
Our behaviors are a very important part of the communication process. Suppose you tell
your child he/she is the most important thing in your life and yet you find little time to spend
with him/her. Or you tell your boss that you love your job and yet you are always late.
The goal of these assessments is to help you become aware of your behaviors and the
impact they can have on others. Then by practicing suggested behavior changes, you can
enhance the relationships that otherwise have been a strain.
If your observers saw you as a different Primary Behavioral Style and you want complete
information about that style, you can obtain by downloading the DISC eWorkbook at
http://www.assessments24X7.com/UOPXDISCWorkbook.pdf.
So, before diving in, let’s briefly review the four DISC Primary Styles.
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BEHAVIORAL STYLES
Historical, as well as contemporary, research reveals more than a dozen various models of
our behavioral differences, but many share one common thread: the grouping of behavior
into four categories. The Platinum Rule® focuses on patterns of external, observable
behaviors using scales of directness and openness that each style exhibits. Because we
can see and hear these external behaviors, it becomes much easier to ‘read’ people. This
model is simple, practical, and easy to remember and use.
As you read the descriptions of each style below, think about your new insights into your
preferences. You might prefer relationships to tasks, perhaps you act slower rather than
faster, or maybe you like to tell people what you think rather than keep it to yourself. Then
think about the people around you in the office or at school… what style do their behavioral
tendencies reflect? The following descriptions and adaptability guidelines will help you get
on the same wavelength with each of the four styles.
Keep in mind that no one style is better than another. Each has its’ own strengths and
weaknesses. Remember, however, strengths pushed to extremes can also become
weaknesses. Here’s a quick overview of the four behavioral styles and a brief description of
how extreme behaviors may be perceived by others.
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Here are the four DISC Platinum Rule primary behavioral styles:
The Dominance Style (D Style): The Dominance Styles are driven by two governing needs: the
need to control and the need to achieve.
The D Styles are goal-oriented go-getters who are most comfortable when they are in charge of
people and situations. They want to accomplish many things now, so they focus on no-nonsense
approaches to bottom-line results.
The Dominance Styles seek expedience and are not afraid to bend the rules. They figure it is easier
to beg forgiveness than to ask permission.
The D Styles accept challenges, take authority, and plunge headfirst into solving problems. They
take charge in a crisis. They are fast-paced, task-oriented, and work quickly and impressively by
themselves, which means they become annoyed with delays. They are willing to challenge outdated
thinking and ideas.
The Interactive Style (I Style): The Interactive Styles are friendly, enthusiastic party-animals who
like to be where the action is. They thrive on the admiration, acknowledgment, and compliments that
come with being in the limelight.
The I Styles just want to have fun. They are more relationship-oriented than task-oriented. They
would rather schmooze with clients over lunch than work in the office.
The Interactive Style’s strengths are enthusiasm, charm, persuasiveness, and warmth. They are
gifted in people skills and communication skills with individuals as well as groups. They are great
influencers. They are idea-people and dreamers who excel at getting others excited about their
vision. They are optimists with an abundance of charisma.
These qualities help them influence people and build alliances to accomplish their goals.
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The Steadiness Style (S Style): The Steadiness Styles are warm, supportive, and nurturing
individuals. They are the most people-oriented of the four styles.
The S Styles are excellent listeners, devoted friends, and loyal employees. Their relaxed disposition
makes them approachable and warm. They develop strong networks of people who are willing to be
mutually supportive and reliable.
The S Styles are excellent team players. The Steadiness Styles are risk-averse. In fact, they may
tolerate unpleasant environments rather than risk change. They like the status quo and become
distressed when disruptions are severe.
When the Steadiness Styles are faced with change, they need to think it through, plan, and accept it
into their world. The Steadiness Styles, more than the other behavioral types, strive to maintain
personal composure, stability, and balance.
In the office, the Steadiness Styles are courteous, friendly, and willing to share responsibilities. They
are good planners, persistent workers, and good with follow-through. Steadiness Styles go along with
others even when they do not agree because they do not want to rock the boat.
The Steadiness Styles are slow decision-makers because of their need for security, their need to
avoid risk, and their desire to include others in the decision-making process.
The Cautious Style (C Style): The Cautious Styles are analytical, persistent, systematic people
who enjoy problem solving. They are detail-oriented, which makes them more concerned with content
than style.
The C Styles are task-oriented people who enjoy perfecting processes and working toward tangible
results. They are almost always in control of their emotions and may become uncomfortable around
people who are very out-going, e.g., the Interactive Styles.
In the office, the Cautious Styles work at a slow pace, allowing them to double-check their work. They
tend to see the serious, complex side of situations, but their intelligence and ability to see different
points of view endow them with quick and unique senses of humor.
The Cautious Styles have high expectations of themselves and others, which can make them overcritical. Their tendency toward perfectionism – taken to an extreme – can cause “paralysis by overanalysis.” The C Styles are slow and deliberate decision-makers. They do research, make
comparisons, determine risks, calculate margins of error, and then take action.
The Cautious Styles become irritated by surprises and glitches, hence their cautious decisionmaking. The C Styles are also skeptical, so they like to see promises in writing.
The Cautious Styles’ strengths include an eye for detail and accuracy, dependability, independence,
persistence, follow-through, and organization. They are good listeners and ask a lot of questions;
however, they run the risk of missing the forest for the trees.
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We generally develop our behavioral style in our childhood. It is the result of some possible
genetic predisposition and our early life experiences. Everyone has a primary style that we
tend to use most of the time. Although each of us has his or her own primary style, only a
small percentage of the total population can be understood clearly by just these four
primary styles. Each primary style also contains four substyles. We all use some of the
behaviors of the other styles in our daily work, social, or family lives to some greater or
lesser degree.
ADAPTABILITY
This report will identify ways that you can apply your style strengths or modify your style
weaknesses in order to meet the needs of a particular situation or relationship. This is
called adaptability. Social scientists call it ‘social intelligence.’
There’s been a lot written lately on how your social intelligence is just as important as your
Intelligence Quotient (IQ) in being successful in today’s world. In some cases, social
intelligence is even more important than IQ.
It makes sense when you think about it. Often, when we do what comes naturally we
alienate others without realizing it. Why? Because that same behavior may not be natural
for them. It’s essential that we become aware of our natural tendencies – and their natural
preferences! Then we can defuse extreme behaviors before we sabotage ourselves. We do
this by quickly identifying the individual needs of others based on the behavioral signals they
will send to us, and then adapting our own behavior to make them feel comfortable. Your
ideas don’t change, but you can change the way you present those ideas. And the best part
of it is – people will teach you how to treat them if you know how to read the signals their
behavioral styles will send you!
A study was done at the famous Bell Labs think tank near Princeton, New Jersey. They
surveyed teams of electrical engineers. They were asked to name the most valued and
productive engineers on the teams. Surprisingly, those who were named were not the
people with the highest IQs, or the highest academic credentials or the best scores on
achievement tests. The most valued team members were the people whose social
intelligence, or adaptability, was highest.
HERE IS THE VALUE OF ADAPTABILITY…
It can’t be overstated. It’s a linchpin of The Platinum Rule® and the key to building
successful relationships of all kinds. Adaptable people realize there is a difference between
their self (who they are) and their behavior (how they choose to act). Adaptable people
consciously decide whether and how to respond to a person, a situation, or an event.
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Less adaptable people, on the other hand, respond in a more habitual manner, regardless
of whether the response is likely to be appropriate or effective. But even if you are a person
who’s been wedded to your own ways of thinking and doing for a very long time, there is
hope.
You can commit to learn to be more adaptable. When you understand each of the four
styles, how to recognize them in others, and how to adapt to them in key ways, you can
have command of almost any interpersonal situation.
Whether someone is male or female, young or old, part of a Western culture or some other,
our behavioral style is often evident. Let’s face it, we may all be created equal, but we
surely do not all act the same. And we don’t all want to be treated the same. What may be
a good response or reaction toward one person may be all wrong for the very next.
Now, it’s true, we don’t always act the same. You might behave differently with your best
friend than with your boss. You don’t act at a cocktail party as you do at church. While your
style may have its own particular twist, like a song that’s interpreted differently by various
artists, it’s still clearly one of the four basic styles. You’re constantly sending out signals
revealing that style, through the words you choose, body language, the speed and rhythm of
your speech, how you dress, how your space is organized, how fast you walk.
Imagine the benefits of understanding how to treat people the way they want to be treated!
Your interactions with people can change dramatically. Shaky relationships can suddenly
become good ones. Good relationships can now be even better than before. If only for the
stress it eliminates in interpersonal relationships, this profile is worth its weight in
…platinum!
THE ULTIMATE GOAL OF THE PLATINUM RULE…
is personal chemistry and productive relationships. You do not have to change your
personality. You do not have to roll over and submit to others. You simply have to
understand what drives people and recognize your options for dealing with them. The key
objective of this whole concept is understanding your own style, understanding and being
able to quickly and accurately identify the style of others, and then adapting so that you
treat others the way they want to be treated.
These are powerful life-skills that will serve you well in all your relationships: business,
friends, school, spouse, and children. Improved relationships create infinite possibilities.
Remember, at the introduction to your DISC Platinum Rule™ Behavioral Style SelfAssessment Report, I reminded you that you can’t expect to change a lifetime’s habit
patterns overnight. But you can begin to change, if you are committed. Your investment of
time and resources into this assessment shows that you are on the right track.
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for Jose Ferrer
SYMBOL DESCRIPTION
Self-assessment
Observers who know you in this setting: School Associate
Average of Observers in this setting: School Associate
(will only display if more than 3 observers)
Observers who know you in this setting: Business Associate
Average of Observers in this setting: Business Associate
(will only display if more than 3 observers)
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Chances are good that your perception of yourself is fairly accurate, but only from your
personal point of view. Quite often, the behaviors we’re measuring with The DISC Platinum
Rule Behavioral Style Assessment are more easily observed by others than by yourself.
You know better than others what your own thoughts and motives are. But others may be
more accurate observers of your actual behavior… and it is behavior that we’re intending to
measure here.
If there is a large discrepancy between your self-assessment and the observer
assessments, resist the temptation to dismiss their perceptions. Instead, ask yourself about
the implications of these differences. Realize that you possess more assets-and more
areas for improvement-than you first might have thought. At the very least, the differences
may provide you with some valuable insights.
It is quite common for people to see themselves differently from the way others see them.
The good news is that it gives you an opportunity to learn more about yourself, to become
more effective in ways you may not have ever thought about before.
Since your eGraph may be updated throughout the 30 day Observer period, it may change
from time to time. At the end of the 30 days, we suggest you download and save your
report in the PDF format to have your most current eGraph included in this report – and
then continue with the interpretation of your eGraph.
INTERPRETING YOUR eGRAPH
Research indicates that the people who are closest to you – either in a school or business
setting- are the most aware of your behavioral style. They work with you or socialize with
you every day and see many facets of your behaviors, such as the ways that you work with
people, your preference for working alone or with others, and your reactions to stress,
confrontations, triumphs, frustrations, and so on. Often these interpretations will cluster
around the same area of your eGraph.
To help you interpret your eGraph, first we will look at the plots of observers who know you
in a business setting and ask some questions to help you interpret the results. Then we will
look at the plots of those who responded as they know you in a school setting. Finally, we
will look at the combination eGraph.
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School Associate
Refer to a copy of your eGraph on page 8.
1. Take a look at the responses from School Associate observers. Are the plot points
scattered or clustered?
2. What does this tell you?
3. If they are scattered, how do you explain these differences?
4. Do most of your plots fall above or below the center horizontal line indicating that you
use mostly direct behaviors (Above: Dominance Style and Interactive Style) or mostly
indirect behaviors (Below: Steadiness Style and Cautious Style)?
5. Choose one situation or relationship to vary the level of directness to more closely match
the situation or the other person’s needs in a School Associate setting and record what you
varied and the response you got.
6. Do most of your plots fall to the right or left of the center vertical line indicating that you
use mostly open behaviors (Right: Interactive Style and Steadiness Style) or mostly
guarded behaviors (Left: Dominance Style and Cautious Style)?
7. Choose one situation or relationship to vary the level of openness to more closely match
the situation or the other person’s needs in a School Associate setting and record what you
varied and the response you got.
8. Choose one School Associate relationship you would like to improve. Determine the
other person’s style. Choose one simple thing you can modify in your behavior to elicit a
different, more positive response.
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Business Associate
Refer to a copy of your eGraph on page 8.
1. Take a look at the responses from Business Associate observers. Are the plot points
scattered or clustered?
2. What does this tell you?
3. If they are scattered, how do you explain these differences?
4. 1. Do most of your plots fall above or below the center horizontal line indicating that you
use mostly direct behaviors (Above: Dominance Style and Interactive Style) or mostly
indirect behaviors (Below: Steadiness Style and Cautious Style)?
5. Choose one situation or relationship to vary the level of directness to more closely match
the situation or the other person’s needs in a Business Associate setting and record what
you varied and the response you got.
6. Do most of your plots fall to the right or left of the center vertical line indicating that you
use mostly open behaviors (Right: Interactive Style and Steadiness Style) or mostly
guarded behaviors (Left: Dominance Style and Cautious Style)?
7. Choose one situation or relationship to vary the level of openness to more closely match
the situation or the other person’s needs in a Business Associate setting and record what
you varied and the response you got.
8. Choose one Business Associate relationship you would like to improve. Determine the
other person’s style. Choose one simple thing you can modify in your behavior to elicit a
different, more positive response.
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Let’s take a look at your composite eGraph representing School Associate and Business
Associate observer responses. Refer to a copy of your eGraph on page 8.
1. Were you surprised by the results? If so, how?
2. Are the School Associate and Business Associate observer responses similar or
different?
What does this mean to you?
3. Were the observer responses similar or different from your self-assessment? What does
this mean to you?
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The Impresser (Ic)
You are predominantly an Interactive Style.
We break each main Style down into four Substyles. Yours is the Ic, which we like to call The Impresser. The Impresser
is LESS open and LESS direct than most other Interactive styles. Below is a snapshot of The Impresser Substyle… as
such, it’s a closer look at you!
The primary goal that motivates you is to win with flair.
However, you do not want to win at any cost or hurt others’ feelings. Taking shortcuts seems like cheating to you, so
you avoid such behaviors. You can become impatient with those who procrastinate about getting started. At times, you
can get so involved with getting a job done that you stretch the truth a bit.
YOUR TENDENCIES INCLUDE
Wanting to achieve results with flair
Seeing winning as an all-or-nothing proposition
Judging people by their ability to make things happen
Working harder when bigger risks or rewards are at stake
Preferring to share in work and goals with people
Being concerned about looking bad
Wanting to do things the “best” way
Becoming restless, short-tempered, and even lashing out when under pressure
YOUR GROWTH OPPORTUNITIES
With Tasks:
You tend to underestimate the time and effort required by you or others to accomplish tasks. So you should
pace yourself better and draw on outside resources. Be more selective about the tasks you take on and dont
hesitate to ask others to do their parts.
With People:
Your hard-driving approach means you tend to be impatient, especially when stressed or under the gun. If you
blow off steam, you may later regret what was said or done because of its impact on your image. So learning
to relax and to enjoy regular recreation is important for recharging your battery.
PERSONAL EMPOWERMENT POINTERS
Pace yourself better by adding one-third to one-half the time to original estimates of when tasks can be done.
Similarly, reduce by one-third to one-half the number of projects you take on.
Maintain your perspective by seeking to be less emotional and intense about non-critical situations.
Take a stress-management course and learn simple breathing exercises as a way to deal with pressure.
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SUBSTYLES OF DOMINANCE STYLES
The goal that motivates The Director (or Dd) is new opportunities. You are less concerned about what other
people think than many other styles; therefore, you are willing to speak your mind and to take more risks. You
often question authority and prefer to arrive at your own conclusions based on the facts at hand. Rather than
deal with limitations such as the status quo, you tend to ignore them or deal with them and their consequences
later, if at all.
The goal that motivates The Adventurer (or Di) is dominance and independence. Consequently, you are wary
around people who may take advantage of you or beat you to a goal. Because of your results-oriented nature,
you may sometimes sacrifice quality for quantity. Your innate sense of self-importance enables you to make
mistakes and still feel favorably about yourself. You do not mind confrontation and are willing to challenge
others.
The goal that motivates The Producer (or Ds) is accomplishing bigger and better goals according to an
internal timetable. You prefer to be involved in your chosen activities from start to finish, and you resist people
who are obstacles to your achievements. Your ability to produce makes you highly valued in situations in which
an efficient, dependable, or incrementally improving rate of production is desired.
The goal that motivates The Pioneer (or Dc) is being in a position to direct and redirect task accomplishments.
You tend to focus more on the future than on either the present or the past. You are driven by a quest for
unique accomplishments and you avoid boredom. Although you are cautious and calculating, your ability to
think quickly enables you to act quickly when the situation requires it. As an agent of change, you do not like
to leave things as you found them.
SUBSTYLES OF INTERACTIVE STYLES
The goal that motivates The Socializer (or Ii) is social approval from others. You have a natural tendency to
meet people, and others feel comfortable with you. You speak freely about your thoughts, feelings, and
experiences, and expect others to do the same. You show your acceptance of others by eye contact and
touching as well as by words. You are very receptive to change and adjust well to diverse ways of doing things.
The goal that motivates The Helper (or Is) is friendship. You have a natural dislike of pressuring others or
telling them what to do. You seek close, personal relationships rather than popularity and have a wide range of
friends and acquaintances. You communicate a low-key, casual style of caring and sharing. You are
deliberate and patient in your approach to tasks. You are extremely sensitive to criticism, and allow it to affect
your relationships.
The goal that motivates The Impresser (or Ic) is to win with flair. However, you do not want to win at any cost
or hurt others’ feelings. Taking shortcuts seems like cheating to you, so you avoid such behaviors. You can
become impatient with those who procrastinate about getting started. At times, you can get so involved with
getting a job done that you stretch the truth a bit.
The goal that motivates The Enthusiast (or Id) is influencing people. You enjoy symbols of authority and
prestige. You feel uncomfortable with any kind of confinement or restriction of freedom. Your high level of selfconfidence enables you to withstand criticism from others. Each new person and situation is interesting to you,
so life seems continually fresh.
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SUBSTYLES OF STEADINESS STYLES
The goal that motivates The Relater (or Ss) is personal stability. Any change or risk that might jeopardize
relationships or surroundings is threatening. Therefore, you focus on giving others what they want and on
avoiding conflicts. Before you act, you think and plan ahead; you follow proven procedures in an orderly
manner. You prefer dealing with concrete situations and data rather than theory, trends, or conjecture. You are
most comfortable in a work environment that is pleasant, friendly, and non-competitive.
The goal that motivates The Specialist (or Sc) is to specialize: to do only what you know and know only what
you do. You prefer to focus on your own interests and avoid getting involved with crowds or high-profile
situations. The best conditions for you are those that are stable and allow for steady, incremental gains.
Generalists complement you; you each take on the tasks that the other dislikes.
The goal that motivates The Go-Getter (or Sd) is a desire for a steady flow of more accomplishments. Despite
your somewhat indirect nature, you can be very direct in situations that are task focused. Your ability to think
through a project makes you a good short-term planner; you can identify the roles, resources, and time lines
needed to complete a project successfully. Your search for results leads you to be highly self-reliant, rather
than to depend on others to achieve the quality you want.
The goal that motivates The Harmonizer (or Si) is the acceptance and approval you gain from helping others.
You want to be a person who is wanted and needed by others. You remember birthdays and anniversaries,
and you sincerely appreciate thoughtfulness from others. As a good listener, you function better as a sounding
board for venting frustrations than as a problem solver. Your interest is more in helping others to make do with
the current situation than in suggesting change.
SUBSTYLES OF CAUTIOUS STYLES
The goal that motivates The Thinker (or Cc) is the desire to be correct. Your life style reflects your preference
for privacy, and your interactions with people are formal and poised. As a naturally curious thinker, you are
more inclined to identify a spectrum of interests and behaviors than people of other types. With a natural talent
for methodical and deliberate decision making, you emphasize precise understanding, accurate work, proper
manners, and impeccable personal habits.
The goal that motivates The Master-Minder (or Cd) is to increase opportunities for unique and significant
personal accomplishments. You express yourself more by what you do than what you say. Consequently, you
have strong needs to choose your own goals and to work independently. As primarily an idea-generator and
developer, you have little interest in dealing with implementation details.
The goal that motivates The Assessor (or Ci) is accomplishing goals with excellence. As a quick thinker, you
can deal with many inputs simultaneously; however, you may be slow to take action. The nickname of
“Assessor” is based on your evaluative approach to people and tasks; you tend to have strong opinions about
people and groups with whom you do not identify or agree
The goal that motivates The Perfecter (or Cs) is predictable results. You pay attention to key processes and
details, as well as to proven procedures and relationships. Your methodical approach, thoroughness, and
dependability make you a valued employee in many kinds of organizations, especially those that involve highly
specialized and focused work. Although you are not opposed to change, you do want to be sure that the
change is attainable and that it will result in the desired improvement.
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Interactive styles are fast-paced and people-focused. They are also open and direct, exhibiting characteristics
such as animation, intuitiveness, and liveliness.
Interactive styles’ actions and decisions are spontaneous. They are seldom concerned about facts and details
and try to avoid them as much as possible. Their motto is “Don’t confuse me with the facts.” This disregard
for details sometimes prompts them to exaggerate and generalize facts and figures. It also gives them a built-in
excuse when they are wrong: “I didn’t have all the facts!” Interactive styles are more comfortable with “best
guesstimates” than with exact, empirical data.
Interactive styles’ primary strengths are their enthusiasm, persuasiveness, and delightful sociability. Their
primary weaknesses are getting involved in too many things, impatience and their short attention span, which
causes them to become bored easily. They can sometimes be viewed as manipulative, impetuous, and
excitable when displaying behavior inappropriate to the situation.
Interactive styles are idea people. They have the ability to get others caught up in their dreams because of
their good persuasive skills. They influence others and shape their environment by bringing others into
alliance to accomplish results. They seek approval and recognition for their accomplishments and
achievements. They have that dynamic ability to think quickly on their feet.
Interactive styles are true entertainers. They love an audience and thrive on involvement with people. They
tend to work quickly and enthusiastically with others. If they had a motto that would aptly describe their
behavior, it might be: “Ain’t we got fun!”
Interactive styles are stimulating, talkative and gregarious. They tend to operate on intuition and like to take
risks. Their greatest irritations are boring tasks, being alone, and not having access to a telephone.
Interactive styles may find themselves in occupations such as sales, entertainment, public relations,
professional hosts, politicians, social directors, and other glamorous, high profile careers. In the business
environment, they like other people to be risk-takers and to act quickly. In a social environment they like
others to be uninhibited, spontaneous and entertaining.
Interactive styles design and use their space in a disorganized and cluttered manner; however, they know if
something is missing. Their walls may contain awards, stimulating posters or notes and motivational, personal
slogans. The seating arrangement indicates warmth, openness and a willingness to make contact. Since they
are touchers and don’t mind a slap on the back or a warm handshake, they often move to alternative seating
arrangements when talking with visitors. There is little danger of alienating them by standing too close or
playing with something on their desk.
To achieve more balance and behavioral flexibility, they need to: control their time and emotions; develop a
more objective mindset; spend more time checking, verifying, specifying and organizing; develop more of a
task-focus; and take a more logical approach to projects and issues.
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INTERACTIVE STYLES’ MOTIVATORS
In general, Interactive styles are stimulated by the positive response they elicit from others – applause, laughter,
compliments, or other acknowledgments. This explains their its show time behavior. Their theme in life could well be let
me entertain you. Their need for recognition explains their highs and lows. When recognition is not present, they lose their
energy and interest. Among athletes and other professional performers, Interactive Styles feel that it’s not just whether you
win or lose – it’s actually how you look to others while you play the game.
The loss of recognition, especially from significant people and groups in their life, would be the ultimate personal disaster for
them. No matter what the situation – business or social – the loss of recognition is likely to trigger varying levels of humiliation
and feelings of worthlessness.
Since they are people-oriented, it might seem that their only core competencies would be their people-skills. This is not the
case. They also possess a trait that is valuable for performing tasks: they tend to be very receptive to change. They like to be
part of new, varied, or different experiences, especially if they will benefit them. As a result, they can be an impressive,
eloquent, silver-tongued spokesperson for change.
As a change-advocate, they can contribute other skills such as enthusiasm and optimism – exactly what people respond to
when hopes, dreams, and opportunities are in limbo. In addition, they tend to be a quick decision-maker who is fast-paced. In
situations where the problem has been studied and the solution found, they may excel at getting people to buy in quickly.
Interactive styles possess the talent that sales trainers and social psychologists have identified as the single most valuable
trait – personal warmth. Their down-to-earth approach often results in comments such as, we just met twenty minutes ago
and yet I feel as though I have known you all my life.
Interactive styles have a natural charisma. They do well at building relationships and often have long lists of people whom
they describe as friends. Finally, they tend to be a naturally fun-loving personality. Their theme song might be
Celebration!
INTERACTIVE STYLES’ GROWTH OPPORTUNITIES
Interactive styles are interested in a variety of things, so they tend to have a shorter attention span than people with the other
behavioral styles. This is often manifested in their avoidance of details or their lack of follow-through. They may become
easily bored by repetitive routines and complexities that take them away from their first love – interacting with people!
When they feel pressured or stressed, they become emotional and impulsive and exhibit actions that are unplanned,
nonsystematic, disorganized, and inconsistent. During such times, they are likely to respond to tasks either superficially or
incompletely. They may also fail to perform up to expected standards.
Interactive styles tend to avoid conflicts at all costs. Conflicts pose the possibility of loss of recognition and approval, which is
antithetical to their raison d’être. They can benefit from controlling their emotional responses and their tendency to wear their
heart on their sleeve. They need to learn effective conflict-management skills and effective listening and questioning skills.
They may often be talking when they really need to be listening.
Interactive styles need to get involved with people more slowly, which would help them avoid interactions that they later
regret. They need to place greater emphasis on their sense of self-worth and self-esteem. They need to strive for
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