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The purpose of this assignment is to help you integrate and apply the key leadership concepts from this course to your own leadership development

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The purpose of this assignment is to help you integrate and apply the key leadership concepts from this course to your own leadership development. Draw on the activities and reflections you’ve completed throughout the course and emphasize those concepts and course readings that are most relevant to your personal and career path. Below you will see listed the major topic areas that you should cover in your reflection.

Content:

Please address the below areas of reflection/development in your reflection. For each of the content areas, indicate: your current status(e.g., using relevant assessment results, your self-observation, feedback from others), your strengths, and at least one goal for growth you’d like to pursue. Reference the DISC style from your analysis in each area.

Interview with a Mentor:

Must include an interview portion with a mentor. Within the paper, include at least 2 responses from your mentor per reflection area you chose. For example, you can ask your mentor a question regarding their perspective of the importance of energy in the workplace and then include that quotation in your energy reflection area. [Previous assignment earlier in the semester will assist with this portion.]

Leadership Philosophy:

Create a Leadership Philosophy by combining current leadership styles, your own values, your DISC style, and additional information you have learned from the course [Previous assignment earlier in the semester will assist with this portion.]

Format:

3 pages, double-spaced, Times New Roman, 12-point font. Headings for the (1) Introduction (2) Leadership Philosophy (3) 4 of the 8 Reflection/Development Areas and (4) Conclusion to help provide clarity. No cover letter page needed.

Reflection/Development Areas:

*You need to choose 4of the 8 below Reflection/Development areas.

1. Emotional Intelligence

2. Energy

3. Resiliency

4. Managing Conflict

5. Values

6. Relationship

7. Communication

8. Culture

 

 

Running Head: MENTOR INTERVIEW QUESTIONS 1 Question One 1. How did you get to the position you are in today? To get to my position as the Chief Executive Officer (CEO) of this company, I held several low managerial positions. In each position, I solved problems that existed in the organization which earned me promotions until I got to the position I am in today. Therefore, it has been a gradual process where I proved myself time and again as a competent leader with innovative ideas that could shape the company. 2. What is your preferred leadership style? I’m both a democratic and visionary leader, styles that I use together. First and foremost, I always like engaging others in the decision making process. Their opinions and views are very critical in making informed decisions. As a visionary leader, I am always looking forward to the future. I always encourage all employees to be innovative and come up with important ideas that can be very helpful in shaping the company’s future. 3. What values do you possess? I possess various values that help me with my management role. Some of the values I possess are; respect, courage, service, integrity, humility and the need to make a difference among others. However, these are my core values that have aided me in interacting with other professionals in the field and also when conducting my duties. 4. What values do you look out for in others and develop in the workplace? MENTOR INTERVIEW QUESTIONS I am a very demanding manager. However, I only require people to be respectful, honest, and humble, have integrity and be innovative. These are important values that accommodate many other values. 5. How did you learn to embrace risks? Risk is part of business and no one should be afraid of taking risks. In the past, I was always afraid of taking risks but this has changed and I currently take many risks as possible. I learned how embrace risks by always focusing on their benefits if effectively implemented. As such, I always plan to implement risks effectively so as to reap their benefits (Nobre, 2018). My advice to anyone who would like to take a risks is that they must first analyze the risk and ensure that it’s worth taking. Only after determining that they have the capacity should they then proceed to taking the risk. 6. Was there a time you felt that you failed? How did you get back on your feet? Failure is nothing more than just a setback that can easily be dealt with. At a time, I failed when coming up with motivational approaches to improve employee performance. However, my approach was rejected by employees who did not like it despite the amount of money spent on the project. Instead of being demoralized, I took this as a lesson and learned the importance of engaging employees and other stakeholders. Since then, I have come up with many successful strategies that have definitely had an impact. Therefore, instead of being demoralized when you fail, a person should only take such a situation as a learning opportunity and use it to improve themselves. 7. How important is communication to your work? 2 MENTOR INTERVIEW QUESTIONS 3 Communication is key to success in the workplace. Without communication, the whole process would come to an abrupt stop since there will be no coordination nor communication of goals. Employees need to learn about organizational goals and use communication to coordinate their efforts so as to achieve them. 8. How did you develop communication skills enabling you to speak to groups? There are various ways that can be used to develop communication. The critical points are always be simplifying the message, engaging listeners, making sure that you are understood, always listen to others, learn how to use non-verbal communication and always make communication a priority (Osborne & Hammoud, 2017). With these approaches, anyone can develop to become a competent communicator. 9. How do you encourage innovativeness? I always encourage others to think outside the box and achieve what seems to be unachievable. Therefore, people can present their ideas no matter how far-fetched they seem. An innovative idea can be developed from such an instance. Working in teams is especially important as people can easily discuss their ideas and continue developing them over time to become achievable. 10. How can I become better at managing people? You should not view employees as people working for you but instead people you are working with. It is important to respect others and welcome their ideas. Through this approach, everyone will feel valued and be more than willing to help you in whichever way possible. Adopting critical leadership values is especially important to achieving this. 11. What are the type of people that I need to align with so as to become a success? MENTOR INTERVIEW QUESTIONS 4 You need to align with professionals in your field, no matter the level or position they are in. They have experience in the industry and can offer you important advice that you can use to develop in your career and become a success. 12. Did you envision your career to be what it is ten years ago? I did not envision my career to be what it is today ten years ago. However, I always knew that I was destined for success and worked hard to be at this position. Therefore, it has taken a lot of hard work to get here and would encourage you to also do the same. 13. What do you wish you knew before starting your first managerial job? What I wish I knew before taking my first managerial job was how stressful the job was. It was one of the toughest experiences of my career. However, I only learned from it and developed to become the manager I am today. Therefore, I am always glad that I went through this phase, otherwise, I would not be where I am today. 14. What advice would you give a person who doubts themselves in this profession? I would tell them to learn from others and persevere in achieving their goals. Like any other profession, experience is very critical. Therefore, a person should not just hope to become an overnight success. Instead, they must learn from others and themselves which will allow them to become a success in the future. 15. If given a chance to start over again, what would you change? If given another chance, I would change nothing at all. My journey to get here has been one hell of a ride but has helped me become the person I am today. Everything is a learning opportunity MENTOR INTERVIEW QUESTIONS and experience that should be viewed positively. Therefore, I would not like to change anything since I believe that I have achieved what I set out to and could still achieve more in the future. 5 MENTOR INTERVIEW QUESTIONS 6 References Nobre, L. H. N., (2018). Managerial risk taking: a conceptual model for business use. Management Decision. Osborne, S., & Hammoud, M. S. (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), 4. DISC Profile Report Kennard Taylor 8/26/2020 DISC Profile Report for Kennard Taylor - SCd/SC Style Table of Contents Introduction to the DISC Profile Report.........................................................................................................3 PART I UNDERSTANDING YOU IN YOUR ROLE General Behavioral Characteristics ..............................................................................................................6 Your Strengths: What You Bring to Your Role..............................................................................................8 Your Motivations: Wants and Needs.............................................................................................................9 Ideal Working Environment.........................................................................................................................11 Your Behavior and Needs Under Stress.....................................................................................................12 Communication Tips and Plans ..................................................................................................................13 Potential Areas for Improvement ................................................................................................................16 Summary of Your DISC Style .....................................................................................................................17 Your Personal Review Comments ..............................................................................................................18 Your Personalized DISC Graphs ................................................................................................................19 Word Sketch: Adapted Style .......................................................................................................................20 Word Sketch: Natural Style.........................................................................................................................21 The 12 DISC Sub Patterns .........................................................................................................................22 Your Behavioral Pattern View .....................................................................................................................26 PART II APPLICATION OF DISC Application and Putting into Action .............................................................................................................27 Overview of the Four Basic DISC Behavioral Styles ..................................................................................28 How to Identify Another Person’s Behavioral Style.....................................................................................29 What is Behavioral Adaptability? ................................................................................................................31 How to Modify Your Directness and Openness ..........................................................................................32 Tension Among Behavioral Styles ..............................................................................................................33 How to Adapt to the Different Behavioral Styles .........................................................................................36 PART III FEEDBACK FROM OBSERVERS Verbatim Comments ..................................................................................................................................40 Next Steps ..................................................................................................................................................43 Disclaimer ...................................................................................................................................................44 Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 2 DISC Profile Report for Kennard Taylor - SCd/SC Style Introduction to the DISC Profile Report Congratulations on your decision to take this DISC Profile. The DISC Profile is an online assessment to support you in your personal and professional development. You can use this Profile to further develop self-awareness of your behaviors in your work environment. Using this information enables you to be more effective with your communication and build stronger relationships with staff, management, clients and others you interact with. You also have a deeper understanding of your motivation, strengths and areas for development. It is specifically designed to enable you to take the next step in your professional development. The Team 8 DISC Profile is founded on the internationally recognized and respected work of Dr Tony Alessandra and DISC Profiling Theory. DISC Profiles have been in use since 1928 and millions of profiles are completed by business managers every year. The profiles provide you with a performance improvement tool which is easily interpreted, practical and most importantly, is easy to remember and apply. This report does not deal with values or judgments. It focuses on patterns of external, observable behaviors exhibited in your current environment. In summary, the report accurately describes how you act and makes recommendations on how to improve your personal performance. HOW TO USE THIS PROFILE REPORT Firstly, read this entire report and make highlighter notes as you go along. We highly recommend you complete the Summary of your DISC Style on page 17 of this report as it becomes a useful tool and you can easily share this one-page summary with others, if you choose to. For your convenience, this report is divided into three parts: ? Part I focuses on understanding you within your role and your DISC style characteristics. It also offers strategies for increasing your personal and professional effectiveness. It is important to note that there is no “best” behavioral style. Each style has its unique strengths and opportunities for improvement. As well, each style has its own limitations. Knowing what your strengths and limitations are, enables you to produce more consistent, higher level work performance and results. The most successful and effective people know what they do best and where they need to improve. Most people are very eager to jump straight into the information about their own personal profiles – so this is what we’ve done with Part I of this report. ? Part II provides valuable background and reference materials about DISC. Using this information you can begin to identify likely behavioral styles of others you work with. Knowing this information can help you build more productive relationships with them. There are also action plans provided - we recommend that you share these action plans with others too. This can greatly enhance each of those relationships. ? PART III includes feedback from those you invite as ‘observers’. As part of your DISC profile, you are able to invite observers to complete an assessment questionnaire about you, as they see you in your role. This is valuable 360 degree feedback. It is completely optional and at your control as to who to invite. Please refer to your online account for more information. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 3 DISC Profile Report for Kennard Taylor - SCd/SC Style BEHAVIORAL STYLES Historical and contemporary research reveals more than a dozen models of our behavioral differences, but many share one common thread: the grouping of behavior into four basic categories. DISC theory 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. The four categories are: D is for Dominance, I is for Influence, S is for Steadiness and C is for Conscientious. STYLE TENDENCIES Dominance Tends to be direct and guarded Influence Tends to be direct and open Steadiness Tends to be indirect and open Conscientious Tends to be indirect and guarded ADAPTED AND NATURAL STYLES Within this DISC Profile, we refer to your Adapted Style and your Natural Style patterns: ? Adapted Style: This is your self-perception of the way you believe you behave in your role within the context of your current environment. This behavior may change in different environments, situations and roles. For example, you responded to this assessment with a work focus and your Adapted Style could be different if you responded with a family focus. It makes sense that the behavior required to be successful in your role may and could be vastly different to the behaviors required to be a contributing member of your family. ? Natural Style: This is your self-perception of the “real you”, your instinctive behaviors and motivators. These are behaviors you are most likely to exhibit when in situations you perceive as being stressful or in situations where you can simply do as you choose without having to please or consider anyone else. The reason this is described as the real you, is in the times just mentioned, our reaction and thinking times are either dramatically reduced or we literally do not have to think about adapting ourselves to suit anyone else. Hence, the real you emerges. This Natural Style tends to be fairly consistent even in different environments, that is, in and outside of your current role. ADAPTABILITY In addition to understanding your DISC style, this report identifies ways you can apply your style strengths or modify your style weaknesses in order to meet the needs of others, build productive relationships and to create better outcomes in diverse situations. This is called adaptability. Social scientists call it “social intelligence”. There has 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. The concept of adaptability is discussed in detail in Part II of this report. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 4 DISC Profile Report for Kennard Taylor - SCd/SC Style BACKGROUND TO DISC THEORY We mentioned earlier that the DISC model is a measure of observable human behaviors. What do we mean by behaviors? Think of them as the delivery vehicle we use to transmit our ideas, concepts and most importantly, our decisions to other people. The DISC model has been used over 50 million times and has been found to be very accurate in its ability to reflect how we prefer to interact with others. Everyone possesses some degree of each of these 4 primary behavioral styles. The intensity of each factor and how they combine and interact with each other define our unique behavioral style. The four behavioral styles measured by the DISC model are: 1. Dominance Dominance (D style) measures and identifies how assertively an individual prefers to deal with the PROBLEMS they encounter. Someone with a “high D” will actively pursue and attack problems, while someone with a “low D” will be more reserved and conservative in tackling difficult, problematic and confrontational issues. Individuals who plot in the upper right “D” Dominant quadrant of the behavioral diamond will typically exhibit a more assertive, direct, guarded and results oriented behavioral style. 2. Influence (Extroversion) The Influence (I style) measures and identifies how an individual prefers to deal with the PEOPLE they encounter. Someone with a “high I” will be outgoing, seek personal connections and enjoy frequent interactions with others while someone with a “low I” will be more introverted, more reserved and less inclined to initiate new personal connections and interactions with others. Individuals whose integrated plot is in the lower right “I” Influence/Extroversion quadrant of the behavioral diamond will typically exhibit a more people oriented, direct but open behavioral style. 3. Steadiness (Patience) The Steadiness (S style) measures and identifies how an individual prefers to deal with the ACTIVITY LEVEL or PACE of their daily agenda. Someone with a “high S” will exhibit a great deal of patience and prefers a stable, focused and consistent workload preferring not to frequently shift gears and alter direction mid-stream. Someone with a “low S” exhibits strong urgency or low patience and prefers a fast-paced, rapid fire, multi-tasked agenda that offers active, change-oriented and spontaneous options. Individuals whose integrated plot is in the lower left “S” Steadiness/Patient quadrant of the behavioral diamond will typically exhibit a more indirect but open, patient and team-focused behavioral style. 4. Conscientious or Compliance (Following the Rules) The Conscientious/Compliance (C style) measures and identifies how an individual prefers to deal with the RULES, attention to detail, accuracy and data. Someone with a “high C” will insist on accuracy, reliable facts, precision and high standards. Someone with a “low C” will tend to question the rules, can be quite independent, opinionated and may favor emotional persuasion over logical data. Individuals plotting in the upper left “C” Conscientious/Compliant quadrant will typically exhibit a more indirect and guarded, data focused detailed and analytical behavioral style. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 5 Part I Understanding You in Your Role DISC Profile Report for Kennard Taylor - SCd/SC Style General Behavioral Characteristics ? Your Adapted Style (how you think you should behave) indicates you tend to use the behavioral traits of the SCd style(s) in your current role. ? Your Natural Style (the “real you”) indicates that you naturally tend to use the behavioral traits of the SC style(s). The narration below serves as a general overview of your behavioral tendencies in your current environment. It sets the stage for the report which follows, and provides a framework for understanding, reflecting on and applying your results. We've occasionally provided key improvement ideas throughout this report. This is so you can leverage your strengths whenever possible to maximize your personal career goals and successes. Kennard, your motto could be, "There is a right way and a wrong way to complete all projects. Let's complete it the right way." You score like those who read instructions on new appliances and computers. Whether at home or at the office, you like to do things correctly. When writing, rarely do you have the need for spell-checking or proofreading for grammar. You tend to make decisions slowly and carefully, only after consideration of all variables and input from others. Of the many patterns of behavioral styles, your scores put you among a minority of the population (a positive minority) who show the trait of careful and deliberate decision making when it comes to important decisions. We specify "important," because you may make routine decisions rather rapidly. Your response pattern on the instrument indicates that you persuade others by careful attention to detail, and through facts, data, and logic, rather than emotion. People can depend on you to present a case that is logical and supportable. This is the primary strength that you bring to a team or organization when at the decisionmaking table. You are very conscientious and attentive to follow through in working on detailed projects and complex assignments. Others on the team can depend on you and the efforts you provide to make the project a success. Some on the team may not realize all of the work you have done, and all the thought you have given to the project, because much of it might have been done behind the scenes. To maintain your own sense of accomplishment, be certain that others on the team know what you're doing for them in the background. Your modesty may make this a challenge, but you should always find a time and place to make sure your efforts are being recognized. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 6 DISC Profile Report for Kennard Taylor - SCd/SC Style You tend to evaluate others by how well they implement and execute procedures, standards, and quality action. You hold others accountable to the same high standards that you maintain for yourself. Those who demonstrate these high standards (as you know, they are somewhat rare) are individuals that you will tend to hold in esteem. You demonstrate extremely high attention to detail as you strive for perfection. You strive to make things as highquality as possible and may be disappointed when things turn out just "pretty good." Few people on the team have the ability to attend to details and to follow through the way you do. You set high performance standards for yourself and others and expect everybody to meet those standards. You have remarkably good quality control skills and a high degree of patience. These traits combine to allow you to aim your sights higher than some others on the team. You lead by setting the example yourself, rather than delegating to others and walking away. Your score pattern indicates that you tend to maintain a keen awareness of time. You tend to be on time or early for appointments, and expect the same consideration of your time from others. It annoys you when certain people are perpetually late, or when meetings drag on with no assigned time to end. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 7 DISC Profile Report for Kennard Taylor - SCd/SC Style YOUR STRENGTHS What You Bring to Your Role You are likely to display your strength characteristics rather consistently. For the most part, these qualities tend to enhance your effectiveness within your role. The Work Style Tendencies also provide useful insights into your preferred behaviors (i.e. how you prefer to behave in your current role). Highlight what you believe are your two most important strengths and the two most important work style tendencies and transfer them to the Summary of Your Style (on page 17). Your Strengths: ? You take your responsibilities seriously and exercise your authority in a sincere and conscientious manner. ? You are a strong guardian of quality-control standards and procedures. ? You provide valuable input on projects by considering possible pitfalls that others on the team may have overlooked. ? You maintain a high degree of accuracy while keeping an eye toward project deadlines. ? You may be sought after by other members of the team because of your complete knowledge of processes and procedures. ? You are especially careful that there are no loose ends on a project that may have been overlooked by others. ? You are patient in working with others on the team and demonstrating detailed methods for completing a project. Your Work Style Tendencies: ? Naturally time-sensitive, you keep a careful eye on the organizational clock and maintain a keen awareness of timelines. ? You tend to judge others on the job by objective standards and prefer to be evaluated yourself in the same way. ? You set high performance standards for yourself and others, and expect everybody to meet those standards. ? You demonstrate a strong need for perfection and detail orientation. ? You will take calculated, educated risks only after a thoughtful analysis of the facts and data, and after you have examined all options and potential outcomes. ? You persuade others on the team by careful attention to detail, and through facts, data, and logic. ? You may get bogged down in details due to your tendency to keep the "data gate" open too long. You always worry that there may be more information forthcoming that can impact the direction of the decision. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 Adapted Natural All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 8 DISC Profile Report for Kennard Taylor - SCd/SC Style YOUR MOTIVATIONS Your Wants & Needs Everybody is motivated…however; they are motivated for their own reasons, not somebody else’s reasons. For example, some people are most motivated to achieve results. Others are most motivated to build relationships. Others are motivated to perfect the systems within their work or technique of their craft. Others are more motivated to be part of an energetic company or team. The list is endless. Suffice to say, understanding your motivation strategies enables you to achieve a motivated state more often. This is critical for those in highly visible and/or management positions as you are expected to role model successful behaviors to others. Highlight what you think are your two most important motivators (wants) and transfer them to the Summary of Your Style (on page 17). You Tend to Be Motivated By: ? High quality control standards that are respected by all members of the organization, not just by a few people. ? The knowledge that the products and services offered are of the highest quality. ? A home life that is supportive of work demands. ? Work projects of a highly specialized nature that support your natural curiosity and detail orientation, as well as allow you to demonstrate your skill and competence. ? Inclusion as a part of the group in social functions. ? Appreciation for the competence and work ethic demonstrated over the long haul. ? A link to some of the traditions that have built success in the past. Adapted Natural Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 9 DISC Profile Report for Kennard Taylor - SCd/SC Style YOUR MOTIVATIONS Your Wants & Needs (continued) All of our behaviors are driven by our needs. Each behavioral style has different needs or drivers to be met. All of our behavior is simply an attempt to meet our individual needs. Of course it is critical each person understands what their real needs are and how to have them met in a positive, sustainable and emotionally productive manner. The more fully our needs are met, the easier it is to perform at an optimal level. You can discuss with others what your needs are and how you think it is best to meet them. This understanding helps build stronger bonds between you and those you work with. Highlight your two most important needs and transfer them to the Summary of Your Style (on page 17). People Like You Tend to Need: ? Reassurance for taking appropriate and calculated risks. ? Sufficient time for effective planning, especially prior to change. ? Job descriptions which are presented clearly (preferably in writing), with no ambiguities. ? Complete explanations of processes and the internal systems used for completion. ? Reassurance that your contributions are significant to the success of the team. ? Work assignments requiring high degrees of precision and accuracy, to capitalize on your high detail orientation. ? Options for increasing the efficiency of certain methods or procedures. Adapted Natural Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 10 DISC Profile Report for Kennard Taylor - SCd/SC Style YOUR MOTIVATIONS Ideal Working Environment By understanding your motivations, you can create an environment where you are most likely to be selfmotivated. Highlight the two most important environment factors and transfer them to the Summary of Your Style (on page 17). You Tend to be Most Effective in Work Environments that provide: ? Clear lines of authority and areas of responsibility, with minimal ambiguities. ? Support for your critical thinking skills, and encouragement to make decisions based on logic over emotion. ? A workplace relatively free of interpersonal conflict and hostility. ? A close-knit group of people with whom you have developed mutual trust, rapport, and credibility. ? Highly specialized assignments and technical areas of responsibility. ? Identification with the team or greater organization. ? Few sudden shocks, unexpected problems, or crises. Adapted Natural Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 11 DISC Profile Report for Kennard Taylor - SCd/SC Style The S’s Behavior and Needs Under Stress Under Stress You May Appear: ? ? ? ? ? Indecisive Dependent Defensive Submissive Passive Under Stress You Need: ? ? ? Personal assurance Relationships Reassurances that they are liked Your Typical Behaviors in Conflict: ? ? ? The anger and dissatisfaction that S's 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 S's have vented this built up emotion, they return to their normal behavior. S's 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. S's seldom express their own feelings of anger or dissatisfaction, fearing that doing so would damage relationships and destabilize the situation. S's tend to go along with what others want in order to avoid any controversy. Strategies to Reduce Conflict and Increase Harmony: ? ? ? 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. Be open to considering new ways of doing things and undertaking new tasks. Ask your supervisor, friends and co-workers to support you in approaching any significant change. 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. Adapted Natural Please note that the information on this page is more general as a description related to your highest DISC style score. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 12 DISC Profile Report for Kennard Taylor - SCd/SC Style Communication Tips and Plans Communication Tips for Others The following suggestions assist your peers, staff, management and others who interact with you. This information gives them an understanding of your communication preferences. Everyone has a unique communication style. For example, how do you like to be spoken to? To use this information effectively, share it with others. Find out and discuss their preferences also. The result of this is increased understanding and rapport. Importantly, in pressured situations there is less confusion and more productive action. Highlight the two most important ideas when others communicate with you (do’s & don’ts) and transfer them to the Summary of Your Style (on page 17). When Communicating with Kennard, DO: ? Give Kennard time to verify the issues and potential outcomes. ? Show sincere interest in Kennard as a person. ? Present your ideas and opinions in a non-threatening way. ? Be certain that the information you have is credible. ? List pros and cons to suggestions you make. ? Provide assurances about Kennard's input and decisions. ? Be sensitive to possible areas of disagreement, as Kennard may not be verbal about them. When Communicating with Kennard, DON’T: ? Rush the issues or the decision-making process. ? Fail to follow through. If you say you're going to do something, do it. ? Leave things up in the air, or decide by chance. ? Be vague about what's expected of the group. ? Offer promises that you can't keep. ? Offer assurances and guarantees that you can't fulfill. ? Be rude, abrupt, or too fast-paced in your delivery. Adapted Natural Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 13 DISC Profile Report for Kennard Taylor - SCd/SC Style Communication Plan with the DOMINANT Style CHARACTERISTICS: SO YOU… Concerned with being #1 Show them how to win, new opportunities Think logically Display reasoning Want facts and highlights Provide concise data Strive for results Agree on goal and boundaries, the support or get out of their way Like personal choices Allow them to “do their thing,” within limits Like changes Vary routine Prefer to delegate Look for opportunities to modify their workload focus Want others to notice accomplishments Compliment them on what they’ve done Need to be in charge Let them take the lead, when appropriate, but give them parameters Tendency towards conflict If necessary, argue with conviction on points of disagreement, backed up with facts; don’t argue on a “personality” basis Communication Plan with the INFLUENCING Style CHARACTERISTICS SO YOU… Concerned with approval and appearances Show them that you admire and like them Seek enthusiastic people and situations Behave optimistically and provide upbeat setting Think emotionally Support their feelings when possible Want to know the general expectations Avoid involved details, focus on the “big picture” Need involvement and people contact Interact and participate with them Like changes and innovations Vary the routine; avoid requiring long-term repetition by them Want others to notice THEM Compliment them personally and often Often need help getting organized Do it together Look for action and stimulation Keep up a fast, lively, pace Surround themselves with optimism Support their ideas and don’t poke holes in their dreams; show them your positive side Want feedback that they “look good” Mention their accomplishments, progress and your other genuine appreciation Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 14 DISC Profile Report for Kennard Taylor - SCd/SC Style Communication Plan with the STEADY Style CHARACTERISTICS SO YOU… Concerned with stability Show how your idea minimizes risk Think logically Show reasoning Want documentation and facts Provide data and proof Like personal involvement Demonstrate your interest in them Need to know step-by-step sequence Provide outline and/or one-two-three instructions as you personally “walk them through” Want others to notice their patient perseverance Compliment them for their steady follow-through Avoid risks and changes Give them personal assurances Dislike conflict Act non-aggressively, focus on common interest or needed support Accommodate others Allow them to provide support for others Look for calmness and peace Provide a relaxing, friendly atmosphere Enjoy teamwork Provide them with a cooperative group Want sincere feedback that they’re appreciated Acknowledge their easy-going manner and helpful efforts, when appropriate Communication Plan with the CONSCIENTIOUS Style CHARACTERISTICS SO YOU… Concerned with aggressive approaches Approach them in an indirect, nonthreatening way Think logically Show your reasoning Seek data Give data to them in writing Need to know the process Provide explanations and rationale Utilize caution Allow them to think, inquire and check before they make decisions Prefer to do things themselves When delegating, let them check procedures, and other progress and performance before they make decisions Want others to notice their accuracy Compliment them on their thoroughness and correctness when appropriate Gravitate toward quality control Let them assess and be involved in the process when possible Avoid conflict Tactfully ask for clarification and assistance you may need Need to be right Allow them time to find the best or “correct” answer, within available limits Like to contemplate Tell them “why” and “how Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 15 DISC Profile Report for Kennard Taylor - SCd/SC Style Potential Areas for Improvement Everyone has some possible struggles, limitations or weaknesses. Oftentimes, it’s simply an overextension of your strengths which become a weakness in various situations. Highlight the two most important areas you are committed to improve upon and transfer them to the Summary of Your Style (on page 17). Potential Areas for Improvement: ? You may be overly dependent on a few people who share a similar focus, leading to the exclusion of others on the team who could provide valuable input. ? You may be perceived as slow in making decisions and tentative when it comes to making changes. ? You could broaden your perspective by interacting with a wider variety of people. ? You could demonstrate a bit more spontaneity and take yourself a bit less seriously. ? You may tend to spend more time than necessary on certain details, for fear of being seen as underprepared. ? You could benefit from a greater degree of self-confidence and an increased sense of urgency to accomplish activities on a tighter timeline. ? You may be too tightly bound to established procedures and tradition, even as more efficient and effective methods become available. Adapted Natural Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 16 DISC Profile Report for Kennard Taylor - SCd/SC Style DISC Summary Page for Kennard Taylor Consistent high performance is directly related to knowing yourself well (self-awareness). Primarily, high performers, in all fields, understand themselves and those they work and interact with. Top performers build strong relationships. Complete the worksheet below from the previous pages of this report. Review this summary of your DISC profile and share it with those who matter the most in achieving your career goals and work results. YOUR STRENGTHS: WHAT YOU BRING TO YOUR ROLE (from page 8) 1._______________________________________________________________________ 2._______________________________________________________________________ YOUR WORK STYLE TENDENCIES (YOUR PREFERRED BEHAVIORS) 1._______________________________________________________________________ 2._______________________________________________________________________ YOUR MOTIVATIONS (WANTS) (from page 9) 1._______________________________________________________________________ 2._______________________________________________________________________ YOUR NEEDS (from page 10) 1._______________________________________________________________________ 2._______________________________________________________________________ IDEAL WORKING ENVIRONMENT (from page 11) 1._______________________________________________________________________ 2._______________________________________________________________________ COMMUNICATION DO’S & DON’TS TIPS (from page 13) 1._______________________________________________________________________ 2._______________________________________________________________________ POTENTIAL AREAS FOR IMPROVEMENT (from page 16) 1._______________________________________________________________________ 2._______________________________________________________________________ EXTRA NOTES _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 17 DISC Profile Report for Kennard Taylor - SCd/SC Style Personal Review Questions At the end of your survey, you were asked to answer three questions in your own words. Here are the responses you wrote. What behaviors do you consider to be your strengths in relation to your role? Communication, interpersonal skills, good listener What behaviors do you consider to be your limitations in relation to your role? None What behaviors do you commit to improve and what would the payoffs be when you make these improvements? Being a better listener which allows me to fully see and understand things from others perspective Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 18 DISC Graphs for Kennard Taylor DISC Profile Report for Kennard Taylor - SCd/SC Style Your Adapted Style is your perception of the behaviors you think you should use in your current role. This graph may change when you change roles or situations. ? Your Adapted Style (Graph I below) indicates that you tend to use the behavioral traits of the SCd style(s). Note the highest bar(s) in the graph on the left hand side. Your Natural Style is often a better indicator of the “real you” and your “knee jerk”, instinctive behaviors. This is how you act when you feel very comfortable in an environment where you are not attempting to impress. It is also what shows up in stressful situations. This graph tends to be fairly consistent, even in different environments. ? Your Natural Style (Graph II below) indicates that you naturally tend to use the behavioral traits of the SC style(s). Note the highest bar(s) in the right hand side graph below. Adapted DISC Style Graph I Natural DISC Style Graph II NOTE: Your results graphs also appear on a smaller scale throughout the report for your quick reference. Pattern: SCd (4255) Pattern: SC (2344) The numbers under the graphs represent your scores in DISC order and dictate the adjectives highlighted on the ‘Word Sketch’ pages. If the two graphs above are similar, it means that you tend to use your natural behaviors in your current role and don’t adapt your behavior in any significant way. We see this regularly, just as we see differing levels of adaption (different graph ‘shapes’). Anything is possible. The key focus is on whether you are achieving your desired results? In some instances, if your Adapted Style is significantly different from your Natural Style, this may cause stress if done over a long period of time as you are likely using behaviors that are not as comfortable or natural for you. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 19 DISC Profile Report for Kennard Taylor - SCd/SC Style WORD SKETCH Adapted Style This chart shows your ADAPTED DISC Graph as a “Word Sketch”. Use it with examples to describe why you do what you do and what’s important to you when it comes to Dominance of Problems, Influence of other People, Steadiness of Pace, or Conscientious to Procedures and Rules. Note that the shaded groups of words match the four-digit numbers under the graphs on the previous page. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 20 DISC Profile Report for Kennard Taylor - SCd/SC Style WORD SKETCH Natural Style This chart shows your NATURAL DISC Graph as a “Word Sketch”. Use it with examples to describe why you do what you do and what’s important to you when it comes to Dominance of Problems, Influence of other People, Steadiness of Pace, or Compliance to Procedures and Rules. You might find it useful to compare the difference between your Natural and Adapted Styles using the Word Sketch. Note that the shaded groups of words match the four-digit numbers under the graphs on page 19. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 21 DISC Profile Report for Kennard Taylor - SCd/SC Style The 12 DISC Sub Patterns For a more complete understanding of a person’s overall behavior style, you can view how each of the primary four DISC factors combine to produce twelve different behavioral patterns, also known as DISC Sub Patterns. Each of the DISC Sub Patterns has been assigned a specific descriptor to help you understand the behavior. The 12 DISC Sub Patterns in your report are ranked, according to your natural behaviors that are displayed most often, in most situations. They are ranked from most intense (meaning the degree to which that behavior is shown is strongest) to least intense. This unique ranking system of DISC Sub Patterns can also be used to compare other people’s behavioral styles in a more in-depth way. The five behavioral intensity levels, as denoted by the text within the square brackets next to each DISC Sub Pattern heading, range from Low (absent in most situations) to High (clearly displayed in most situations). The length of the black line on the scale underneath the DISC Sub Pattern heading shows the relative impact of that behavioral pattern on someone’s overall observable behavioral style. We recommend you add this powerful view to your tool kit and use it to assist you in understanding why and how people shape their communications and connections with other people. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 22 DISC Profile Report for Kennard Taylor - SCd/SC Style Intensity Scoring Legend – DISC Sub Pattern intensity is a measure of how you will likely display the specific behavior when interacting and communicating with others in most situations ? ? ? ? ? Low Intensity - Low Intensity scores indicate the ABSENCE of this behavior in MOST situations. Low Moderate - Low Moderate Intensity scores are only SOMETIMES observable in SOME situations. Moderate Intensity - Moderate Intensity scores do not mean “mild.” Moderate means the behavior is flexible and may or may not become observable based upon the requirements of the specific situation. High Moderate - High Moderate Intensity scores are frequently observable in many situations. High Intensity - High Intensity scores will be clearly observable, displayed more often and seen in most situations. 1. The Accommodation Behavior (S/D) [High Moderate Intensity] The Accommodation score measures the degree to which an individual has capacity to work at a steady and slower pace (even when tolerating difficult and unfamiliar circumstances) and cooperate with others. High scores will reflect the capacity to persevere on tasks, and consider then support alternative solutions (not necessarily their own solutions) when working with others. Low scores reflect far less accommodation of other people’s needs, amplified by a higher sense of urgency and "results now" focus. This sees those with low scores revert to a more individualistic approach. 2. The Structured Behavior (C/D) [Moderate Intensity] The Structured score reflects the degree for relying on established plans, procedures, systems and rules to guide their way in achieving results. This style seeks to avoid confrontation and will work towards finding solutions that are supported by others who work within the established guidelines. High scores favor a strong need to comply with established standards and adherence to rules, policies and practices. Low scores suggest a need to control events in order to more freely make progress without being constrained by established guidelines, plans and policies. 3. The People Interaction Behavior (S/I) [Moderate Intensity] The People Interaction score measures the degree to which a person’s care, in crafting their words and interactions with others, is the main focus as opposed to the need to expressively engage and interact with others. This behavior prefers an abundance of time to analyze an interaction or situation prior to taking action. High scores reflect great care and thoughtfulness in their interactions. Low scores reflect a free-wheeling and confident belief that most, if not all, personal interactions can be handled on the fly with no planning needed. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 23 DISC Profile Report for Kennard Taylor - SCd/SC Style 4. The Formal Behavior (C/I) [Moderate Intensity] The Formal score measures the degree to which an individual operates within established protocols, hierarchies and systems. This DISC Sub Pattern is also very cautious in taking new or unplanned action. They have an intense dislike for mistakes and can be critical of other people’s mistakes. High scores suggest greater reliance upon formal and established protocols for interacting with others. They are known to be risk averse. Low scores suggest informality in dealing with people and protocols, and the use of more emotional and persuasive strategies to build relationships, lead and influence others. 5. The Sociable Behavior (I/D) [Moderate Intensity] The Sociable score measures the degree of the person’s outgoing (extroverted) verbal and non-verbal behaviors. It reflects the degree of willingness to accommodate, support and please others in order to build friendships which are important to them. It also identifies the interest in assisting others to succeed and achieve their goals. High scores reflect an emphasis on social interaction rather than routines and strict plans which will bore them. Low scores reflect a willingness to make difficult decisions, remain firm in supporting those choices and are energized by a focus on achieving results. 6. The Persistence Behavior (S/C) [Moderate Intensity] The Persistence score measures the degree to which a person’s behavior does not challenge the status quo of relationships, roles and leadership within the team. Instead, they support current hierarchies, procedures and processes (such as established plans and strategies). High scores place a greater emphasis on group support which gives them a sense of security. Low scores reflect a need to make changes to people’s roles and where needed, develop new strategies and standards. 7. The Rule-Orientated Behavior (C/S) [Moderate Intensity] The Rule-Orientated score measures the degree to which an individual operates within established structures, sticks to established plans, policies and rules, combined with a high degree of sense of urgency to take action. High scores reflect a desire to strive for fail-safe environments and structures, achieved through the accuracy of statistics and thoroughness of preparation with a sense of urgency of action. Low scores suggest a greater focus on steadiness, supporting current procedures, retaining the status quo, resisting change and working harmoniously with others. 8. The Directness Behavior (D/I) [Moderate Intensity] The Directness score measures the degree to which a direct, non-personal approach to accelerate the achievement of results, is used. It reflects a capacity to prioritize tasks and clearly focus on outcomes, as opposed to a focus on relationships and the quality of the outcome. Ultimately, the result outweighs all else. High scores result in a willingness to engage in conflict situations, make difficult decisions and remain firm in supporting those decisions, even when others voice disapproval. Low scores reflect an emphasis on preferring harmony and if dealing with conflict to do so in an empathic and diplomatic style while focusing on relationships. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 24 DISC Profile Report for Kennard Taylor - SCd/SC Style 9. The Self-Assured Behavior (I/C) [Moderate Intensity] The Self-Assured score measures the degree to which an individual projects confidence in a variety of people-related situations. They often behave without complete regard to established social boundaries, rules and guidelines. High scores in this factor can sometimes lead to over confidence, willingness to improvise and take spontaneous actions (this means being unstructured and free flowing or even impulsive) rather than preparing in advance and following established plans and strategies. Low scores reflect a cautious and conscientious approach, based on the evidence contained in the relevant data such as statistics and analysis of previous experiences. 10. The Vitality Behavior (I/S) [Moderate Intensity] The Vitality score measures the degree to which an outwardly expressive style is used for interacting with others and the amount of energy expended whilst interacting. High scores reflect a free-wheeling, confident and engaging style that is interested in new ideas, making changes and the outgoing demonstration of that interest (high energy and enthusiasm). This behavior is likely to be a strong source of influence on others. Low scores reflect thoughtfulness and great care in considering their words, thinking prior to talking and also considering their actions to support steady progress towards a goal, without ever rushing. 11. The Individualistic Behavior (D/C) [Moderate Intensity] The Individualistic score reflects the degree of an independent (they like to work alone), direct and fluid approach toward achieving their goals. This style tackles problems, challenges and opportunities best when they have freedom from controls such as plans, structures and others telling them what to do. High scores are not deterred by potential restraints or established procedures or plans as they pursue their goals and objectives. Low scores favor a strong adherence to plans, policy, rules and established practices in order to achieve critical outcomes. 12. The Self-Determination Behavior (D/S) [Low Moderate Intensity] The Self-Determination score measures the degree of a results-oriented drive, supported by an emphasis on urgency and action. This style combines the drive of a self-starter with a clear need to take actions and make changes to address problems, challenges and opportunities. High scores maintain consistent progress toward their goals with impatience toward those who do not keep pace with their personal timetable and agenda. Low scores do not exhibit high urgency and take their time to carefully consider their plans and actions before they act, often ensuring others are aligned before final action is taken. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 25 DISC Profile Report for Kennard Taylor - SCd/SC Style Behavioral Pattern View Here is yet another way to view your DISC style. The Behavioral Diamond has eight behavioral zones. Each zone identifies a different combination of behavioral traits. The peripheral descriptors describe how others typically see people with your style. Plots on the outer edges of the diamond identify that one factor (DISC) of your style will dominate the other three. As you move towards the center of the diamond two and eventually three traits combine to moderate the intensity of your style descriptors within a specific behavioral zone. +The plus sign indicates that the preceding style score is higher, moving you closer to that style zone (i.e. CD+S: The D score is stronger than in CDS so it plots closer to the D behavioral zone). THE SCORING LEGEND D is for Dominance: How you deal with Problems I is for Influence/Extroversion: How you deal with Other People S is for Steadiness/Patience: How you deal with your Activity Level and Pace C is for Conscientious/Compliance/Structure: How you deal with the “Organization’s Rules” as well as the focus on details, accuracy and precision Data, Fact & Analysis Based. Precise & Accurate Trusts in the Value of Structure, Standards & Order. Sees the value of “Rules”. Efficient, Analytical, Organized, Factual, Aware of the Consequences of their Actions, Practical and Innovative. Balances & Values Data & Diplomacy, Mindful of the “Rules”. Will be Task Focused, Dislikes Confusion and Ambiguity. Both Assertive and Persuasive, Likely to embrace New Concepts, Often a Mover and a Shaker, Can be very outgoing with High Energy and Engaging Effort. Very Outgoing & Persuasive, Very People Oriented, Quite Optimistic Outlook, Strong Communication Skills, Likes to have Variety in their day. Very Patient & Favors Stability and Structure. Not a Risk Taker, Likes to operate at a Steady, Even Pace. = Natural Behavioral Style = Adapted Behavioral Style Team 8 DISC Profile Assertive, Results Focused, Rapid Decisions, Will Seek Challenges, Can be Aggressive and Impatient, Desires to Lead. Supportive & Persuasive, Good Team Player, Creates Good Will & provides Good Customer Service. Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 26 PART II Application of DISC DISC Profile Report for Kennard Taylor - SCd/SC Style Understanding your own behavioral style is just the first step to enhancing your personal and professional effectiveness. All the knowledge in the world doesn’t mean much if you don’t know how to apply it in real life situations. That’s what the rest of this report is all about. To begin to use the power of behavioral styles, you also need to know how to apply the information to people and situations. Remember, people want to be treated according to their behavioral style, not yours. THIS APPLICATION SECTION INCLUDES: ? Overview of the Four Basic DISC Styles ? How to Identify Another Person’s Behavioral Style ? What is Behavioral Adaptability ? How to Modify Your Style ? Tension Among the Styles ? How to Adapt to the Different Behavioral Styles This section will help you understand how to be more effective in your role, with your working relationships and situations. Good relationships can get better and challenging relationships may become good. After reviewing the information, select a relationship in which things have not gone as smoothly as you would like. You might choose one of your colleagues or a more senior manager you work with. Make a commitment to at least take the time to gain an understanding of the other person’s behavioral style and take a few steps to adapt your behavior to improve the relationship. Here’s how to do it: Identify the behavioral style of the other person using the How to Identify Another Person’s Behavioral Style section. You can read about their style in Overview of the Four Basic DISC styles. The section on What Is Behavioral Adaptability gives you an in-depth insight into what adaptability is, what it is not, and why it’s so important to all your working relationships. 1 2 Once you know their style and preferences for directness and/or openness, you can use the How to Modify Your Directness and Openness section to adjust these areas when relating to this person. You will be amazed at the difference. To further understand the tension that may exist in the relationship, you can refer to the Tension Among the Styles section and complete the Tension Among the Styles Worksheet. Being aware of the differences in preference in pace and priority, and modifying accordingly, can make a big difference in those tension-filled relationships. 3 4 And finally, the last section, How to Adapt to the Different Behavioral Styles, will give you suggestions when dealing with each of the four basic DISC styles. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 27 DISC Profile Report for Kennard Taylor - SCd/SC Style Overview of the Four Basic DISC Styles Below is a chart to help you understand some of the characteristics of each of the four basic DISC styles, so you can interact with each style more effectively. Although behavioral style is only a partial description of personality, it is quite useful in describing how a person behaves, and is perceived in various situations. HIGH DOMINANT STYLE PACE PRIORITY SEEKS STRENGTHS GROWTH AREAS HIGH INFLUENCING STYLE IRRITATIONS UNDER STRESS MAY BECOME GAINS SECURITY THROUGH MEASURES PERSONAL WORTH BY IN WORK ENVIRONMENT IS Team 8 DISC Profile HIGH CONSCIENTIOUS STYLE Fast/Decisive Fast/spontaneous Slower/Relaxed Slower/Systematic Goal People Relationship Task Productivity Control Participation Acceptance Accuracy Administration Persuading Listening Planning Leadership Motivating Teamwork Systemizing Pioneering Entertaining Follow-through Orchestration Impatient Inattentive to detail Oversensitive Perfectionist Insensitive to others Short attention span Slows to begin action Critical Applause Precision Low follow-through Poor listener FEARS HIGH STEADY STYLE Unresponsive Lacks global perspective Being taken advantage of Loss of social recognition Sudden changes Inefficiency Routines Insensitivity Disorganization Indecision Complexity Impatience Impropriety Dictatorial Sarcastic Submissive Withdrawn Critical Superficial Indecisive Headstrong Control Playfulness Friendship Preparation Leadership Others’ approval Cooperation Thoroughness Impact or results Acknowledgments Precision Track records and results Applause Compatibility with others Instability Personal criticism of their efforts Accuracy Compliments Depth of contribution Quality of results Efficient Interacting Friendly Formal Busy Busy Functional Functional Structured Personal Personal Structured Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 28 DISC Profile Report for Kennard Taylor - SCd/SC Style How to Identify Another Person’s Behavioral Style How do you quickly and accurately identify each of the four behavioral styles in order to practice adaptability? You do this by focusing on two areas of behavior — DIRECTNESS and OPENNESS. To identify the styles of other people, ask the questions on the following page. When you combine both scales (directness and openness), you create each of the four different behavioral styles. Individuals who have: ? guarded and direct behaviors are Dominant Styles; ? direct and open behaviors are Influence Styles; ? open and indirect behaviors are Steadiness Styles; and ? indirect and guarded behaviors are Conscientious Styles. The Whole Picture GUARDED TASK-ORIENTED INDIRECT SLOWER-PACED DIRECT FASTER-PACED OPEN PEOPLE-ORIENTED Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 29 DISC Profile Report for Kennard Taylor - SCd/SC Style Recognizing Another Person’s DISC Behavioral Style - Two Useful Questions: 1. Are they DIRECT or INDIRECT in their communications? (Directness is the 1st Predictor of DISC Style. Direct plot on the right, Indirect on the Left). 2. Are they GUARDED or OPEN in their communications? (Openness is the 2nd Predictor of DISC Style. Open plot on the Bottom, Guarded on the Top). When we integrate both the natural tendency to be either DIRECT or INDIRECT with the natural tendency to be either GUARDED or OPEN it forms the foundation and the basis for plotting each of the four different behavioral styles: D = Individuals who typically exhibit direct & guarded behaviors define the Dominant Styles I = Individuals who exhibit direct & open behaviors define the Influence/Extroverted Styles. S = Individuals who exhibit indirect & open behaviors define the Steadiness/Patient Styles. C = Individuals who exhibit indirect & guarded behaviors define the Conscientious/Compliant Styles. The behavioral intensity of directness or indirectness and being open or guarded is shown in the quadrant you plot. The plots towards the edge of the diamond reflect MORE INTENSITY and those plotting closer to the center reflect a MORE MODERATE INTENSITY of both characteristics. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 30 DISC Profile Report for Kennard Taylor - SCd/SC Style What is Behavioral Adaptability? Adaptability is your willingness and ability to adjust your approach or strategy based on the particular needs of the situation or relationship at a particular time. It’s something applied more to yourself (to your patterns, attitudes and habits) than to others. No one style is naturally more adaptable than another. For any situation, the strategic adjustments that each style needs to make will vary. The decision to employ specific adaptability techniques is made on a case-by-case basis: you can choose to be adaptable with one person, and not so with others. You can choose to be quite adaptable with one person today and less adaptable with that same individual tomorrow. Adaptability concerns the way you manage your own behaviors. You practice adaptability each time you slow down for a C or S style; or when you move a bit faster for the D or I styles. It occurs when the D or C styles take the time to build the relationship with an S or I style; or when the I or S styles focus on facts or get right to the point with D or C styles. It means adjusting your own behavior to make other people feel more at ease with you and the situation. Adaptability does not mean “imitation” of the other person’s style. It does mean adjusting your openness, directness, pace, and priority in the direction of the other person’s preference, while maintaining your own identity. Adaptability is important to all successful relationships. People often adopt a different style in their work lives than they do in their social and personal lives. We tend to be more adaptable with people we know less. We tend to be less adaptable at home and with people we know well. Adaptability at its extreme could make you appear wishy-washy and two-faced. A person who maintains high adaptability in all situations may not be able to avoid stress and inefficiency. There is also the danger of developing tension from the stress of behaving in a “foreign” style. Usually, this is temporary and may be worth it if you gain rapport with others. At the other end of the continuum, no adaptability would cause others to view someone as rigid and uncompromising because they insist on behaving according to their own natural pace and priority. Effectively adaptable people meet other people’s needs and their own. Through practice, they are able to achieve a balance: strategically managing their adaptability by recognizing when a modest compromise is appropriate, or, when the nature of the situation calls for them to totally adapt to the other person’s behavioral style, they do so. Adaptable people know how to negotiate relationships in a way that allows everyone to win. They are tactful, reasonable, understanding, and non-judgmental. Your adaptability level influences how others judge their relationship with you. Raise your adaptability level and trust and credibility go up; lower your adaptability level and trust and credibility go down. Adaptability enables you to interact more productively with difficult people and helps you to avoid or manage tense situations. With adaptability you can treat other people the way THEY want to be treated. Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 31 DISC Profile Report for Kennard Taylor - SCd/SC Style How to Modify Your Directness and Openness In some situations, you will only be able to identify another person’s directness or openness, but not both. In these situations, you need to know how to practice adaptability, one behavioral dimension at a time. With that in mind, let’s look at what you can do to modify YOUR level of Directness or Openness before looking at specific guidelines for being more adaptable with each of the four styles. DIRECTNESS TO INCREASE TO DECREASE: ? Speak, move and make decisions at a faster pace ? Talk, walk and make decisions more slowly ? Initiate conversation and decisions ? Seek and acknowledge others’ opinions ? Give recommendations ? Share decision-making ? Use direct statements rather than roundabout questions ? Be more mellow ? Do not interrupt ? Use a strong, confident voice ? When talking, provide pauses to give others a chance to speak ? Challenge and tactfully disagree, when appropriate ? Refrain from criticizing, challenging or acting pushy ? Face conflict openly, but don’t clash with the person ? When disagreeing, choose words carefully ? Increase your eye contact OPENNESS TO INCREASE TO DECREASE: ? Share feelings; show more emotion ? Get right to the task – the bottom line ? Respond to the expression of others’ feelings ? Maintain more of a logical, factual orientation ? Pay personal complements ? Keep to the agenda ? Take time to develop the relationship ? Do not waste the other person’s time ? Use friendly language ? Do not initiate physical contact ? Communicate more; loosen up and stand closer ? Downplay your enthusiasm and body movement ? Be willing to digress from the agenda ? Use more “business-like” or professional language Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 32 DISC Profile Report for Kennard Taylor - SCd/SC Style Tension Among the Styles Potential Tensions/Disconnects Plot Points Example Double Tensions of Patience vs. Urgency AND People versus Task Pattern 1: The High S’s preferred Patient & Slower Pace with a Primary Focus on People can conflict with the High D’s Sense of Urgency and a focus on Tasks and Results (and Now!). High S + High D (Lower Left vs. Upper Right Quadrant) Double Tensions of Patience vs. Urgency AND People versus Task Pattern 2: The High C’s lack of Urgency with a Primary Focus on Tasks/Results can conflict with the High I’s higher Urgency with a Primary Focus on People. High C + High I (Upper Left vs. Lower Right Quadrant) Patience vs. Urgency Tensions: The High S’s innate Patience can conflict with the High I’s Sense of Urgency. High S + High I (Lower Left vs. Lower Right Quadrant). Patience vs. Urgency Tensions: The High C’s focus on exercising Patience to assure accuracy and avoid errors can conflict with the High D’s focus on Results, do it NOW solutions, and immediate action. High C + High D (Upper Left vs. Upper Right Quadrant) Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 33 DISC Profile Report for Kennard Taylor - SCd/SC Style Tension Among the Styles (continued) Potential Tension(s)/Disconnects Plot Points Example People vs. Tasks Tensions The High D’s focus on Results, Tasks and Action can conflict with the High I’s focus on other People, Feelings (and political correctness). High D + High I (Upper Right vs. Lower Right Quadrant) People vs. Tasks Tensions The High C’s focus on Data, Analysis, Accuracy and Precision can conflict with the High S’s focus on other People, Teamwork, Personal Connection and a feeling of ‘family’. High C + High S (Upper Left vs. Lower Left Quadrant) Tension Among the Styles Model Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 34 DISC Profile Report for Kennard Taylor - SCd/SC Style Tension Among the Styles WORKSHEET Everybody has a few tension-filled relationships. You may have the highest regard toward the person, yet it seems no matter what you do, your interactions can be stressful. If this is behavior related, applying The Platinum Rule - Treat others the way THEY want to be treated – may be helpful. Complete this worksheet to gain insights on how to improve the relationship. First, refer to the section on How to Identify Another Person’s Style and determine their primary behavioral style. Then refer to the Tension Model to identify their pace and priority preferences. Next, see which preferences are different than yours and note the strategy you will take to modify your behavior. If both preferences are the same as yours, then determine where you will allow their needs to be placed above yours. A little give and take will go a long way. JANE DOE’S INFORMATION RELATIONSHIP STYLE: C Name: John Doe PACE: Slower-paced Style: High I PRIORITY: Goal/Task-oriented Pace: Faster-paced Priority: People-oriented Difference: Pace and Priority Strategy: Be more personable, social, upbeat, and faster-paced with John RELATIONSHIP 1 Name:_________________________________ Style:__________________________________ Pace:_________________________________ Priority:_______________________________ Difference:_____________________________ Strategy:_______________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 RELATIONSHIP 2 Name:________________________________ Style:_________________________________ Pace:_________________________________ Priority:________________________________ Difference:_____________________________ Strategy:_______________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 35 DISC Profile Report for Kennard Taylor - SCd/SC Style How to Adapt to the DOMINANT Style They’re time-sensitive; so don’t waste their time. Be organized and get to the point. Give them relevant information and options, with probabilities of success. Give them written details to read at their leisure — all on a single page. The Dominant Styles are goal-oriented, so appeal to their sense of accomplishment. Stroke their egos by supporting their ideas and acknowledge their power and prestige. Let the D Style call the shots (if possible, or at least feel like they are). If you disagree, argue with facts, not feelings. In groups, allow them to have their say because they are not the type who will take a back seat to others. With the D Style, in general, be efficient and competent. WHEN WORKING WITH THEM, HELP THEM TO… ? More realistically gauge risks ? Exercise more caution and deliberation before making decisions ? Follow pertinent rules, regulations and expectations ? Recognize and solicit others’ contributions ? Tell others the reasons for decisions ? Cultivate more attention/responsiveness to emotions AT IMPORTANT MEETINGS… ? Plan to be prepared, organized, fast-paced, and always to the point ? Meet them in a professional manner ? Learn and study their goals and objectives – what they want to accomplish, how they currently are motivated to do things, and what they would like to change ? Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate specifically to their goals ? Get to the point ? Provide options and let them make the decision, when possible IN SOCIAL OR OTHER SETTINGS… ? Let them know that you don’t intend to waste their time ? Convey openness and acceptance of them ? Listen to their suggestions ? Summarize their achievements and accomplishments ? Give them your time and undivided attention ? Appreciate and acknowledge them when possible Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 36 DISC Profile Report for Kennard Taylor - SCd/SC Style How to Adapt to the INFLUENCING Style The Influencing Styles thrive on personal recognition, so pour it on sincerely. Support their ideas, goals, opinions and dreams. Try not to argue with their pie-in-the-sky visions; get excited about them. The Influencing Styles are social-butterflies, so be ready to flutter around with them. A strong presence, stimulating and entertaining conversation, jokes and liveliness will win them over. They are peopleoriented, so give them time to socialize. Avoid rushing into things without first a friendly chat. With the I Styles, in general, be interested in them. WHEN WORKING WITH THEM, HELP THEM TO… ? Prioritize and organize ? See things through to completion ? View people and tasks more objectively ? Avoid overuse of giving and taking advice ? Write things down AT IMPORTANT MEETINGS… STRATEGIES ? Show that you’re interested in them, let them talk, and allow your animation and enthusiasm to emerge ? Take the initiative by introducing yourself in a friendly and informal manner and be open to new topics that seem to interest them ? Support their dreams and goals ? Illustrate your ideas with stories and emotional descriptions that they can relate to their goals or interests ? Clearly summarize details and direct these toward mutually agreeable objectives and action steps ? Provide incentives to encourage quicker decisions ? Give them testimonials or examples of others’ successes IN SOCIAL OR OTHER SETTINGS… ? Focus on a positive, upbeat, warm approach ? Listen to their personal feelings and experiences ? Respond openly and congenially ? Avoid negative or messy problem discussions ? Make suggestions that allow them to look good ? Don’t require much follow-up, detail or long-term commitments ? Give them your attention, time and presence Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 37 DISC Profile Report for Kennard Taylor - SCd/SC Style How to Adapt to the STEADY Style They are relationship-oriented and want warm and fuzzy relationships, so take things slow, earn their trust, support their feelings, and show sincere interest. Talk in terms of feelings, not facts. The Steady Styles don’t want to ruffle feathers. They want to be assured that everyone will approve of them and their decisions. Give them time to solicit others’ opinions. Never back a Steady Style into a corner. It is far more effective to apply warmth to get this chicken out of its egg than to crack the shell with a hammer. With the S Style, in general, be non-threatening and sincere. WHEN WORKING WITH THEM, HELP THEM TO… ? Utilize shortcuts and discard unnecessary steps ? Track their growth ? Avoid doing things the same way ? Realize there is more than one approach to things ? Become more open to some risks and changes ? Feel sincerely appreciated ? Speak up and voice their thoughts and feelings ? Modify their tendency to automatically do what others tell them ? Get and accept credit and praise, when appropriate AT IMPORTANT MEETINGS… ? Get to know them more personally and approach them in a non-threatening, pleasant, and STRATEGIES friendly, but professional way ? Develop trust, friendship and credibility at a relatively slow pace ? Ask them to identify their own emotional needs as well as their work expectations ? Get them involved by focusing on the human element… that is, how something affects them and their relationships with others ? Avoid rushing them and give them personal, concrete assurances, when appropriate ? Communicate with them in a consistent manner on a regular basis IN SOCIAL OR OTHER SETTINGS… ? Focus on a slower-paced, steady approach ? Avoid arguments and conflict ? Respond sensitively and sensibly ? Privately acknowledge them with specific, believable compliments ? Allow them to follow through on concrete tasks ? Show them step-by-step procedures ? Behave pleasantly and optimistically ? Give them stability and minimum of change Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 38 DISC Profile Report for Kennard Taylor - SCd/SC Style How to Adapt to the CONSCIENTIOUS Style They are time-disciplined, so be sensitive to their schedules. They need details, so give them data. They are task-oriented; so don’t expect to become their friend before working with them. Friendship may develop later, but, unlike the Influencing Styles, it is not a prerequisite. Support the Conscientious Styles in their organized, thoughtful approach to problem solving. Be systematic, logical, well prepared and exact with them. Give them time to make decisions and work independently. Allow them to talk in detail. In team or groups, do not expect the C Styles to be leaders or outspoken contributors, but do rely on them to conduct research, crunch numbers, and perform detailed footwork for the team. If appropriate, set guidelines and exact timelines. The C Styles like to be complimented on their brainpower, so recognize their contributions accordingly. With the C Styles, be thorough, well prepared, detail-oriented, “business-like” and patient. WHEN WORKING WITH THEM, HELP THEM TO… ? Share their knowledge and expertise with others ? Stand up for themselves with the people they prefer to avoid ? Shoot for realistic timelines and parameters ? View people and tasks less seriously and critically ? Balance their lives with both interaction and tasks ? Keep on course with tasks, less checking ? Maintain high expectations for high priority items, not everything AT IMPORTANT MEETINGS… ? Prepare so that you can answer as many of their questions as soon as possible ? Greet them cordially, but proceed quickly to the task; don’t start with personal or social talk ? Hone your skills in practicality and logic ? Ask questions that reveal a clear direction and that fit into the overall scheme of things ? Document how and why something applies ? Give them time to think; avoid pushing them into a hasty decision ? Tell them both the pros and cons and the complete story ? Follow through and deliver what you promise IN SOCIAL OR OTHER SETTINGS… ? Use a logical approach ? Listen to their concerns, reasoning, and suggestions ? Respond formally and politely ? Negative discussions are OK, so long as they aren’t personally directed ? Privately acknowledge them about their thinking ? Focus on how pleased you are with their procedures ? Solicit their insights and suggestions ? Show them by what you do, not what you say Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 39 Part III Observer Feedback DISC Profile Report for Kennard Taylor - SCd/SC Style As part of your profile, you are able to invite observers to complete an assessment questionnaire about you, as they see you in your role. This is valuable 360 degree feedback. Comments in this report are included exactly as they are answered by the observers - without any editing, spelling corrections or censoring. The graphical results of your observer feedback are available through your online log in. They can be accessed in the same place this report was downloaded. If you have not invited observers, the next pages will remain blank. PLEASE NOTE: If your feedback on these pages is missing and you anticipate that it should be within this report, you can login to your webpage (where you downloaded this report) and download the report again. Each time you download your report, it contains updated observer data. To ensure your report is up to date, you should do this after new observers complete their surveys. What behaviors do you consider to be Kennard's strengths in relation to Kennard's role? Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 40 DISC Profile Report for Kennard Taylor - SCd/SC Style Observer Feedback (continued) What behaviors do you consider to be Kennard's limitations in relation to Kennard's role? Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 41 DISC Profile Report for Kennard Taylor - SCd/SC Style Observer Feedback (continued) What behaviors do you believe Kennard could improve and what would the payoffs be if Kennard made these improvements? Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 42 DISC Profile Report for Kennard Taylor - SCd/SC Style Next Steps This report is filled with information about you in your current role and your preferred working behaviors. Have this report printed into a hard copy form and keep with you. Digest it slowly and look at it often. Let it sink in. There is a lot of information here and it is not meant to be digested in just one reading. Ensure that you have completed your Summary Page on page 17. This is useful as an exercise for you to review the report content and is also useful to share as a one-page summary with others. There are also valuable resources available to you through your personal login. You may also like to consider getting feedback from others as your ‘Observers’. It is completely optional and at your control. Access this through your personal login. If you haven’t already, many professionals get enormous value from using the DISC Profile with their colleagues and others they interact with. Simply contact the person who organized your DISC profile or go to the www.team8.com.au website for more information. Have fun with making a few changes in your behavior and experience the results. You might be surprised! There is a great rule to apply called The Platinum Rule: “Treat others the way THEY want to be treated” and you will have much more success in your work and all relationships! Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 43 DISC Profile Report for Kennard Taylor - SCd/SC Style Disclaimer There are no warranties, express or implied, regarding the Team 8 online DISC assessments. You assume full responsibility, and Team 8, Business Opportunity Group Pty Ltd, Alessandra & Associates, Inc., Assessment Business Center, Platinum Rule Group LLC, Boden Hanson and Dr. Tony Alessandra (The Group) shall not be liable for, (i) your use and application of DISC Assessments, (ii) the adequacy, accuracy, interpretation or usefulness of the DISC Assessments, and (iii) the results or information developed from your use or application of the DISC Assessments. You waive any claim or rights of recourse on account of claims against The Group either in your own right or on account of claims against The Group by third parties. 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Team 8 DISC Profile Copyright © 2020 A24x7 & Team 8 All rights reserved. www.team8.com.au Great People Know Themselves Marquette University 7607425157 www.team8.com.au 44