Disc platinum rule assessment

Personalized Report for: JOHN HOFFMAN Based upon The Platinum Rule®

Model of Behavioral Styles By Dr. Tony Alessandra

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Introduction to The DISC Platinum Rule Behavioral Style Assessment 3

PART I – UNDERSTANDING YOUR PERSONAL eGRAPH RESULTS

- Your eGraph Results 11

- How to Read and Interpret Your eGraph 12

- Interpreting School Associate Observer Responses 13

- Interpreting Business Associate Observer Responses 14

- Interpreting The Entire Composite eGraph 15

- A Snapshot of Your Substyle 16

- Descriptions of the 16 Substyles 17

PART II – UNDERSTANDING YOUR STYLE AND INCREASING YOUR EFFECTIVENESS

- An Overview of Your Primary Behavioral Style 19

- A Summary of the Interactive 21

- Interactives on the Job 22

- The Interactive’s Behavior and Needs under Stress 23

- How to Reduce Conflict 24

- Action Plans for Interactives 25

- Additional Resources and References 27

- Disclaimer 28

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Dear JOHN,

Congratulations on completing the DISC Platinum Rule® Behavioral Style Assessment. Completing the Assessment could be one of the most important relationship building decisions you will ever make.

With your personalized and comprehensive DISC Platinum Rule® Behavioral Style Assessment, you have the tools to be successful. Your assessment will not only help you become a better you, it will help you behave more maturely and productively by teaching you how to focus on your goals instead of your fears. Then you can develop and use more of your natural strengths, while recognizing, improving upon and modifying your limitations. This report does not deal with values or judgments. Instead, it concentrates on your natural tendencies that influence your behavior.

HOW TO USE THIS REPORT First, read through the entire report. The first part presents your eGraph results. Right after taking your DISC Platinum Rule® Behavioral Style Assessment, you will only see your results. As you invite others to complete the observer assessment, as they see you, more and more plot points will appear on your eGraph. This first section of your report will also cover how to read and interpret your eGraph results. It also includes a background section on the classic Johari window concept plus a discussion of your personal “substyle” with brief descriptions of all 16 DISC substyles.

The second part focuses on understanding your style characteristics at work, under stress, etc., and offers strategies for increasing your personal effectiveness. Please note that there is no ‘best’ style. Each style has its unique strengths and opportunities for continuing improvement and growth. The strengths and weaknesses, and any behavioral descriptions mentioned in this report, are tendencies only for your style group and may or may not specifically apply to you personally.

The third part is to download the DISC eWorkbook by going to http://www.assessments24X7.com/UOPXDISCWorkbook.pdf. This section focuses on how to use the DISC concept with others, from how to visually and verbally identify another person’s style to how to adapt your behavior to “connect” with any of the four primary DISC styles. This last section is the all important successful application of this concept in all of your interpersonal relationships.

Study the characteristics of your style and how it relates to others. Practice ‘reading’ the signals others will send you and master it. Your success truly depends on the relationships you build. Why not build them on a foundation of proven, reliable skills?

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http://www.assessments24x7.com/UOPXDISCWorkbook.pdf

During your 30-day observer assessment period, the results of your observer assessments will be compiled. You can see the results plotted on your customized eGraph. This report helps you interpret the composite results of your observers and provides suggestions on how to modify your behavior to have more effective relationships. It’s an important component to the total DISC Platinum Rule® Behavioral Style Assessment because it truly completes the 360-degree perspective initially promised to you.

Isn’t a simple Self-Assessment Report accurate enough? Yes, but only from your own point of view. Quite often, the behaviors that are measured are more easily observed by others than by oneself. You know, better than others, what your own thoughts and motives are. However, others may be more accurate observers of your actual behavior... and it is behavior that is intended to be measured here.

In professional and personal dealings with people, most of us experience conflicts from time to time. We may not be able to put our fingers on the cause, but something about the interaction is uncomfortable. Then too, there are those times when we first meet someone, and after several minutes feel as if we have known them for many years.

When we “click” like this with people, we often call it chemistry, or say that we get “good vibes” from that person. Our ability to develop and maintain chemistry with many different kinds of people is crucial to professional and personal success.

The Platinum Rule recognizes that people are different, that others may not wish to be treated the same way you do. Patterns that work for you may not work for them. In short, The Platinum Rule allows for individual differences and preferences, and serves as a useful guide for many relationship situations.

When your knowledge of behavioral styles is combined with the application of The Platinum Rule™, you have an invaluable tool for creating better chemistry faster, more of the time, in more of your relationships.

You’re encouraged to read through the entire DISC Platinum Rule Report. Study each section to learn, practice, and reinforce your new skills.

You will learn two things:

1. Your Behavioral Style through the eyes of others 2. Your degree of self-awareness

You will know more about your self-awareness because you will be able to compare your Self- Assessment with the Assessments of your observers and see how similar they are.

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PERCEPTIONS… WHAT DO THEY MEAN?

How did your self-perception compare to the observers’ perceptions? There are three possible scenarios:

1. Most saw you the same 2. Most saw you differently 3. Some saw you the same while some saw you differently

The perceptions others have of our behaviors may or may not best describe who you really are. It is simply a perception of behaviors you exhibit in a particular environment or relationship. The good news is you are not your behaviors. With your new found information on behavioral styles, you have choices to modify those behaviors if needed.

Studies have shown that the most effective people:

1. Know themselves 2. Know the needs or demands of the situation or relationship 3. Adapt their behaviors to meet those needs

Our behaviors are a very important part of the communication process. Suppose you tell your child he/she is the most important thing in your life and yet you find little time to spend with him/her. Or you tell your boss that you love your job and yet you are always late.

The goal of these assessments is to help you become aware of your behaviors and the impact they can have on others. Then by practicing suggested behavior changes, you can enhance the relationships that otherwise have been a strain.

If your observers saw you as a different Primary Behavioral Style and you want complete information about that style, you can obtain by downloading the DISC eWorkbook at http://www.assessments24X7.com/UOPXDISCWorkbook.pdf.

So, before diving in, let’s briefly review the four DISC Primary Styles.

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http://www.assessments24x7.com/UOPXDISCWorkbook.pdf

BEHAVIORAL STYLES

Historical, as well as contemporary, research reveals more than a dozen various models of our behavioral differences, but many share one common thread: the grouping of behavior into four categories. The Platinum Rule® focuses on patterns of external, observable behaviors using scales of directness and openness that each style exhibits. Because we can see and hear these external behaviors, it becomes much easier to ‘read’ people. This model is simple, practical, and easy to remember and use.

As you read the descriptions of each style below, think about your new insights into your preferences. You might prefer relationships to tasks, perhaps you act slower rather than faster, or maybe you like to tell people what you think rather than keep it to yourself. Then think about the people around you in the office or at school… what style do their behavioral tendencies reflect? The following descriptions and adaptability guidelines will help you get on the same wavelength with each of the four styles.

Keep in mind that no one style is better than another. Each has its’ own strengths and weaknesses. Remember, however, strengths pushed to extremes can also become weaknesses. Here’s a quick overview of the four behavioral styles and a brief description of how extreme behaviors may be perceived by others.

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Here are the four DISC Platinum Rule primary behavioral styles:

The Dominance Style (D Style): The Dominance Styles are driven by two governing needs: the need to control and the need to achieve.

The D Styles are goal-oriented go-getters who are most comfortable when they are in charge of people and situations. They want to accomplish many things now, so they focus on no-nonsense approaches to bottom-line results.

The Dominance Styles seek expedience and are not afraid to bend the rules. They figure it is easier to beg forgiveness than to ask permission.

The D Styles accept challenges, take authority, and plunge headfirst into solving problems. They take charge in a crisis. They are fast-paced, task-oriented, and work quickly and impressively by themselves, which means they become annoyed with delays. They are willing to challenge outdated thinking and ideas.

The Interactive Style (I Style): The Interactive Styles are friendly, enthusiastic "party-animals" who like to be where the action is. They thrive on the admiration, acknowledgment, and compliments that come with being in the limelight.

The I Styles just want to have fun. They are more relationship-oriented than task-oriented. They would rather "schmooze" with clients over lunch than work in the office.

The Interactive Style’s strengths are enthusiasm, charm, persuasiveness, and warmth. They are gifted in people skills and communication skills with individuals as well as groups. They are great influencers. They are idea-people and dreamers who excel at getting others excited about their vision. They are optimists with an abundance of charisma.

These qualities help them influence people and build alliances to accomplish their goals.

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The Steadiness Style (S Style): The Steadiness Styles are warm, supportive, and nurturing individuals. They are the most people-oriented of the four styles.

The S Styles are excellent listeners, devoted friends, and loyal employees. Their relaxed disposition makes them approachable and warm. They develop strong networks of people who are willing to be mutually supportive and reliable.

The S Styles are excellent team players. The Steadiness Styles are risk-averse. In fact, they may tolerate unpleasant environments rather than risk change. They like the status quo and become distressed when disruptions are severe.

When the Steadiness Styles are faced with change, they need to think it through, plan, and accept it into their world. The Steadiness Styles, more than the other behavioral types, strive to maintain personal composure, stability, and balance.

In the office, the Steadiness Styles are courteous, friendly, and willing to share responsibilities. They are good planners, persistent workers, and good with follow-through. Steadiness Styles go along with others even when they do not agree because they do not want to rock the boat.

The Steadiness Styles are slow decision-makers because of their need for security, their need to avoid risk, and their desire to include others in the decision-making process.

The Cautious Style (C Style): The Cautious Styles are analytical, persistent, systematic people who enjoy problem solving. They are detail-oriented, which makes them more concerned with content than style.

The C Styles are task-oriented people who enjoy perfecting processes and working toward tangible results. They are almost always in control of their emotions and may become uncomfortable around people who are very out-going, e.g., the Interactive Styles.

In the office, the Cautious Styles work at a slow pace, allowing them to double-check their work. They tend to see the serious, complex side of situations, but their intelligence and ability to see different points of view endow them with quick and unique senses of humor.

The Cautious Styles have high expectations of themselves and others, which can make them over- critical. Their tendency toward perfectionism – taken to an extreme – can cause “paralysis by over- analysis.” The C Styles are slow and deliberate decision-makers. They do research, make comparisons, determine risks, calculate margins of error, and then take action.

The Cautious Styles become irritated by surprises and glitches, hence their cautious decision-making. The C Styles are also skeptical, so they like to see promises in writing.

The Cautious Styles’ strengths include an eye for detail and accuracy, dependability, independence, persistence, follow-through, and organization. They are good listeners and ask a lot of questions; however, they run the risk of missing the forest for the trees.

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We generally develop our behavioral style in our childhood. It is the result of some possible genetic predisposition and our early life experiences. Everyone has a primary style that we tend to use most of the time. Although each of us has his or her own primary style, only a small percentage of the total population can be understood clearly by just these four primary styles. Each primary style also contains four substyles. We all use some of the behaviors of the other styles in our daily work, social, or family lives to some greater or lesser degree.

ADAPTABILITY

This report will identify ways that you can apply your style strengths or modify your style weaknesses in order to meet the needs of a particular situation or relationship. This is called adaptability. Social scientists call it ‘social intelligence.’

There’s been a lot written lately on how your social intelligence is just as important as your Intelligence Quotient (IQ) in being successful in today’s world. In some cases, social intelligence is even more important than IQ.