DISC Report – Behaviors (partial example)

Below is an example of a DISC Assessment Report for Behaviors only (see separate page for DISC Values Report example. Names have been changed and certain charts, descriptions and sections have been omitted for brevity.  Your final report may differ from the one below based on your behavioral style.  It will include the same type of content described below plus additional charts and information.     

INTRODUCTION – BEHAVIORS
Behavioral research suggests that the most effective people are those who understand themselves, both their strengths and weaknesses, so they can develop strategies to meet the demands of their environment.  In this report we are measuring four dimensions of normal behavior. They are:

– how you respond to problems and challenges.
– how you influence others to your point of view.
– how you respond to the pace of the environment.
– how you respond to rules and procedures set by others.

GENERAL CHARACTERISTICS
Based on Debbie’s responses, the report has selected general statements to provide a broad understanding of her work style. These statements identify the basic natural behavior that she brings to the job. That is, if left on her own, these statements identify HOW SHE WOULD CHOOSE TO DO THE JOB. Use the general characteristics to gain a better understanding of Debbie’s natural behavior.

Debbie prefers that things be orderly and she will approach work in a systematic manner. She tends to be her own worst critic constantly reminding herself that she could have done better if given more time. Some people see her as being fussy and meticulous. She takes much pride in precise and accurate work, but others may not always understand her attention to details. Rules and procedures provide security for her job performance.  Debbie can devote all her energy to the job, and that offers security to her work situation.

To some people, Debbie may appear to be analytical. She has a need to achieve in an environment in which the quality is controlled. She can become frustrated when put in a situation that is nothing more than a rambling discussion. She can be characterized by her creativity and attention to quality and detail. She wants to know the company rules so she can follow them, and she may become upset when others continually break the rules.

Debbie sees herself as factual, and “down-to-earth.” She is more than casually interested in “theory.” When confronted with a problem she will look for a method, a formula, a procedure or a system to solve it. She feels tension when forced to make major decisions quickly. She gets frustrated when well-established rules are not observed by others. She prefers to have everyone adhere to the same rules and regulations. She follows company policy, if aware of it.

Debbie tends to make her decisions after deliberation and gives weight to all the pros and cons.  She tends to base decisions on the quality of work–not on efficiency.  Because she knows that she can rely on the “tried and true,” Debbie places high value on tradition and traditional things. She is the type of person who will accept challenges, and accept them seriously.

Debbie has a low trust level with strangers. This becomes apparent when she asks specific and perhaps blunt questions. People who show up early or late for appointments may upset her, since her work plans are disrupted. Debbie makes an agenda and prefers that others not change it. Because Debbie wants to be certain she is performing her work assignments correctly, she enjoys working for a manager who explains what is expected of her. Whenever possible, Debbie avoids face-to-face conflict.

VALUE TO THE ORGANIZATION
This section of the report identifies the specific talents and behavior Debbie brings to the job. By looking at these statements, one can identify her role in the organization. The organization can then develop a system to capitalize on her particular value and make her an integral part of the team.

– Good at reconciling factions–is calming and adds stability.
– Works for a leader and a cause.
– Always concerned about quality work.
– Accurate and intuitive.
– Comprehensive in problem solving.

CHECKLIST FOR COMMUNICATING

Most people are aware of and sensitive to the ways with which they prefer to be communicated. Many people find this section to be extremely accurate and important for enhanced interpersonal communication. This page provides other people with a list of things to DO when communicating with Debbie. Read each statement and identify the 3 or 4 statements which are most important to her. We recommend highlighting the most important “DO’s” and provide a listing to those who communicate with Debbie most frequently.

Do:
– Follow through, if you agree.
– Show sincere interest in her as a person. Find areas of common involvement and be candid and open.
– Provide solid, tangible, practical evidence.
– Define clearly (preferably in writing) individual contributions.

DON’TS ON COMMUNICATING

This section of the report is a list of things NOT to do while communicating with Debbie. Review each statement with Debbie and identify those methods of communication that result in frustration or reduced performance. By sharing this information, both parties can negotiate a communication system that is mutually agreeable.

Don’t:
– Make statements about the quality of her work unless you can prove it.
– Patronize or demean her by using subtlety or incentive.
– Threaten, cajole, wheedle, coax or whimper.
– Offer assurance and guarantees you can’t fulfill.
– Stick coldly or harshly to business; on the other hand, don’t lose sight of goals by being too personal.

IDEAL ENVIRONMENT

This section identifies the ideal work environment based on Debbie’s basic style. People with limited flexibility will find themselves uncomfortable working in any job not described in this section. People with flexibility use intelligence to modify their behavior and can be comfortable in many environments. Use this section to identify specific duties and responsibilities that Debbie enjoys and also those that create frustration.

– Close relationship with a small group of associates.
– Little conflict between people.
– Needs personal attention from her manager and compliments for each assignment well done.
– Assignments that can be followed through to completion.
– Familiar work environment with a predictable pattern.

PERCEPTIONS
A person’s behavior and feelings may be quickly telegraphed to others. This section provides additional
information on Debbie’s self-perception and how, under certain conditions, others may perceive her behavior.  Understanding this section will empower Debbie to project the image that will allow her to control the situation.   “See Yourself As Others See You”

SELF-PERCEPTION
Debbie usually sees herself as being:
– Precise, Thorough
– Moderate,  Diplomatic
– Knowledgeable,  Analytical
OTHERS’ PERCEPTION
Under moderate pressure, tension, stress or fatigue, others may see her as being:
– Pessimistic, Picky
– Worrisome, Fussy
And, under extreme pressure, stress or fatigue, others may see her as being:
– Perfectionistic, Hard-to-Please
– Strict,  Defensive

DESCRIPTORS

Based on Debbie’s responses, the report has marked those words that describe her personal behavior. They describe how she solves problems and meets challenges, influences people, responds to the pace of the environment and how she responds to rules and procedures set by others.

Conservative Calculating Cooperative Hesitant Low-Keyed Unsure UndemandingCautious Mild

Reflective Factual Calculating Skeptical Logical

Passive Patient Possessive Predictable Consistent Deliberate Steady Stable

Cautious Conventional Exacting Neat Systematic Diplomatic Accurate Tactful Open-Minded Balanced Judgement


ADAPTED STYLE
Debbie sees her present work environment requiring her to exhibit the behavior listed on this page. If the
following statements DO NOT sound job related, explore the reasons why she is adapting this behavior.

– Working in a systematic, nondemonstrative manner.
– Being attentive and dependable with detailed work activities.
– Making decisions in an objective, unemotional manner.
– Compliance to high standards.
– Disciplined, meticulous attention to order.
– Gathering data in a logical, systematic way.

KEYS TO MOTIVATING
This section of the report was produced by analyzing Debbie’s wants. People are motivated by the things they want; thus wants that are satisfied no longer motivate. Review each statement produced in this section with Debbie and highlight those that are present “wants.”

Debbie wants:
– Instructions so she can do the job right the first time.
– Better planning and fewer changes in the organization.
– Reassurance she is doing the job right.
– Limited socializing.
– Precision work to perform.
– Information in logical order.

KEYS TO MANAGING

In this section are some needs which must be met in order for Debbie to perform at an optimum level. Some needs can be met by herself, while management must provide for others. It is difficult for a person to enter a motivational environment when that person’s basic management needs have not been fulfilled. Review the list with Debbie and identify 3 or 4 statements that are most important to her. This allows Debbie to participate in forming her own personal management plan.

Debbie needs:
– To be introduced to the new employees.
– A work environment without much conflict.
– Conditioning prior to change.
– A manager who delegates in detail.
– A feeling of belonging–to know how important she is

BEHAVIORAL HIERARCHY
The Behavioral Hierarchy graph will display a ranking of your natural behavioral style within a total of eight (8) areas commonly encountered in the workplace. It will help you understand in which of these areas you will naturally be most effective.

1. ORGANIZED WORKPLACE
0....1....2....3....4....5....6....7....8....9....10
9.5
2. ANALYSIS OF DATA
0....1....2....3....4....5....6....7....8....9....10
9.5
3. CUSTOMER ORIENTED
0....1....2....3....4....5....6....7....8....9....10
6.0
4. FREQUENT INTERACTION WITH OTHERS
0....1....2....3....4....5....6....7....8....9....10
3.0
5. VERSATILITY
0....1....2....3....4....5....6....7....8....9....10
2.5
6. COMPETITIVENESS
0....1....2....3....4....5....6....7....8....9....10
2.0
7. FREQUENT CHANGE
0....1....2....3....4....5....6....7....8....9....10
1.8
8. URGENCY
0....1....2....3....4....5....6....7....8....9....10
1.5

THE SUCCESS INSIGHTS® WHEEL
The Success Insights® Wheel is a powerful tool popularized in Europe. In addition to
the text you have received about your behavioral style, the Wheel adds a visualrepresentation that allows you to:

View your natural behavioral style (circle).
View your adapted behavioral style (star).Note the degree you are adapting your behavior.

Notice on the next page that your Natural style (circle) and your Adapted style (star) are plotted on the Wheel. If they are plotted in different boxes, then you are adapting your behavior. The further the two plotting points are from each other, the more you are adapting your behavior.

Group Assessment:

If you are part of a group or team who also took the behavioral assessment, it would be advantageous to get together, using each person’s Wheel, and make a master Wheel that contains each person’s Natural and Adapted style. This allows you to quickly see where conflict can occur. You will also be able to identify where communication, understanding and appreciation can be increased.

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