DISC Report With TEAMS & Values

DISC with TEAMS & Values
Style: Precisionist

Friday, January 21, 2011
Introduction
Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown
that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral
characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the
© 2011, PeopleKeys®, Inc.
four personality styles represented by the letters :

l D = Dominant, Driver
Friday, January 21, 2011
Introduction
Your report uses the DISC Personality System. The DISC Personality System is the universal language of behavior. Research has shown
that behavioral characteristics can be grouped together in four major groups. People with similar styles tend to exhibit specific behavioral
characteristics common to that style. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the
four personality styles represented by the letters :

l D = Dominant, Driver
l I = Influencing, Inspiring
l S = Steady, Stable
l C = Correct, Compliant

Knowledge of the DISC System empowers you to understand yourself, family members, coworkers, and friends, in a profound way.
Understanding behavioral styles helps you become a better communicator, minimize or prevent conflicts, appreciate the differences in
others and positively influence those around you.

In the course of daily life, you can observe behavioral styles in action because you interact with each style, to varying degrees, everyday.
As you think about your family members, friends and coworkers, you will discover different personalities unfold before your eyes.

l Do you know someone who is assertive, to the point,
and wants the bottom line?

Some people are forceful, direct, and strongwilled.
This is the D Style

l Do you have any friends who are great communicators
and friendly to everyone they meet?

Some people are optimistic, friendly, and talkative.
This is the I Style

l Do you have any family members who are good
listeners and great team players?

Some people are steady, patient, loyal, and practical.
This is the S Style

l Have you ever worked with someone who enjoys
gathering facts and details and is thorough in all
activities?

Some people are precise, sensitive, and analytical.
This is the C Style

The chart below helps put the four dimensions of behavior into perspective.

D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
Administration Persuading Listening Planning

Strengths Leadership Enthusiasm Teamwork Systems
Determination Entertaining FollowThrough Orchestration
Impatient Lack of Detail Oversensitive Perfectionist
Challenges Insensitive Short Attention Span Slow to Begin Critical
Poor Listener Low FollowThrough Dislikes Change Unresponsive
Some people are precise, sensitive, and analytical.
This is the C Style

The chart below helps put the four dimensions of behavior into perspective.

D = Dominant I = Influencing S = Steady C = Compliant
Seeks Control Recognition Acceptance Accuracy
Administration Persuading Listening Planning

Strengths Leadership Enthusiasm Teamwork Systems
Determination Entertaining FollowThrough Orchestration
Impatient Lack of Detail Oversensitive Perfectionist

Challenges Insensitive Short Attention Span Slow to Begin Critical
Poor Listener Low FollowThrough Dislikes Change Unresponsive
Inefficiency Routines Insensitivity Disorganization

Dislikes
Indecision Complexity Impatience Impropriety
Decisions Decisive Spontaneous Conferring Methodical

Because human personality is comprised of varying intensities of the four behavioral styles, the DISC graph helps make the personality
style more visual. The DISC graph plots the intensity of each of the four styles. All points above the midline are stronger intensities, while
points below the midline are lesser intensities of DISC characteristics. It is possible to look at a DISC graph and instantly know the
personality and behavioral characteristics of an individual.
Below are your three DISC graphs, and a brief explanation of the differences
between the graphs.
DISC graph 1 represents your "public self" (the mask)
This graph displays the “you” others see. It reflects how you perceive the demands of your environment, and your perception of
how you believe others expect you to behave.
DISC graph 2 represents your "private self" (the core)
This graph displays your instinctive response to pressure, and identifies how you are most likely to respond when stress or
tension are present. This would be your instinctive reaction.
DISC graph 3 represents your "perceived self" (the mirror)
This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception.
Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
Description
understanding your style
DISC with's style is identified by the keyword "Precisionist".
DISC with, as a Precisionist style, is a systematic thinker who tends to follow procedures in both
Careful, methodical,
personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are
thinking things through
precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely
antagonize their associates consciously. Being extremely conscientious, DISC with painstakingly Sensitive, practical
requires accuracy in work and maintains high standards. Precisionists may tend to get bogged
down in details, particularly when decisions must be made. DISC with desires standard operating Loyal, predictable
procedures and no sudden changes.
Disciplined, logical
As a Precisionist, DISC with likes a protected and secure environment governed by rules and
regulations. A Precisionist enjoys people, but prefers a few close friends to having many
DISC graph 3 represents your "perceived self" (the mirror)
This graph displays the manner in which you perceive your typical behavior. It could be referred to as your self perception.
Although at times you may be unaware of the behavior you use with other people, this graph shows your typical approach.
Description
understanding your style
DISC with's style is identified by the keyword "Precisionist".
DISC with, as a Precisionist style, is a systematic thinker who tends to follow procedures in both
Careful, methodical,
personal and business life. Proceeding in an orderly, predetermined manner, Precisionists are
thinking things through
precise and attentive to detail. They act in a highly tactful, diplomatic fashion and rarely
antagonize their associates consciously. Being extremely conscientious, DISC with painstakingly Sensitive, practical
requires accuracy in work and maintains high standards. Precisionists may tend to get bogged
down in details, particularly when decisions must be made. DISC with desires standard operating Loyal, predictable
procedures and no sudden changes.
Disciplined, logical
As a Precisionist, DISC with likes a protected and secure environment governed by rules and
regulations. A Precisionist enjoys people, but prefers a few close friends to having many
acquaintances. Precisionists prefer small groups rather than large crowds. They will be correct
most of the time due to how precise they are. Precisionists may be overly sensitive and perhaps
do not handle critique well. They may need to develop confidence and be more independent. General Characteristics
They tend to be somewhat concerned about what people think of them and they avoid conflict
and change at all costs.
Being exact is imperative in everything DISC with does. Precisionists can be counted on to carry
out any tasks correctly. They want exact facts and figures before they will make a decision; they
feel uneasy when forced to make a quick decision. Precisionists will often keep feelings to
themselves. Others may not be aware of their strong beliefs. DISC with will not blow up easily
Recognition for loyalty
when pressured or stressed, but may withdraw. DISC with wants a steady home and work and dependability
environment which promotes security. The more stable, organized and nonconfrontational the
environment, the happier a Precisionist will be. Approval of their high
quality work
DISC with prefers to work through problems by analyzing things that worked in the past. This is
someone who is able to lead, if necessary, but usually prefers to wait and see if another person Orderliness and neatness
volunteers first. DISC with is willing to follow another person's lead if they display adequate ability
and if DISC with has confidence in their ability. Activities to start and see
through to the end
DISC with prefers a rational and moderate approach when first entering new situations and tries
to avoid extremes. DISC with likes the company of others, but is equally comfortable spending a
quiet evening alone. A realist who will always weighs options before making a decision to move Motivated By
ahead, DISC with thinks through alternatives and choices carefully.
A loyal friend, DISC with is patient and caring when attending to the needs of others. This is
usually an evenpaced individual who thrives in a peaceful, harmonious environment. DISC with
tends to be quite predictable, sticking with proven, reliable methods of dealing with situations
rather than taking chances with a new, unproven approach.
Practical procedures and
Systematic and detailed, DISC with focuses on processes. Others see this individual as practical systems
and logical. DISC with tends to be sensitive to criticism, but prefers to internalize emotions rather
than expose them. DISC with likes to clarify expectations before undertaking new projects Stability and
because of the hard work they will do to meet those standards. predictability
Neat and orderly
A team atmosphere
My Ideal Environment
Communicating
with the Precisionist style
Communicating
Remember, a Precisionist may want:
l Security in situations, sincere appreciation, repeated work patterns, time to adjust to
change, limited territory of responsibility, identification with group, areas of specialization,
clear definitions of their roles
Greatest fear:
Communicating
l Being criticized, especially by a close friend or relationship with the Precisionist style

When communicating with DISC with, a Precisionist, DO:
l Create a favorable environment that is personal and agreeable
Knowledge comes, but
l Express a genuine interest in them as a person
wisdom lingers.
l Provide them with clarification for tasks and answers to "how" questions
l Present ideas in a nonthreatening manner, be patient with timelines as they are thorough Alfred Lord Tennyson
and conscientious
l Clearly define goals, procedures and their role in the overall plan
l Explain any changes to them in advance and give them time to adjust
When communicating with DISC with, a Precisionist, DO NOT:
l Be pushy, overly aggressive, or demanding
l Be too confrontational or critical of their actions
l Make sweeping or sudden changes
l Expect them to make decisions without all of the facts
While analyzing information, DISC with, a Precisionist may:
l Be openly agreeable but inwardly unyielding
l Internalize their concerns and doubts
l Hesitate to share feedback during presentations
l Require additional information and supporting materials
Motivational Characteristics
l Motivating Goals: Quality results, correct procedures, security
l Evaluates Others by: Precise standards based on what they do
l Influences Others by: Attention to detail
l Value to Team: Conscientious, maintains standards, concerned about quality
l Overuses: Dependency; adherence to standard operating procedures
l Reaction to Pressure: Defensive, strict, slows down processes
l Greatest Fears: Antagonism, criticism
l Areas for Improvement: Increase selfconfidence; don’t be overly sensitive
Communicating
Communicating
Value to the group:
l Reliable, steady, loyal team worker, compliant towards authority
l Analytical with processes and procedures
l Calculated risk taker, conservative viewpoints
l Will take a task from beginning to end
Communicating
Precisionists possess these positive characteristics in groups: with the Precisionist style

l Adds a sense of continuity to the team
l Participative managers who accomplish goals through personal relationships
l Make others feel like they belong You can have brilliant
l Provide specialized skills ideas, but if you can't
l Show sincerity are diplomatic and strive to keep the peace get them across, your
l Can be counted upon to finish what they start, disciplined approach ideas won't get you
l Are patient and accepting of all types of people anywhere.
l Can develop and follow processes for doing tasks Lee Iacocca
l Able to control quality, thorough, and methodical
l Intuitive about people and relationships
l Able to give common sense, realistic, and practical viewpoints
l Buy into team goals when the "why's" are explained
l Dependable, steady, and loyal
l Consider all the elements of a project
Personal growth areas for Precisionists:
l Be more open to change, develop more flexibility
l Be more direct in your interactions, show more initiative in team roles
l Focus on overall goals of the team rather than specific procedures
l Deal with confrontation constructively
l Increase pace to accomplish goals
l Work at expressing your thoughts, opinions and feelings
Communication Tips
relating to others
Your C and S plotted above the midline, your style is identified by the keyword
Communication Tips
relating to others
Your C and S plotted above the midline, your style is identified by the keyword
“Precisionist”.
This next section uses adjectives to describe where your DISC styles are approximately plotted on
your graph. These descriptive words correlate as a rough approximation to the values of your
graph.
D Measures how decisive, authoritative and direct you typically are. Words that
may describe the intensity of your “D” are: Communication Tips
relating to others
l WEIGHS PROS & CONS Consider both sides of an issue
l UNOBTRUSIVE Doesn't force oneself upon others without invitation
l CONSERVATIVE Tending to preserve established traditions
The only way to
l PEACEFUL Not quarrelsome; disturbance free; calm, quiet change is by changing
I Measures how talkative, persuasive, and interactive you typically are. Words that
your understanding.
may describe the intensity of your “I” are: Anthony De Mello
l WITHDRAWN Retreating within oneself; shy; reserved; abstract
l RETICENT Habitually silent or uncommunicative; reserved
S Measures your desire for security, peace and your ability to be a team player.
Words that may describe the intensity of your “S” are:
l NONDEMONSTRATIVE Not showing feelings openly and frankly
l DELIBERATE Careful in considering; not rash or hasty; slow; unhurried
l AMIABLE Having a pleasant disposition; friendly
l STABLE Not easily thrown off balance; steady; resisting change
C Measures your desire for structure, organization and details. Words that may
describe the intensity of your “C” are:
l PERFECTIONIST One who wants completeness, flawlessness; accuracy
l ACCURATE Careful and exact; free from errors
l FACTFINDER A searcher for truth; reality
l DIPLOMATIC Tactful
l SYSTEMATIC According to a system; orderly
Communication Tips
how you communicate with others
How You Communicate with Others
Communication Tips
how you communicate with others
How You Communicate with Others
Please return to the “Communicating” section of this report and review the communicating “DO”
and “DO NOT” sections for your specific style. Reviewing your own communication preferences
can be an eyeopening experience or simply confirmation for what you already know to be true.
Either way, you have your communication characteristics in writing. This information is powerful
when shared between colleagues, friends, and family. Others may now realize that some
approaches do not work for your style, while other ones are received well by you. Equally
important is that you now see that THE WAY YOU SAY SOMETHING can be as important as WHAT Communicating
with others
IS SAID. Unfortunately, we all have a tendency to communicate in the manner that we like to
hear something, instead of the method another person prefers.
Your style is predominately a “C” style, which means that you prefer receiving information
that gives you enough details to make an informed decision. But, when transferring that same Speech is the mirror
information to a client or coworker, you may need to translate that into giving them just the end of the soul; as a man
results, or even telling them in a manner that is more experiential and less detail oriented. More speaks, so is he.
detail may not necessarily be better when communicating to some other personality styles.
Publilius Syros
This next section of the report deals with how your style communicates with the other three
dominant styles. Certain styles have a natural tendency to communicate well, while certain other
styles seem to be speaking different languages all together. Since you are already adept at
speaking your “native” language, we will examine how to best communicate and relate to the
other three dominant languages people will be using.
This next section is particularly useful for a dominant “C” style as you may have the tendency to
give many facts and details, while others are making decisions based more on their “gut”
reaction, or on one or two of the most important details.
The Compatibility of Your Behavioral Style
A “C” and a “D” must be careful not become too detail oriented or too demanding, respectively.
However, a “C” provides the detail attention the “D” needs, but must remember to answer based
on what the end result will be rather than talk about the process.
The “C” and the “I” work well together as their strengths tend to complement one another. In
relationships there can sometimes be conflicts as the “C” is more detail oriented and has less of a
need to be constantly involved in new or changing social environments.
The “C” and the “S” complement each other and work well together, as each style prefers to
work at a pace that provides for accuracy. Also, both styles like to work on something together
until completion, while the “I” and the “D” have a tendency to multitask rather than focus on one
area until completion.
Two “C”s work well together and also are compatible socially as both will want to make decisions
and choices based on careful selection.
Communication Tips
compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
Communication Tips
compatibility of your behavioral style
How the “C” Can Enhance Interaction with Each Style
C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous. Your
tendency will be to become defensive, and refer to an external authority to deflect the D's
demands. If you are not careful, there will be tension in the relationship. You'll focus on details
while the D sees only the “big picture”.
Enhance
Communication
Relationship Tip:

Develop direct communication and learn to deal with issues in a straightforward manner.
Negotiate commitments and goals on an equal basis. Use summary data in communication.
Communication works
C with I for those who work at
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly self it.
assured and inattentive. You may view I's as overbearing, and appeal to external authority to
John Powell
deflect their demands, too. You'll tend to point out possible dangers and problems; and will insist
on providing facts and details; but don't overwhelm the I with data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as you
believe them to be. Listen to their ideas and applaud their accomplishments.
C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive, complacent
and nonchalant. You will agree with S's on the importance of cooperation and the need for
caution in the face of risk, especially when making decisions; but you'll likely feel that the S is not
precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the personal
aspects than you will. Allow yourself to appreciate personal details. Also, show appreciation for
tasks that are well done by praising them, not the accomplishment.
C with C
You will most likely view other C's as perfectionists who are accurate, thorough, systematic and
agreeable. Since you both favor attention to detail, you will work well together. When working
with another C, you will each tend to cooperate and develop extensive control systems for
projects. High C's often allow their concern for being correct override their concern for meeting
deadlines; and two C's will frequently compete to see who is “more correct”.
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove any apparent
threats to your relationship. Plan carefully and be well prepared for meetings with one another.
Accept and encourage one another's doubts and questions. Be certain that you give each other
ample time to consider data before asking for decisions.
Communication
worksheet
Communication
worksheet
Communication Tips Worksheet
Changes in your graphs indicate your coping methods. The human personality is profoundly
influenced by changes in our environment. Typically, people change significantly from graph one
to graph two as a result of stressors or environmental changes. Recognizing the differences or
changes between these two graphs helps us understand our instinctive coping mechanism, and
indicates how to better adapt in the future. Communication
worksheet
Instructions: Each of your graphs illuminates different aspects of your personality. A closer look at
those changes reveals valuable insights. Please refer to both graphs (if necessary, reference data
throughout your profile). Compare the D, I, S, and C points on graphs one and two. Finally, read
the analysis of your answers, and consider how your environment affects your decisions,
motivations, actions and verbal messages.
The basic building
block of good
communication is the
D Changes:
feeling that every
Compare graphs 1 and 2. When you look at graph 2, is your “D” higher or lower than the “D” in human being is
graph 1? Consider how high or low the letter moves. A higher value indicates someone who unique and of value.
desires more control in stressful situations. If the D goes up considerably, you can become very
controlling when you become stressed. A lower value indicates someone who desires less control Unknown
in stressful situations. If the D goes down considerably, you may want someone else to lead you
and you will follow.
I Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “I” higher or lower than the “I” in
graph 1? Consider how high or low the letter moves. A higher value indicates someone who
desires more social influence in stressful situations. If the I goes up considerably, you may try to
use your communication skills to smooth things out. A lower value indicates someone who desires
less social influence in stressful situations. If the I goes down considerably, you rely less on verbal
means to come to a resolution.
S Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “S” higher or lower than the “S” in
desires a more secure environment in stressful situations. If the S goes up considerably, you may
tend to avoid any conflict and wait until a more favorable environment is available before making
any changes. A lower value indicates someone who desires a less secure environment in stressful
situations. If the S goes down considerably, you become more impulsive in your decisionmaking.
C Changes:
Compare graphs 1 and 2. When you look at graph 2, is your “C” higher or lower than the “C” in
desires more information before making a decision in stressful situations. If the C goes up
considerably, you will probably not want to make a decision until you have significantly more
information. A lower value indicates someone who desires less information before making
decisions in stressful situations. If the C goes down considerably, you may make decisions based
more on gut feelings.
Which one of your points makes the most dramatic move up or down? What does that
tell you about how you react to pressure?
How could your coping method help or hinder you in making decisions? How can you
use this information to help you see possible blind spots in your reaction to pressure?
Introduction to your TEAMS Style
Report
Your TEAMS Style is a measure of your thinking and task preferences. The TEAMS Profile looks at the way people think and function best
How could your coping method help or hinder you in making decisions? How can you
use this information to help you see possible blind spots in your reaction to pressure?
Introduction to your TEAMS Style
Report
Your TEAMS Style is a measure of your thinking and task preferences. The TEAMS Profile looks at the way people think and function best
in a group or team environment. The TEAMS Profile breaks down the core functions of a group into five key roles preformed by the group
to carry out tasks and accomplish goals. The titles of the roles are:

l T = Theorist
l E = Executor
l A = Analyzer
l M = Manager
l S = Strategist

The TEAMS Profile does not measure ability, but rather preferences for the roles and key activities preformed. When people are placed in
their area of preference, productivity and job satisfaction increases and stress is reduced. The slogan “Together Everyone Achieves More”
is not only catchy, it is the premise for team development. A strong team is formed of complementary roles, not conflicting roles. Utilizing
all five roles has proven to work best to get the job done.

TEAMS Style Overview

Theorist Executor Analyzer
l Creator l Procedural l Practical

l Visionary l Implementer l Organizer
l Idea Provider l Standards Setter l Refiner of Methods

Manager Strategist
l Balancer l Goal Setter
l Diplomat l Plan Builder
l Facilitator l Problem Solver

Characteristics of each TEAMS Style

Theorist
l Creative problem solvers
l Their ability to think outside the box to create goals, processes, and timelines
l The team member that generates ideas, models, and hypothesis

Executor
l Doing things according to plan and doing them well
l Valued for being actionoriented, organized, and dependable
l The team member that implements the ideas, programs, and solutions developed by the team

Analyzer
Accuracy, quality control, analytical
l
l They set high standards and weigh the risk vs. potential reward
l The team member that is always thinking of quality and refinement of the process or program

l Diplomat l Plan Builder
l Facilitator l Problem Solver

Characteristics of each TEAMS Style

Theorist
l Creative problem solvers
l Their ability to think outside the box to create goals, processes, and timelines
l The team member that generates ideas, models, and hypothesis

Executor
l Doing things according to plan and doing them well
l Valued for being actionoriented, organized, and dependable
l The team member that implements the ideas, programs, and solutions developed by the team

Analyzer
l Accuracy, quality control, analytical
l They set high standards and weigh the risk vs. potential reward
l The team member that is always thinking of quality and refinement of the process or program

Manager
l Diplomatic, balanced approach to problem solving
l The ability to see a project from all the different team members’ viewpoints
l The team member that facilitates and balances the needs of individuals

Strategist
l Simplify concepts, market ideas, provide solutions
l Finding ways to push ideas and overcome obstacles
l The team member that identifies and simplifies ideas to form a strategy and market concepts

Potential Limitations of each TEAMS Style

Theorist
l The higher the Theorist Style, the greater the chance for generating new ideas rather than focusing
on completion of tasks.

Executor
l The higher the Executor Style, the greater the need for clearly defined processes and goals in order
to be effective.

Analyzer
l The higher the Analyzer Style, the greater the chance of becoming bogged down in the details of the
project and losing sight of the goal.

Manager
l The higher the Manager Style, the greater the chance for not balancing needs equally and losing
sight of priorities needed to meet goals.
l Finding ways to push ideas and overcome obstacles
l The team member that identifies and simplifies ideas to form a strategy and market concepts

Potential Limitations of each TEAMS Style

Theorist
l The higher the Theorist Style, the greater the chance for generating new ideas rather than focusing
on completion of tasks.

Executor
l The higher the Executor Style, the greater the need for clearly defined processes and goals in order
to be effective.

Analyzer
l The higher the Analyzer Style, the greater the chance of becoming bogged down in the details of the
project and losing sight of the goal.

Manager
l The higher the Manager Style, the greater the chance for not balancing needs equally and losing
sight of priorities needed to meet goals.

Strategist
l The higher the Strategist Style, the greater the chance of putting too high of expectancy on others or
overinflating benefits/solutions.

The Performance Pyramid
helping leaders make informed decisions about human capital: a proven
approach
For decades, consultants from The Institute for Motivational Living, Inc. have worked with a wide variety of organizations, corporations,
and government entities in the area of strategic planning, personal interaction, conflict resolution, hiring, training and managing. By
focusing upon the company’s greatest asset, PEOPLE, we have improved communication, productivity, revenue, market share and helped
companies stay competitive. The Performance Pyramid shows the interdependent links between the three assessments used to filter,
hire, train and manage in companies today (DISC, Values, and TEAMS). The information identified by these assessments helps guide
critical decisions in all aspects of the workplace. Experience the benefits of The Performance Pyramid online at www.PeopleKeys.com.
TEAMS
Tasks, Roles
Service + Excellence +
=LEADERSHIP
DISC Values
Communication, Relationships Ideals, Motivators
Integrity +
l The higher the Strategist Style, the greater the chance of putting too high of expectancy on others or
overinflating benefits/solutions.

helping leaders make informed decisions about human capital: a proven
approach
For decades, consultants from The Institute for Motivational Living, Inc. have worked with a wide variety of organizations, corporations,
and government entities in the area of strategic planning, personal interaction, conflict resolution, hiring, training and managing. By
focusing upon the company’s greatest asset, PEOPLE, we have improved communication, productivity, revenue, market share and helped
companies stay competitive. The Performance Pyramid shows the interdependent links between the three assessments used to filter,
hire, train and manage in companies today (DISC, Values, and TEAMS). The information identified by these assessments helps guide
critical decisions in all aspects of the workplace. Experience the benefits of The Performance Pyramid online at www.PeopleKeys.com.
TEAMS
Tasks, Roles
Service + Excellence +
=LEADERSHIP
DISC Values
Communication, Relationships Integrity + Ideals, Motivators

TEAMS Style
Working within a team
DISC with's team role preferences
High Style: Strategist
The Strategist is the member of the team who identifies new concepts and ideas in their early
stages, and develops the strategy behind their implementation. Strategists have an intrinsic grasp
of how to market concepts, how to appeal to a broad range of individuals, and how to TEAMS Style
strategically place a concept in its best light to achieve the greatest possible end result. They tend

to be very taskoriented, but enjoy people as well. Strategists are often very good at recruiting;
they tend to be friendly and outgoing, but also like to see tasks done properly. They influence
others with excellent people skills and with the ability to reason and be logical. Strategists are not
afraid to stand up and take charge if necessary. They are not bystanders, but are constantly Well constructed
involved in some aspect of the project. Strategists combine their previous experience with their teams produce results
knowledge of people to develop creative ways of getting the most benefit from a project or idea. and have a flow of
The ability to simplify an idea or process is a key strength of a Strategist. They will interact
energy and ideas that
exceptionally well with Theorists, Managers and Analyzers as they create their plans.
are easy to see.
The Strategist is a highlycreative problem solver with an inherent ability to compare and contrast
a large number of ideas to determine their longterm implications. Frequently powerful For a team to have
communicators, they tend to be excellent encouragers and strong leaders. Strategists motivate life, and for tasks to
others to achieve, drawing out the best in other team members. Their ability to explain things
be accomplished,
clearly and concisely makes them convincing spokespersons. They are powerful negotiators, and
are able to make very accurate assessments of situations. proper positioning of
team members is
Strategists are perceived by most members of the team as great leaders, wellspoken and critical.
decisive. They naturally command the respect and attention of others. People follow them
because of their charisma and enthusiasm. While Strategists may sometimes seem a bit

TEAMS Style
DISC with's team role preferences
High Style: Strategist
The Strategist is the member of the team who identifies new concepts and ideas in their early
stages, and develops the strategy behind their implementation. Strategists have an intrinsic grasp
of how to market concepts, how to appeal to a broad range of individuals, and how to TEAMS Style
strategically place a concept in its best light to achieve the greatest possible end result. They tend

to be very taskoriented, but enjoy people as well. Strategists are often very good at recruiting;
they tend to be friendly and outgoing, but also like to see tasks done properly. They influence
others with excellent people skills and with the ability to reason and be logical. Strategists are not
afraid to stand up and take charge if necessary. They are not bystanders, but are constantly Well constructed
involved in some aspect of the project. Strategists combine their previous experience with their teams produce results
knowledge of people to develop creative ways of getting the most benefit from a project or idea. and have a flow of
The ability to simplify an idea or process is a key strength of a Strategist. They will interact
energy and ideas that
exceptionally well with Theorists, Managers and Analyzers as they create their plans.
are easy to see.
The Strategist is a highlycreative problem solver with an inherent ability to compare and contrast
a large number of ideas to determine their longterm implications. Frequently powerful For a team to have
communicators, they tend to be excellent encouragers and strong leaders. Strategists motivate life, and for tasks to
others to achieve, drawing out the best in other team members. Their ability to explain things
be accomplished,
clearly and concisely makes them convincing spokespersons. They are powerful negotiators, and
are able to make very accurate assessments of situations. proper positioning of
team members is
Strategists are perceived by most members of the team as great leaders, wellspoken and critical.
decisive. They naturally command the respect and attention of others. People follow them
because of their charisma and enthusiasm. While Strategists may sometimes seem a bit
aggressive, their fairness and people skills keep communication flowing.
The Strategist may seem domineering and cool, sometimes losing sight of the people and
focusing on the task. Strategists really want others involved in their projects, but may forget
about what others want. They need to listen more and think about what others around them may
need. Strategists sometimes appear inconsistent or flighty due to their tendency to move rapidly
from one concept to another, but it is precisely this rapid movement that allows them to consider
the strategic implications of a given scenario.
TEAMS Style
Continued
TEAMS Style
Continued
Second Highest Style: Executor
The Executor is the member of the team who implements the ideas, programs, solutions and
initiatives developed by the team. They concern themselves with the process of carrying out and
completing the tasks that need to be done. Executors will clarify all expectations and procedures
before undertaking new projects, and will appreciate the procedures being in place before they
begin to work on them. Once they understand the process, and have taken the opportunity to
observe the results and compare them with previous projects, Executors are invaluable sources TEAMS Style
of information for making beneficial changes to the process. This is because Executors often have
an extremely clear understanding of the elements that make up the process, and are excellent
sources of information on bottlenecks, breakdowns, stoppages, etc. In sharing process
information, Executors may provide some ideas regarding process improvement, but they do not
typically see themselves as the source for new ideas in the group. However, the Executor will Well constructed
frequently feel uncomfortable volunteering information leading to procedural change, so one of
the other team members will need to inquire, preferably in a nonthreatening manner. The
teams produce results
Executor will be concerned about performing assigned tasks correctly and may take criticism and have a flow of
personally. Also, Executors do not characteristically see themselves as "leaders," and prefer not energy and ideas that
to hold leadership roles. are easy to see.

Executors are valued for their precision and accuracy, and others know they can count on them.
Their motto is, "Do things according to plan." They set personal standards for excellence that
For a team to have
often exceed others’ standards, but have the ability to carry those standards into the production life, and for tasks to
process. When faced with procedural issues, they are able to solve them logically and be accomplished,
methodically. They are naturals at putting the "finishing touches" on a project. proper positioning of
team members is
Their systematic, detailoriented approach to operations is the core strength of the Executor. This
approach often allows them to see impending problems before others might, and provide
critical.
information to better accomplish the task.
The Executor tends to adopt a "wait and see" attitude, rather than taking charge of a situation.
Seeking their input at regular intervals is important. Also, Executors need clearlydefined
processes and goals in order to be effective.
Introduction to your Values Style
Report
Your Values Style is a measure of your ideals and hidden motivators. The Values Profile looks at the underlying and hidden motivators
Introduction to your Values Style
Report
Your Values Style is a measure of your ideals and hidden motivators. The Values Profile looks at the underlying and hidden motivators
that affect behavior. Where Personality Style (DISC) is observable and personality issues can be resolved with some effort, Values Styles
are not as observable or easily resolved. Values are hidden and ingrained deep in our subconscious. The Values Profile assesses an
individual’s need to have four core values met in his/her life. All people share the following four Values Styles in varying degrees of
intensity.

l L = Loyalty
l E = Equality
l P = Personal Freedom
l J = Justice

Knowledge of Values Styles can help people become more tolerant of individual differences to reduce conflict and increase understanding.
In the workplace, longterm retention issues can be influenced when specific job values requirements correlate with an applicant’s
personal values. Hiring managers have found knowledge of a prospect’s Values Styles critical to hiring decisions.

Values Style Overview

Loyalty
l Traditions
l Relationships
l Serving Others
l Responsible Living

Equality
l Respect
l Tolerance
l Individuality
l Fairness to All

Personal Freedom
l Opportunity
l SelfFulfillment
l Challenge Norms
l Personal Creativity

Justice
l Honesty
l Sense of Right
l Common Goals
l WinWin Situations

This chart below helps put the four Values Styles into perspective.
Loyalty Equality Personal Freedom Justice
Focus Traditions Selfexpression SelfFulfillment Inner honesty

l Common Goals
l WinWin Situations

This chart below helps put the four Values Styles into perspective.

Loyalty Equality Personal Freedom Justice
Focus Traditions Selfexpression SelfFulfillment Inner honesty
Personal goals &
Outlook Recognizes authority Friendly relationships Common good
aspirations
Self assertion &
Goal Responsible Living Selfsatisfaction Acceptance into group
happiness
Disloyalty to Loss of personal well Lack of personal

Fear Inner conflict/inequality
beliefs/people being harmony
Selfexpressed
Work Style Meaningful involvement Socially acceptable Personal involvement
individuality

Potential Limitations of Each Style

Loyalty
l The higher the Loyalty Value, the greater the chance of
being locked into a certain pattern of thinking.

Equality
l The higher the Equality Value, the greater the chance
of losing track of daytoday responsibilities.

Personal Freedom
l The higher the Personal Freedom Value, the greater
the chance of winlose situations developing.

An iceberg is a good analogy to describe Values
Styles and how they influence Personality Style.
Justice Personality and behavior are the areas of the
iceberg we can observe, while values are hidden
l The higher the Justice Value, the greater the chance of
under the surface informing our decisions and
overestimating personal energies and resources.
driving our actions.

VALUES Style
Internal Motivational Characteristics
DISC with's Hidden Motivators
High Style: Personal Freedom
The characteristics of individuals with a high Personal Freedom values style are:
l Challenging or questioning the existing systems, rules, standards, and procedures in order VALUES Style
Internal Motivators
to increase the boundaries of personal freedom.

l Seeking selfpreservation and satisfaction through the accomplishments of personal goals.
l Preventing the loss of personal wellbeing.
l
Expressing energy through creative, untested and nonconventional ideas. An iceberg is a good
analogy to describe

Values Styles and how
l Focus: Selffulfillment they influence
iceberg we can observe, while values are hidden
l The higher the Justice Value, the greater the chance of
under the surface informing our decisions and
overestimating personal energies and resources.
driving our actions.

VALUES Style
Internal Motivational Characteristics
DISC with's Hidden Motivators
High Style: Personal Freedom
The characteristics of individuals with a high Personal Freedom values style are:
l Challenging or questioning the existing systems, rules, standards, and procedures in order VALUES Style
Internal Motivators
to increase the boundaries of personal freedom.

l Seeking selfpreservation and satisfaction through the accomplishments of personal goals.
l Preventing the loss of personal wellbeing.
l Expressing energy through creative, untested and nonconventional ideas. An iceberg is a good
analogy to describe

Values Styles and how
l Focus: Selffulfillment they influence
l Outlook: Seeks personal goals and aspirations
Personality Style.
Personality and
l Goal: Selfsatisfaction
behavior are the areas
l Fear: Loss of personal wellbeing
of the iceberg we can
l Workstyle: Selfexpressed individuality observe, while values
The more energy expended towards Personal Freedom, the greater the chance of win/lose are hidden under the
situations developing. surface informing our
decisions and driving
A person with a Personal Freedom values style is likely to say: our actions.
l I take action in order to be emotionally and psychologically secure.
l I enjoy having enough control of situations to "do it my way."
l People may say I am a nonconformist.
l I prefer to exhibit my own style rather than follow fads and trends.
l I don’t mind challenging things that conflict with my viewpoint.
l I tend to focus on my pursuit of various life experiences.

A person with a Personal Freedom values style is likely to have a personal goal of self
preservation and personal comfort achieved by taking care of personal interests first. They
sometimes get involved in winlose or even loselose situations. With a high Personal
Freedom values style, one can become more effective by developing TOLERANCE FOR
OTHERS and COMMITMENT TO COMMON GOALS. They may achieve this by asking
themselves these questions:

¡ "What can I suggest that will make things better for myself without making things
worse for others?"
¡ "How do my goals fit into the mission or project?"
VALUES Style
Continued
VALUES Style
Continued
Second Highest Style: Equality
The characteristics of individuals with a high Equality values style are:
l Focusing on respecting the individuality of others as well as self.
l Respecting individual beliefs.
l Searching for personal fulfillment and making opportunities for meaningful communication
VALUES Style
with others. Internal Motivators
l Avoiding inner conflicts.
l Stretching the rules and expectations within safe boundaries in search of personal
satisfaction.
An iceberg is a good
analogy to describe
l Focus: Selfexpression Values Styles and how
Outlook: Seeks friendly relationships with the freedom to be themselves
they influence
l
Personality Style.
l Goal: Selfassertion and happiness
Personality and
l Fear: Inner conflict; inequality
behavior are the areas
l Workstyle: Sociallyacceptable individuality of the iceberg we can
The more energy expended towards Equality, the greater the chance of losing track of daytoday
observe, while values
responsibilities. are hidden under the
surface informing our
A person with an Equality values style is likely to say: decisions and driving
our actions.
l I am prepared to overcome obstacles in order to obtain personal satisfaction and
fulfillment.
l It is very important to me to respect the feelings and viewpoints of others.
l I dislike rules and regulations that conflict with my personal feelings or that appear to be
unfair.
l I seek out positive role models.
l I am open to new challenges and methods, as long as they do not restrict me.
l I seek a balance between conformity and freedom.

A person with an Equality values style is likely to have a personal goal of attaining
increased happiness by being allowed to express their opinions and asserting their right to
find fulfillment in life's ambitions. They sometimes may lose track of the daytoday
responsibilities that must be met. Others may perceive them as noncommitted or
compromising under stress. With a high Equality value style, one can become more
effective by developing OBJECTIVITY and REALISTIC GOAL SETTING. They can do this by
asking themselves these questions:

¡ "What ideas can I suggest?" "What will others think?"
¡ "In what way can I be involved that will make things even better for everyone?"
Scoring Data
graph page

Scoring Data
graph page

Temperament Style Graphs
Public Perception Stress Perception Mirror
D=1.02, I=0.93, S=1.3, C=0.26 D=0.47, I=3.07, S=3.92, C=3.71 D=0.22, I=2.87, S=2.8, C=2.84
Team Focus Graph Work Values Graph
T=12, E=32, A=29, M=29, S=48 L=20, E=27, P=30, J=23
Graphs Explanation Page

Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.
Graph 1 Mask, Public Self
Behavior Expected By Others
Graphs Explanation Page

Each of the three graphs reveals a different snapshot of behavior, depending on the conditions of the environment.
Within a given environment, Graph 1 reveals the "Public Self;" Graph 2 displays the "Private Self;" and Graph 3
portrays the "Perceived Self."
These three graphs or snapshots are defined in detail below.

Graph 1 Mask, Public Self
Behavior Expected By Others
Everyone acts according to how they think other people expect them to act. This behavior is the public self, the
person projected to others. Sometimes, there is no difference between the true person and their public self.
However, the public self can be very different from the "real" person; it is a mask. Graph 1 is generated by the
"Most" choices on The Personality System, and has the greatest potential for change.

Graph 2 Core, Private Self
Instinctive Response To Pressure
Everyone has learned responses from the past: consequently, these are behaviors which the person accepts about
him/herself. Under pressure or tension, these learned behaviors become prominent. This is the graph which is the
least likely to change because these are natural and ingrained responses. A person's behavior under pressure may be
drastically different than his/her behavior in Graphs 1 and 3.

Graph 3 Mirror, Perceived Self
Self Image, Self Identity
Everyone envisions him/her self in a particular way. Graph 3 displays the mental picture that one has of him/her self,
the self image or self identity. Graph 3 combines the learned responses from one's past with the current expected
behavior from the environment. Change in one's perception can occur, but it is usually gradual and based on the
changing demands of one's environment.
Different Graphs Indicate Change or Transition
• If Graph 1 is different than Graph 2, the demands of the environment are forcing behavior that is not congruent
with the core, or instinctive behavior. In such a situation, a person trying to modify his/her behavior to meet the
demands of the environment will most likely experience stress.
• If Graph 1 is different than Graph 2, but similar to Graph 3, the individual has been able to successfully alter his/her
behavior to meet the demands of the environment without altering his/her core. This individual is probably fairly
comfortable with the behavior shown in Graph 3 (Perceived Self), and is probably not experiencing stress.
• If Graph 1 is different than Graph 3, an individual may be in a period of growth (and some discomfort) while he/she
attempts to alter behavior to meet the demands of a new environment. A person's behavior may fluctuate during this
period of adjustment.

Similar Graphs Indicate Few Demands For Change
An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:

Similar Graphs Indicate Few Demands For Change
An individual who perceives the current demands of the environment (Graph 1) to be similar to his/her past
(Graph 2) will have little need to change his/her selfperception (Graph 3). This may be due to any of the
following factors:
• The behavior demanded by the present environment is similar to demands in the past.
• This individual controls what others demand of him/her.
• The behavior demanded by the present environment is different than demands in the past. However, instead of
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.

Action Plan
Improving Your Interpersonal Skills
DISC with's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom
you interact on a regular basis. The goal is to help you maximize your strengths and minimize the
effects of potential limitations. It addresses workrelated and general characteristics that are
common to your style as a whole, and is not derived directly from your graphs.
Action Plan
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, Improving Your Interpersonal Skills
etc., and assess your personality style, getting feedback from someone who knows you well.
Although doing so is beneficial, it is not required to have anyone else present while completing
this section. If you choose to get feedback from another, you may print the report and do so that
way.
A man is but a
product of his
thoughts. What he
Instructions:
thinks, he becomes.
Step 1: The items listed below are areas to reflect upon between you and your closest contacts.
Mahatma Gandhi
After printing out this report, give this page to another person who knows you well (associate,
team member, teacher, family member, friend) and ask them to read each item. They should
consider whether or not they perceive the item to describe your traits. Then, check either Yes or
No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality
that you are blind to) should be discussed. Since communication is a two way street, it is
recommended that two people complete one another's worksheets.

Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in Persistent and thorough
self/others
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
altering behavior, this person has chosen to augment style. To accomplish augmentation, this individual has
surrounded him/herself with people of complimentary styles, thus creating a team with combined strengths.

Action Plan
DISC with's Action Plan
This worksheet is a tool to enable effective communication between you and others with whom
you interact on a regular basis. The goal is to help you maximize your strengths and minimize the
effects of potential limitations. It addresses workrelated and general characteristics that are
common to your style as a whole, and is not derived directly from your graphs.
Action Plan
This section gives you an opportunity to sit down with a coworker, employer, friend, spouse, Improving Your Interpersonal Skills
etc., and assess your personality style, getting feedback from someone who knows you well.
Although doing so is beneficial, it is not required to have anyone else present while completing
this section. If you choose to get feedback from another, you may print the report and do so that
way.
A man is but a
product of his
thoughts. What he
Instructions:
thinks, he becomes.
Step 1: The items listed below are areas to reflect upon between you and your closest contacts.
Mahatma Gandhi
After printing out this report, give this page to another person who knows you well (associate,
team member, teacher, family member, friend) and ask them to read each item. They should
consider whether or not they perceive the item to describe your traits. Then, check either Yes or
No beside each item. Open dialogue is encouraged and any blind spots (areas of your personality
that you are blind to) should be discussed. Since communication is a two way street, it is
recommended that two people complete one another's worksheets.

Competent and steady Peaceful and diplomatic
Needs additional self motivation Good administrative ability
Difficulty starting tasks Avoids conflicts/confrontation
Sometimes careless or inefficient Good under pressure
Discourages others ideas Finds the easy way
Punctual/schedule aware Overlooks others’ feelings
Preoccupied with imperfections in Persistent and thorough
self/others
Hesitant to start projects
Orderly and organized Excessive planning time
Prefers analysis to work Sees the problems/finds solutions
Creative and resourceful
Action Plan
Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss
Action Plan
Continued
Step 2: Now, select the three items that would benefit the most from focused attention. Discuss
and determine specific outcomes and a reasonable time frame for their achievement. Write the
details in the spaces provided, along with notes helpful to achieving specific outcomes. Set a date
6090 days from now for a discussion with your contact to review your progress. The person who
works with you on this is important to your growth and should help you stay accountable to your
plan.
1. The first item upon which I will focus:
Action Plan
¡ Review Date:

¡ Specific actions I will take on this item in the next 60 to 90 days: We continue to shape
our personality all our
life. If we know

ourself perfectly, we
should die.

Albert Camus
¡ Specifics to address

2. The second item upon which I will focus:
¡ Review Date:

¡ Specific actions I will take on this item in the next 60 to 90 days:


3. The third item upon which I will focus:
¡ Review Date:

¡ Specific actions I will take on this item in the next 60 to 90 days:



DISC Report With TEAMS & Values

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

DISC Report With TEAMS & Values

Uploaded by

Copyright:

Available Formats

DISC with TEAMS & Values

DISC with TEAMS & Values

Seeks Control Recognition Acceptance Accuracy

Administration Persuading Listening Planning

Seeks Control Recognition Acceptance Accuracy

Administration Persuading Listening Planning

Impatient Lack of Detail Oversensitive Perfectionist

Inefficiency Routines Insensitivity Disorganization

Decisions Decisive Spontaneous Conferring Methodical

l Creator l Procedural l Practical

Focus Traditions Selfexpression SelfFulfillment Inner honesty

Focus Traditions Selfexpression SelfFulfillment Inner honesty

Disloyalty to Loss of personal well Lack of personal

Public Perception Stress Perception Mirror

D=1.02, I=0.93, S=1.3, C=0.26 D=0.47, I=3.07, S=3.92, C=3.71 D=0.22, I=2.87, S=2.8, C=2.84

You might also like

DISC Report With TEAMS & Values

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

DISC Report With TEAMS & Values

Uploaded by

Copyright:

Available Formats

DISC with TEAMS & Values

DISC with TEAMS & Values

Seeks Control Recognition Acceptance Accuracy

Administration Persuading Listening Planning

Seeks Control Recognition Acceptance Accuracy

Administration Persuading Listening Planning

Impatient Lack of Detail Oversensitive Perfectionist

Inefficiency Routines Insensitivity Disorganization

Decisions Decisive Spontaneous Conferring Methodical

l Creator l Procedural l Practical

Focus Traditions Self­expression Self­Fulfillment Inner honesty

Focus Traditions Self­expression Self­Fulfillment Inner honesty

Disloyalty to Loss of personal well Lack of personal

Public Perception Stress Perception Mirror

D=­1.02, I=­0.93, S=1.3, C=0.26 D=0.47, I=­3.07, S=3.92, C=3.71 D=­0.22, I=­2.87, S=2.8, C=2.84

You might also like

Focus Traditions Selfexpression SelfFulfillment Inner honesty

Focus Traditions Selfexpression SelfFulfillment Inner honesty

D=1.02, I=0.93, S=1.3, C=0.26 D=0.47, I=3.07, S=3.92, C=3.71 D=0.22, I=2.87, S=2.8, C=2.84