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Solving My People Puzzle Questionnaire

As a place of frequent relational turbulence, your interpersonal arena could be described as a puzzling bumper-human world, wherein, various behavioral pressures bless, bother, and/or bruise participants. Understanding how these “behavioral pressures” become felt experiences, often reveals what makes participants tick and get ticked off.

The Solving My People Puzzle Project provides a means to describe, develop, and manage your relational style’s influence (e.g., immature & mature patterns of thinking, feeling, decisioning, and communication). Research informed responses to 5 questions will help you gain insights about the ins-and-outs of your relational style’s turbulence.

The first question is the game-changer as it presses you to develop a crystal clear eternal perspective. More specifically, it requires you to articulate a “tight and bright” Guiding Purpose Statement (GPS). Much like how a global positioning system provides mapping coordinates (i.e., way points), a clearly defined GPS provides direction for relational engagements. As a result of being attentive to the GPS and your relational trajectory, you will learn more about how you need to treat others.

So what’s the bottom line of this learning activity?! The purpose of this exercise, irregardless of your personality, is to discover helpful knowledge, skill development, and meaningful support, in order to become relationally-wise, that is, to build bridges not walls. For instance, be wise and do not excuse your behavior by saying something like “This is who I am…this is my personality. If you don’t like it, bug off!” Be mindful that it really does not matter what your personality is. What matters most is that you learn how to control it through the

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oly Spirit, wisdom strategies, and meaningful company rather than allowing your personality to be in control. Get ready…you are about to enter a relational style gymnasium! Anticipate the Holy Spirit using this experience to help you become more relationally-fit!

With these notions in mind,

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and complete preliminary tasks in “How to Prepare to Complete the Solving My People Puzzle Project?” Then,

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and familiarize yourself with “What does the Solving my People Puzzle Project Need?” (p. 7). Now you are ready to get started!

Now that you have completed the preliminary tasks and caught a glimpse of what is expected, set up your Solving My People Puzzle Project x template and thoughtfully respond to the following questions within that word document. Make sure to noticeably use the project’s required sources (7) as you give attention to each question’s considerations and TIPS.

Solving My People Puzzle Questions:

1. What Guiding Purpose Statement will govern your relationship with God in the midst of every relational context? (See Considerations)

Considerations: A tight & bright Guiding Purpose Statement is needed to govern the process of being and becoming like Christ in a specific way in a specific relational context.

· For example, if you are a project driven person with a tendency to hyper-focus on tasks, and at times, inadvertently overlook people, something like the following might help you become more relationally wise: “Seeking to be an imitator of Christ, I am committed to become a considerate supervisor.”

· Or maybe your mate says something like “It seems, more often than not, that you don’t hear me!” Your GPS might be crafted as follows: “Seeking to be an example of Christ, I am committed to become an attentive husband.”

· Use one word descriptors. In light of feedback received from the Word of God, Spirit of God, DISC insights, specific people, and your thoughtful reflection, one of the following words might describe who you want to be in your relationship with Jesus:

example, imitator, follower, representative, reflection, beacon, fragrance, etc.

If any of these do not work for you, find one that does.

Additionally, one of the following words might describe a specific way you need to become more like Christ in a specific relational context:

attentive, considerate, flexible, spontaneous, winsome, approachable, etc.

If any of these do not work for you, find one that does.

· With these considerations in mind, respond to this question by filling in the blanks below with one-word descriptors. Afterwards, concisely explain how this GPS will help you grow in favor with Christ and this relationship.

“Seeking to be a/an [ ] of Christ, I am commited to become a/an [_______________] [_______________].”

2. Can you describe “Who I am”? (Review Professional/Leadership DISC Profile. Use that DISC information and the following bullets to describe your current relational style. Responding to this question in concise, thoughtful fashion will help you satisfactorily answer Question #3.)

a. This is Me! (Graph 2) –

b. This is Expected of Me (Graph 1) –

3. In light of your DISC style, can you point out how you would shift your style (i.e., build common ground; 1 Cor. 9) in order to align with each of the four primary styles? (See TIPS)

Thoughtfully integrate insights from the required sources as you point out how to shift your particular DISC index to align with each of the D.I.S.C. behavioral patterns. For example, how would you respond to the first bullet below if your base line style (Graph 2) is predominantly DC (above mid-line)? In other words, explain how would you shift your “DCness” in order to align with someone who has a predominate D style.

Responding to the following bullets in concise, thoughtful fashion will help you satisfactorily answer Question #4. Point out how you would shift your style to align with a D, I, S, and C.

· [Your Style] aligned with a D

· [Your Style] aligned with an I

· [Your Style] aligned with a S

· [Your Style] aligned with a C

T.I.P.S. (To Insure Personal Success): Alignment should:

· Not be exhausting! Do not over-think it, get into action as quickly as possible!!

· Noticeably use language that describes your behavioral patterns (e.g., strengths, shortcomings, blindspots: overuse of a strength or an unmanaged shortcoming, etc). Be mindful that Graph 2 (This is Me) is a description of your behavioral patterns “at ease”. Conversely, Graph 1 (This is Expected of Me) may reveal immature and/or mature behavioral patterns.

· Include pertinent insights and techniques from the project’s 7 required sources.

4. Point out how will you communicate and connect with a predetermined care-seeker from the case study?

Your answer will inform a practice people-helping relationship.

· Choose a care-seeker from case study (i.e., Bruce, Josh, Brody, Melissa, or Justin)

· After reviewing the case study’s information, make an informed guess and briefly describe care-seeker’s DISC relational style

· Describe at least 1 interpersonal communication technique that will overcome one of your communication traps and increase your ability to actively listen with empathy, genuineness, and graciousness? As a means to train-in this new approach, secure and support this process with at least 2 helpful insights from pertinent course information and 1 related Scripture.

· Point out how you will shift your relational style to align with your careseeker’s style (i.e., apply Q#1, 2, 3 insights)

5. Can you point out how will you communicate and connect with your mentor?

Your answer will inform a practice mentoring relationship.

· Solicit someone to be your practice mentor and ask him/her to complete the following assessments. Assessment information should be emailed promptly; request results to be returned by email within 2 days:

· Mentor’s 360° Interview Worksheet (see Assignment Instructions/Solving My People Puzzle Instructions and Rubric)

· A free abridged DISC personality test. Ask mentor to copy/paste this link into Chrome or Firefox browser:

https://discpersonalitytesting.com/discassess/work-free/free-start.php

· Use insights from previous questions, your mentor’s 360° Interview Worksheet, and Mentor’s DISC style to point out how you will shift your relational style to align with mentor’s style.

APPENDIX

How to Prepare to Complete the Solving My People Puzzle Project?

Completion of Preliminary tasks:

1. Complete your DISC assessment from Uniquely You

Self-Administer the online Professional/Leadership DISC Profile (Expanded Version-Standard) from Uniquely You Resources, Inc.

· If you purchased the e-book and online assessment code bundle from MBS, follow instructions below.

MBS purchasers, go to

https://uniquelyyou.org/

(last accessed 10/31/2019). 

· Click on Register in the top right hand corner of your browser and supply a user name, password, and LU email. Remember that data!

· Once a user name and password have been created, click on the top of the page“Activate Code”

· Enter your 8 or 12 digit code and Confirm it.

· Go to “My Account” and click the green “Begin Questionnaire” button.

· Complete the profile. 

· After completion, see *How to Download PDF below.

· Make sure to give careful attention to assessment instructions. Typically, the directions ask that you answer only two descriptions for each set of four statements: what you are MOST often like under pressure, and what you are LEAST often like under pressure.

· For example, as a Masters in Pastoral Counseling student handling responsibilities in the midst of life, describe what you are like most of the time and what you are least like most of the time. Do not answer based on what you want to be or what you think others want you to be; just answer according to what you are like most of the time and least like most of the time. See example questions below and notice you must choose one response in each column.

· If you purchased the e-book and code directly from Uniquely You, the code automatically shows up in your “My Account” page (no need to activate it). Simply go to the My Account page and click “Begin Questionnaire”. After completion, see *How to Download PDF below.

· *How to Download a PDF of your Report

1. Put a check in the box next to name column of assessment completed

2. Click the “Download Report” (2nd blue button under Profile List)

· If you have any questions or problems, please contact Uniquely You @ 800-501-0490, Monday-Friday, 9-5 EST.

· Place graphs in the Appendix via a screen capture tool (e.g., screen shot, Snip-it) or the free Jing software (

https://www.techsmith.com/jing-tool.html

) to capture a screenshot of the Dot or Bar Charts for Graph 1 “This is Expected of Me” and Graph 2 “This is Me”. Use it as a resource when answering questions. For the reader’s benefit, include the charts as an appendix in the paper. See example snapshots of Dot Graphs below:

2. Identify a “practice mentor” (relates to Question # 4)

3. Ask practice mentor to complete three simple tasks to help you complete this project (relates to Question # 4):

· 360° Interview Worksheet

· Free abridged DISC assessment

· Return results ASAP

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What does the Solving My People Project need?

Essential Elements of the SMPP Project:

· Correct x file name – e.g., PACO500_SMPP+YourInitials

· Title page

· Table of Contents

· Introduction is optional – do not use a heading as first paragraph is assumed to be the introduction

· SMPP Project Questions/Answers (5). Use headings and an annotated outline approach; i.e., bulleted, full-sentence explanations noticeably grounded in required resources through citations/References.

· Conclusion. The conclusion should present a “So What? of it All!” In sum, this is a thoughtful recap of this learning activity which concludes with a clear, convincing “what’s the point the reader should get” type of argument.

· References (at least these 7 sources must be cited; place References or Bibliography on its own page)

· Professional/Leadership DISC Profile

· How to Solve the People Puzzle (2008)

· https://discpersonalitytesting.com/discassess/work-free/free-start.php

· Masterpiece (2017)

· Why Don’t We Listen Better? (2015)

· Mentor’s 360 Interview Worksheet

· Case Study – Crossroads: A Story of Forgiveness

· Appendix:

· Screenshots of DISC Graph 1 & 2 Comment by Rice, Dwight Cecil (Community Care and Counseling): Required appendix document

· 360 Worksheet Comment by Rice, Dwight Cecil (Community Care and Counseling): Optional: Though helpful to the assessment of the paper, it is not necessary to include as long as student noticeably integrates insights from the 360.

· Mentor’s DISC Comment by Rice, Dwight Cecil (Community Care and Counseling): Optional: Though helpful to the assessment of the paper, it is not necessary to include as long as student noticeably integrates insights from mentor’s DISC report.

· Body of paper double-spaced, typed in 12 pt Times New Roman font, and at least 5 pages. Follow current APA or Turabian guidelines.

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Info User

Email: vtaylorrichardson@liberty.edu

* The user informations are incomplete

vtaylorrichardson@liberty.edu

Introduction of the 4 DISC Personality Types of Behavior

The terms “personality” and “temperament” are synonymous to most people. When we use these
terms, we are referring to the predictable patterns of thoughts, feelings, and behaviors. There are
many theories about personality types. The DISC Model is simple to understand, easy to
remember, and practical to apply.

Understanding our active or passive roles (extroverts and introverts) helps us identify our specific
temperament styles. By combining these two different categories of influences, along with our task
and people-orientations, we end up with four specific types.

Everyone has a predictable pattern of behavior because of his or her specific personality. There
are four basic personality types. These types, also known as temperaments, blend together to
determine your unique personality. To help you understand why you often feel, think, and act the
way you do, review this entire repost.

Our personalities should never become an excuse for poor behavior. The attitude of many is:
“That’s just the way I am. Love me or leave me. You knew I was like that when you married me,”
but we should not blame our often poor reactions on our personalities.

Each temperament style represents a specific behavior pattern. How we use or abuse our
personalities determines our effectiveness with others. Once we understand the four quadrant
model of behavior styles, we can begin to identify our individual profile. To simplify the four types
of temperaments, we will use William Marston’s DISC titles. The following are the four quadrants
of the DISC model:

“D” – active / task-oriented

“I” – active / people-oriented

“S” – passive / people-oriented

“C” – passive / task-oriented

Once you burn these four quadrants in your mind you can begin to easily identify the different
personality types. It will also help you become more effective in your work and home. Each
personality has its strengths and weaknesses. Conflict or harmony in relationships and job
performance are the result of how we use or abuse our personalities in response to life’s
situations.

Keep in mind that 85% of people tend to be composites of DISC; therefore, most people will be
blends and combinations of the evident characteristics in the four personalities. There are
numerous variations of this model. Speakers, writers, and trainers have added their own titles to
make the model more simpler or personal, but this four vector explanation of basic human

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behavior has become very popular. The DISC personality profile (paper instrument) was originally
designed by Dr. John Geier and has been validated by the Kaplan Report and Winchester Report.
The DISC profile and Model of Human Behavior stands out as one of the most reliable and
practical available today.

You have a predictable pattern of behavior because you have a specific personality. There are
four basic personality types. These types, also known as temperaments, blend together to
determine your unique personality. To help you understand why you often feel, think and act the
way you do, review the “Interpretation” page after the Graph 1 and 2 personalized pages in this
report. Study the “Pie of DISC Human Behavior” (four quadrant) graphic and page that
summarizes the Four Temperament Model of Human Behavior, plus review this entire report for
maximum learning.

Interpretation

You have a predictable pattern of behavior because you have a specific personality. There are
four basic personality types. These types, also known as temperaments, blend together to
determine your unique personality. They help you understand why you often feel, think, and act
the way you do. The following graph summarizes the Four Temperament Model of Human
Behavior.

Active/Task-oriented “D”

Dominating, Directing, Demanding, Determined, Decisive, Doing

Active/People-oriented “I”

Inspiring, Influencing, Inducing, Impressing, Interactive, Interested in people

Passive/People-oriented “S”

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Steady, Stable, Shy, Security-oriented, Servant, Submissive, Specialist

Passive/Task-oriented “C”

Cautious, Competent, Calculating, Compliant, Careful, Contemplative.

“D” Type Behavior

Basic Motivation: Challenge & Control

Desires: Freedom from Control – Authority – Varied Activities – Difficult Assignments –
Opportunities for Advancement – Choices rather than ultimatums

Respond Best To Leader Who: Provides direct answers Sticks to task – Gets to the point –
Provides pressure – Allows freedom for personal accomplishments

Needs to Learn: You need people – Relaxation is not a crime – Some controls are needed –
Everyone has a boss – Self-control is most important – To focus on finishing well is important –
Sensitivity to people’s feelings is wise

“I” Type Behavior

Basic Motivation: Recognition & Approval

Desires: Prestige – Friendly relationships – Freedom from details – Opportunities to help others –
Opportunities to motivate others – Chance to verbalize ideas

Respond Best To Leader Who: Is fair and is also a friend Provides social involvement – Provides
recognition of abilities – Offers rewards for risk-taking

Needs to Learn: Time must be managed – Deadlines are important – Too much optimism can be
dangerous – Being responsible is more important than being popular – Listening better will improve
one’s influence

“S” Type Behavior

Basic Motivation: Stability & Support

Desires: Area of Specialization – Identification with a group Established work patterns – Security of
situation – Consistent and familiar environment(s)

Responds Best To Leader Who: Is relaxed and friendly – Allows time to adjust to changes – Allows
to work at own pace – Gives personal support

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Needs To Learn: Change provides opportunity – Friendship isn’t everything – Discipline is good –
Boldness and taking risks is sometimes necessary

“C” Type Behavior

Basic Motivation: Quality & Correctness

Desires: Clearly defined tasks – Details – Limited risks – Tasks that require precision and planning –
Time to think

Responds Best To Leader Who: Provides reassurance Spells out detailed operating procedures –
Provides resources to do task correctly – Listens to suggestions

Needs to Learn: Total support is not always possible – Thorough explanation is not everything –
Deadlines must be met – More optimism will lead to greater success

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Behavioral Blends

These are the Behavioral Blends that are specific to you. Read through the report to see other
personalized information. At the bottom of each page is a link to pages with general information.

This is expected of me: DRIVING COMPETENT TYPES (D/C)
This is me: COMPETENT STEADY DOERS (C/S/D)

Preface: This section is designed to describe specific personality types from a public perspective –
when individuals are either in their work environments or in settings away from their homes or
comfort zones. People tend to have different motivations in public – at work or away from where
they live than they have in private – at home or in familiar environments.

Review the following insights with a specific person in mind, or find the type that describes your
specific Graph 1 personality type.

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Your Personality Type on Graph 1: “This is expected of me!”

Description

As a “D / C” or “C / D” type you think people expect you to be both dominant and competent.
You tend to be very task-oriented. You don’t feel people expect you to be people-oriented or
relational. You tend to be more concerned with completing the task and doing it well, as opposed
to entertaining a crowd or talking to an individual. You seem to prefer working and thinking, rather
than caring and sharing. You sometimes come across as project-oriented and that people can be
a bother. You feel others expect you to care more about form and function, rather than feeling and
fellowship. You are both active and passive. You are outgoing when it comes to getting the job
done and you are reserved when it comes to getting it done right.

How Others See You

Others often see you as distant and unresponsive or they tend to see you as in control and
competent. You often think people expect you to show your confidence and compliant attitude.
You seem to demonstrate an unusual drive, combined with the ability to reason and think things
through to logical conclusions. You are often seen as one who is in charge and knows what you
are doing. You seem to give the impression of demanding excellence and due diligence. You
often feel people see you as a dominant, but comprehensive doer who completes difficult tasks
well.

Your Feelings and Thinking

You tend to be more intense than others when it comes to accomplishing tasks. You often feel
like people expect you to take charge and improve the process or results. You don’t feel timid or
shy about getting involved. You also don’t think people expect you to entertain everyone or create
happy environments. You feel your mission is often straightforward and challenging. You aren’t
expected to be popular with the crowd and buddies with individuals. You think people want you to
be results-oriented.

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Vision and Passion

Your vision is often clear cut and focused on finishing well. You feel people expect you to be in
control so that the mission is completed the best possible way. You tend to be very passionate
about chain of command and competency. You see yourself in charge or wanting to be and able
to complete the task better than anyone else. You don’t seem to blindly get involved and casually
do your job. You think people expect you to attack problems and fix them the best way humanly
possible. You don’t want to be popular or well-liked for being friendly. You tend to be more
committed to tasks than you are to relationships.

Leadership Style

You feel people expect you to be a direct and detail-oriented leader. You tend to lead through
control and you delegate tasks to those competently capable of completing the job well. You don’t
come across as being very friendly or easygoing. You think people want you to be firm and
thorough enough to do tasks almost perfectly. You don’t tend to be satisfied with the status quo or
just getting jobs done. You demand that whatever you or others under you do it is done with
excellence and quality. You often lack enthusiasm and excitement. You sometimes seem to lack
optimism and positive attitudes. People often think you are too hard on others or too negative
about the progress.

Follower Style

You make a great follower when you trust and respect your leaders. You sometimes think you
can do the job better than others and sometimes come across as rebellious or resistant. You think
people expect you to do tasks more compliantly, but at times you need a lot of clarification to
know how far you can go. You feel people want you to run with the job without limits, but you need
to know where the boundaries are.

Responds Best To

You tend to respond best to those who are task-oriented and don’t need a lot of hand holding or
to be closer to you. You think people want you to be correct and decisive. You prefer answers and
explanations, plus the opportunity to do what you feel should be done right. People who are more
talkative and expressive without any substance seem to annoy you. You prefer responding to
those who expect you to know what you are talking about and capable of taking charge.

Conflict Management

You think people don’t want you to compromise or back off when conflicts arise. You tend to be
too aggressive and argumentative. You feel people expect you to win because you have more
answers than others. You logically think through things and are persuasive enough to convince
most people. Your goal is not to build relationships or support a friend, but rather get the facts
right and stay in control.

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Strengths and Uniquenesses

Your strengths tend to be more involved with getting tasks done and getting them done well. You
tend to be consumed by quantity and quality. You don’t seem to mind juggling several jobs at
once, but you prefer focusing on one thing at a time. You think people want you be perfect while
staying in charge. Your uniqueness or what others may call your “weakness” is relating poorly
socially. You tend to be consumed by the projects and often forget about the people involved.

Overuses and Abuses

Your prone to disappointing others when you focus more on tasks than relationships. You often
think people care more about your work than they do about your closeness to others. Those who
are like you are impressed by how much you get done and the quality of your work. Others who
don’t tend to be like you aren’t really thrilled about what you do. They seem to notice your lack of
friendliness and cordiality. You feel people expect you to be a workaholic and sometimes you
sacrifice your relationship on the altar of work.

Guard Against & Warnings

Being in control and making things happen, especially when things are done well, is very
commendable, but there should be a healthy balance between perfecting your work and improving
your relationships. You should also be more conscious of expressing yourself in happy and
enthusiastic ways. People often judge you by your friendliness or lack thereof. You sometimes
misjudge people when you think they aren’t interested in a more sensitive and sweet relationship
with you. Go out of your way to ask how people are, rather than jumping into a conversation about
something that bothers you or something you want done. Show genuine interest in other people’s
needs.

Relating Style

You tend to relate with people on a surface level. You think people expect you to only care about
completing another project or solving a difficult problem. You often give the impression of not
caring much about people’s intimate needs. You relate well with people who share your
commitments and convictions about getting the task done and doing it well, but you often lack the
warmth and concern to share in other people’s hurts and disappointments. Learn to be openly
loving and kind. Don’t keep your feelings inside or hidden.

Conclusion

You are the perfect worker when a job has to get done and it has to be done as well as possible.
You think people expect you to take pride in your work and accomplish more than anyone else.
You don’t tend to be very sociable or relational. You feel people don’t expect you to talk much or
hug a lot. You seem to often act cold and unresponsive. You tend to be more committed to
accomplishing tasks than you are to entertaining a group or simply doing what you are told without

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having to improve or fix anything. You are the ultimate human machine who often acts mechanical
in public without much private intimacy. Be more loving and sensitive at work or in unfamiliar
environments. Relax more and look for opportunities to encourage others with uplifting words and
random acts of kindness. This could be your hardest job ever. Complete it and you will fulfill your
most difficult task of all.

DISCLAIMER: These insights are broad descriptions of your specific personality type. They are
NOT intended to be 100% accurate. This is simply a brief overview.

Having completed your Uniquely You Personality Questionnaire, be sure to view these
descriptions from a Graph 1: “This is expected of me” perspective. If both graphs are the same,
your understanding of them will be easier. If both graphs are different, keep the appropriate
perspective in mind and interpret the descriptions accordingly.

People seem to respond and behave from different perspectives and drives. This profile is purely
subjective, based on the DISC Model of Human Behavior Science, and applies to your more
guarded, masked, or controlled behavior, especially in public. Review the insights with your
specific personality type in mind, but do not conclude that you are always characterized by these
descriptions.

This is simply how you tend to behave when you think others are watching, and you want to make
good impressions. Your interpretation of this information should take into account your
environment, maturity, spirituality, and experiences.

This is NOT a psychological evaluation and is not intended to be used as a definitive example of
your behavior.

Preface: This section is designed to describe specific personality types from a private perspective
– when individuals are either in their home environments or in settings among friends and
relatives. People tend to have different motivations in public – at home or away from work than
they have in public – at work or among casual friends or strangers.

Review the following insights with a specific person in mind, or find the type that describes your
specific Graph 2 personality type.

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Your Personality Type on Graph 2: “This is me!”

Description

As a “D / S / C”, or “D / C / S”, or “S / D / C”, or “S / C / D”, or “C / D / S”, or “C / S / D”, you think
people expect you to be direct, submissive, and competent. You tend to be passive, but you
sometimes surprise people with your dominant ways. You can be active and decisive, but your
sweet and sensitive, as well as compliant and conscientious ways seem to balance any
abrasiveness or forcefulness you might exhibit. You don’t tend to be talkative or a crowd pleaser.
You seem to think people expect you to be more quiet and shy. You often don’t consider yourself
reserved because of your soft and contemplative tendencies. There is a part of you that doesn’t
like to constantly sit still and wait for things to happen. You like to be in charge while cautiously
moving forward. You also like helping those who may be hesitant or need more assurance. You
tend to plan and prepare more than others, but you don’t always communicate it well to the
masses.

How Others See You

You are often seen as a blend of strength, sensitivity, and serious thinking. You don’t tend to be
viewed as a “glory hog” that needs a lot of attention. You think people want you to be humble, but
self-assured with a wealth of knowledge. You are recognized as one who can be challenging, but
reasonable and investigative. You think others feel that you have a lot of answers to difficult
questions because you like to research and contemplate more than most. You are often seen
studying or organizing others to accomplish tasks well.

Your Feelings and Thinking

You tend to feel like you can do just about anything to which you put your mind. You think people
want you to be confident and courageous, but you sometimes doubt yourself because of your
need for security and information. You aren’t extroverted, and you don’t seem to desire
opportunities to speak to large crowds. You prefer to work through small groups and individuals as
a personal support to them. You tend to think positively about your ability to do great things, but

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you also sometimes struggle because of your subconscious passivity and occasional negative
thinking.

Vision and Passion

Your vision is widespread and focused. You tend to see the big picture, as well as the details.
You think people expect you to be committed to accomplishments and excellence with a tender
heart. You seem to flip back and forth when it comes to seeking a secure and stable environment.
On one hand, you don’t need anyone to make you feel comfortable. On the other hand, you don’t
like people to be disappointed in you. You sometimes don’t care what others think; then there are
times you can be very sensitive. You don’t tend to be very verbal, but you can communicate well
in small groups. You also often like to think and plan by yourself.

Leadership Style

Your leadership style is more of a mixture of active and passive behavior. You tend to be
aggressive and reserved. You think people expect you to be demanding and directing, as well as
sensitive, soft and cautious. You seem to have many good traits, but you can lack enthusiasm and
excitement when speaking to crowds. You don’t seem to be a charismatic leader with great
communication skills or a public persona. You are better when speaking informally or casually.
You influence others well and demonstrate sincere concern for those who need your tender loving
care. You lead more from example and personal effort, as opposed to publicly motivating others to
do all the work for you.

Follower Style

You tend to be a good follower when you control your desire to be in charge. You think people
would rather have you lead and give all of the direction. You are one of the best when it comes to
following submissively and compliantly. You like to obey, and prefer to follow the rules. You can
be risk-taking, but often guard your aggressiveness with your cautiousness. You tend to plan and
prepare extensively so that you will be wise and able to follow your leaders in a sure and steady
fashion.

Responds Best To

You respond best to those who have a plan, take their time, and are slow and methodical. You
don’t become very excited by energetic and upbeat presentations. You prefer challenging, steady,
and outlined programs, as opposed to empty appeals. You don’t respond well to those who tend
to be careless or sloppy. You like things to be organized and effective. You are a great team
player, and you don’t care who gets the credit as long as you don’t get the blame.

Conflict Management

You prefer dealing with conflicts directly, but you tend to approach them gingerly and analytically.

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You think people expect you to see both sides fairly, and then make a decision one way or the
other. You don’t care much about being popular. You just want to make the correct decision. You
tend to gather information and research more than others so you can come to the wisest
conclusions. You aren’t afraid of conflicts, but you tend to be unsure of making decisions too
quickly or too slowly.

Strengths and Uniquenesses

You are strongest when it comes to being sure of yourself publicly. Sometimes you can be
insecure because you may be unsure of yourself privately. You tend to be outwardly confident, but
inwardly timid. Your uniqueness, or what others may call your weakness, is your public speaking
and inspiration. You don’t tend to be openly enthusiastic or outgoing. You sometimes don’t seem
to be friendly, except when in small groups or with individuals. You don’t tend to stand out in a
crowd or seek to be heard.

Overuses and Abuses

You tend to overuse your dominance and competence. Sometimes you are too easygoing and
people try to take advantage of you. They soon discover that you can be stubborn and defiant
when people try to get you to do things wrong. You think people don’t want you to be concerned
about being popular or friendly to everyone. You tend to be cordial and kind, but you don’t need to
be in the limelight or recognized by crowds. You can sometimes be too hard on others, and you
turn around and are sorry for your hurtfulness. You also tend to overanalyze and prepare.

Guard Against & Warnings

Don’t hesitate to speak to large groups. You avoid speaking opportunities, even though you often
have great substance to share. Furthermore, you have the ability to be both challenging and
sensitive when you speak. You tend to be disinterested and would rather work behind the scenes
to ensure the job gets completed and done correctly. You are people-oriented, but not with
crowds. You prefer working with small groups or motivating individuals. Overcome your disinterest
in public speaking, and force yourself to inspire and influence the masses. Don’t let your quiet and
sometimes humble attitude hold you back from communicating with conviction, warmth, and
information.

Relating Style

You seem to relate in several different ways. You think people want you to be more passive, but
you also can exhibit active and aggressive behavior. On one hand, you relate well with individuals
in a quiet and slow way. However, you can also challenge large crowds with your dreams and
research. You also tend to be sensitive and kind, especially when working with small groups and
individuals. You seem to relate well in several different dimensions. You don’t try too hard to make
a good impression while speaking to large groups or publicly influencing others to promote your
causes.

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Conclusion

You stand out in many good ways, but you don’t seek to be the center of attention. This is not
bad, but may hinder your effectiveness. You may need to work on your friendliness and charisma.
People respect that your strong convictions are combined with your sensitive spirit. They also
respect your competent preparation. Nevertheless, you seem to lack the enthusiasm to exhibit all
that you have going for you. Be more excited. Whenever possible, take advantage of speaking to
large groups so that you can share your dreams, warmth, and wise counsel. You will be able to
complete more tasks, comfort even more people, and improve your results.

DISCLAIMER: These insights are broad descriptions of your specific personality type. They are
NOT intended to be 100% accurate. This is simply a brief overview.

Having completed your Uniquely You Personality Questionnaire, be sure to view these
descriptions from a Graph 2: “This is me” perspective. If both graphs are the same, your
understanding of them will be easier. If both graphs are different, keep the appropriate perspective
in mind and interpret the descriptions accordingly.

People seem to respond and behave from different perspectives and drives. This profile is purely
subjective, based on the DISC Model of Human Behavior Science, and applies to your more
unguarded, unmasked, and accentuate type of behavior, especially among close friends or
relatives. Review the insights with your specific personality type in mind, but do not conclude that
you are always characterized by these descriptions.

This is simply how you tend to behave when your true feelings are evident or come out under
stress. Your interpretation of this information should take into account your environment, maturity,
spirituality, and experiences.

This is NOT a psychological evaluation and is not intended to be used as a definitive example of
your behavior.

When Both Graphs 1 & 2 Are Generally Different

Your Uniquely You Personality Profile contains basic insights on how you tend to think, feel, and
act from a DISC temperament type perspective. If your graphs are generally different, you are
simply revealing something contrasting about your behavior. You may be saying that you think
people want you to behave one way in public, but you sometimes feel you should respond in a
different way in private. In other words, if you have a specific high type in Graph 1 and the same
type low in Graph 2, you believe that people expect you to be one way in public, but not that way
in private.

You may also be revealing that you feel that people expect you to behave one way among fellow
employees and associates at work or publicly outside your more personal and familiar

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environments (Graph 1), than you tend to behave either at home under pressure among your
closest friends and relatives or in more familiar environments (Graph 2). Keep in mind that Graph
1 is the behavior “expected of you” when you have your guard up and mask on (usually your
place of employment or in casual environments). Graph 2 is “the real you” when you let your hair
down, drop your guard, or take your mask off (usually at home or among those you know best in
more familiar environments).

When both graphs are different, you are either struggling with your motivations and feelings or you
are aware of your challenges and perhaps handling them well. Having a different configuration in
your two graphs is common and can be very enlightening. It may be a sign that you are mature
and capable of controlling your inner feelings and natural thoughts. Or, it can mean that you are
not even aware of the struggles within you.

Understanding and adjusting your thoughts, feelings, and actions using these insights can be very
productive and wise. Review and study your two graphs, keeping in mind the similarities and
differences. Then, learn how to control your motivations rather than letting them control you.

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Your LOW “S” on Graph 1 and HIGH “S” on Graph

2

You have a Low “S” on Graph 1 and a High “S” on Graph 2. This usually means you think people
expect you to be more submissive and sweet in private than in public. You feel that people don’t
want you to be as sensitive outwardly as you really are inwardly. You can be very nice and kind
among close friends and relatives, especially under pressure. You are not as patient or shy
among strangers and unfamiliar environments.

Your degree of passivity is shown by how high or low your “S” is on Graphs 1 or 2. In other words,
if your “S” is closer to the bottom of your graph, you will be less kind and nice than when your “S”
is closer to or higher than the midline. If your “S” is just below the midline, you will be a little bolder
and less shy. The lower your “S,” the less withdrawn and hesitant you tend to be.

You think people want you to be less reserved. Publicly, you don’t tend to need a secure
environment. Privately, you seem to be satisfied with the status quo and often don’t want a lot of
change. When stress comes into your life, you seem to need more stability or someone to stand
by your side. You are more security-oriented. However you are not as sweet as you think people
expect you to be among strangers or casual friends. Your dearest acquaintances sometimes take
advantage of you, while you may be stronger with others.

This can be very frustrating to others because they don’t always know how to read you.

People

doubt your sincerity when they see that you are kinder and nicer to those closest to you, than you
are to them. You often feel that people expect you to be more of a servant privately. Nevertheless
you aren’t willing to sacrificially give of yourself at work or in unfamiliar environments. You often
feel that people expect you to be stronger and bolder publicly.

You are expected to be more caring privately, while publicly you are driven to be less security and
safety-oriented. You sometimes tend to be more insecure privately, while publicly you think people
expect you to be more secure in yourself. You genuinely desire to help others, but in a more quiet
and invisible way. When under pressure and among close friends or relatives, you seem to be
overly sensitive and caring.

You strongly desire to help others behind the scenes, but you can be unresponsive to those you
don’t know well. You seem to have mixed emotions when it comes to serving and helping others.
You need to be just as caring at work and toward those you don’t know well as you are privately.
You also may need to give more love and care to people who are not as close to you.

Be as much of a humble servant at work as you are at home. Be as caring publicly as you are
privately. Care for your casual friends as you would for loved ones and dear friends. Balance your
love for others and spread your kindness around to everyone.

In summary, your Low “S” in Graph 1 and High “S” in Graph 2 means you are expected to be
more passive and reserved at home or in familiar environments than you tend to be at work or in
unfamiliar environments.

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Case Study or Example of an Immature or Out-Of-Control “C/D”

Type

Here’s an example of “D/C” and “C/D” types who have fallen into the trap of being so consistent
and predictable that they are now ineffective. They have become so task-oriented that everyone
hides when they see them coming.

It seems like all they want from anyone is help to complete something or they are looking for
victims to bounce some ideas off of. These types who never matured or gained control of their
personalities desperately need to improve their relational skills. They often become stalkers
looking for volunteers to help them.

These types don’t seem to enjoy people. They just don’t express or demonstrate it. They would
rather work on a project or research the background to improve something. They hesitate
spending leisure time with others that accomplishes nothing.

They often become social outcasts. Relational types just don’t enjoy their company.
Conversations tend to be short or combative. They like to debate issues. These types like to talk
about issues or deep subjects that can be boring or too technical for casual discussions.

They are great when left alone to complete a project, but leading a group discussion or
encouraging someone is more uncomfortable for them. These types usually end up working by
themselves or with others just like them.

Unfortunately, these types alienate those closest to them by not giving others the warmth and
attention desired. Loved ones and close associates often yearn for deeper relationships, but find
these types too busy working or contemplating the deeper things of life. This does not lead toward
harmony and happiness in intimate relationships.

These types often end up falling in love with opposite types. They seek those who are more
relational, while those attracted to them look for ones who are more task-oriented. Once married,
they find themselves very distant and their relationships become strained and difficult.

“D/C” and “C/D” types make great mates, but there’s more to building a happy home than fixing
things and studying Consumer Reports. These types need to work just as hard at building
closeness as organizing a closet or working in the garage. They may need to just sit and listen to
their mates talk about nothing while never offering their opinions.

These types should work on more romancing, plus the seemingly unimportant things. They should
take more time off and spend quality family time with friends and relatives. It is especially
important to sit still and hold a loved one’s hand watching a sad story on television, rather than
getting engrossed in a “fix-it” show or the History Channel.

These personality types are great doers and thinkers, but sometimes life is more about loving and

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relating. Many of these types have been successful at accomplishing tasking while destroying
relationships. What’s more important in life — living or existing? Think about that!

Case Study or Example of an Mature or In-Control “C/D” Type

Imagine a “D/C” and “C/D” type who improved his overbearing task-oriented life-style and
became a wonderful mate, parent, and employee. He had a lot to undo, because he was a self-
confessed “work-a-holic.” He loved to work and it showed.

He neglected his family; his marriage was a wreck waiting to happen. Over a short period of time
he began to realize that life was more than accomplishing tasks and succeeding at his job. He
began to look at success differently.

He began to understand his drives and where he was headed. He also learned that what ticked
him off had a lot to do with his personality type. He discovered that if he could control himself
rather than others, he would be even more successful.

So he began to study his motivations and why he did what he did. He concluded that if he worked
just as hard at improving his relationships rather than his tasks, his life would be more fulfilled and
meaningful.

He also analyzed that his thought patterns were focused on figuring things out and fixing them, so
he set out to understand himself and fix his shortcomings. After opening himself up to his mate
and closest friends, he found he lacked warmth and tenderness. He was not an exciting person to
be around. His life was mundane and boring.

Being a “go-getter” he was determined to thrive and be enthusiastic and positive. People noticed.
His relationships began to improve. He began to have more fun. His leisure time increased and
his family life was more enjoyable.

He purposed to create a happy environment and began by working on himself. He recognized he
could change his attitudes about how he used his time. He concluded he could either work all the
time on projects or divide his time wisely. He focused more on showing his love to those who were
nearest and dearest to him.

It was amazing how much better life became. He actually accomplished more. He was able to
spend more time trying to make up for lost opportunities. He was able to explain how much he
really did love everyone, while his actions used to discredit him.

He became even more successful at home and at work. He was as successful in life as he was in
business.

Case Study or Example of an Immature or Out-Of-Control “D/S/C”

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Type

Here’s an example of “D / S / C” or “D / C / S” or “S / D / C” or “S / C / D” or “C / D / S” or “C /
S / D” types who seem very passive, but out of control they can be extremely aggressive. They
tend to be more task-oriented than people-oriented. They focus more on completing tasks.

They prefer to be relational with individuals rather than crowds. They would rather be behind the
scenes with small groups than up front in large groups. They are more introverted, than
extroverted.

When these types are immature, their driving and demanding demeanor makes them lose control
of their responses. They tend to not do well with anger management. They often become
surprisingly forceful. They don’t tend to be emotional, but they can be very stubborn.

On one hand they seem to be very kind and sensitive, while analytical and contemplative. On the
other hand, they can come across as demanding and determined. They naturally don’t seem very
friendly or outgoing. Their strength is not public speaking or entertaining.

When speaking publicly, they share with confidence and seem to be very knowledgeable of their
subjects. They have softness sandwiched between dominance and competence. They seem to
have a triple-edged sword made of decisiveness, submission, and competence.

Their greatest challenge is in their disinterest in impressing others. They tend to lack the
motivation to sell themselves or outshine others. When immature and undisciplined they seem to
overdo their strengths. They fall short because of their weaknesses.

They would greatly improve their effectiveness if they would guard their aggressiveness under
pressure, and be livelier, socially expressive, avoid withdrawing from crowds, and not worry or fret
so much. They have a lot going for them, but sometimes trip over their own strengths.

These types are behaviorally pulled in many different directions. They make great friends on an
individual basis, but can be a little bossy and critical. They are not known for their outgoing and
bubbly personality. When pressured and out of control, they can be very difficult.

People find them hard to understand, because they tend to be distant and moody. They can be
very kind and caring at times. When stress attacks them and they don’t guard their personalities,
they can become dull and distant.

When in control of their feelings, thoughts, and actions, they make great workers, mates, parents,
and friends.

Case Study or Example of an Mature or In-Control “C / S / D” Type

Here’s an example of a “D / S / C” or “D / C / S” or “S / D / C” or “S / C / D” or “C / D / S” or “C

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/ S / D” type who has learned to control his personality, rather than crumbling under the weight of
life’s pressures. Most people struggle with stress, but only those who adapt, rather than attack or
outright surrender to their feelings, often succeed in life.

This person has a tendency to be passive because he is naturally submissive and cautious. His
unusual innate driving and determined tendencies sometimes override his withdrawn and
reserved ways. He often surprises others with strong indications that he wants to be in charge.

He doesn’t seek attention, nor does he desire to be recognized. He seriously enjoys getting
projects done through hard work and careful planning; He likes to enjoy the companionship of
individuals more than the energy of a crowd. He does not seek attention or approval.

He tends to be more laid back, but also has the drive and determination to tackle difficult tasks.
He enjoys working on projects, especially with a good friend who appreciates his preciseness and
quality control.

This person is probably mature because he has learned to smooth his rough edges over time. He
has taken charge of his own destiny by steady and compliant determination. He prefers to be in
charge, but not at the expense of offending or hurting others. He would also rather work behind
the scenes improving things than standing around and just talking or playing. This person shows
his maturity by his balanced behavior. He is both active and passive, plus he demonstrates
security and stability despite his natural need for safety and slowness.

He can also be task and people-oriented, but he prefers to work on challenging projects where he
can investigate and evaluate his options. He would rather work or relate with small groups as
opposed to large gatherings.

He can get lost in a crowd, because he doesn’t seek to be seen or recognized. He has disciplined
his ego and doesn’t dominate discussions. He seldom interrupts in conversations and seems to
always say the right things.

He isn’t foolish or silly. He sometimes comes across as unfriendly, but once you get to know him,
he can be a dear friend. His maturity is best seen under pressure/ While others who are like him
may explode with anger, he knows how to keep his cool. When others are sarcastic and critical,
he is more positive and kind.

He can be a successful leader who lives by example.

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Graph 1: “This is expected of me”

“This is expected of me” is your response to how you think people expect you to behave. It’s your
normal guarded and masked behavior.

Description: As a “D / C” or “C / D” type you think people expect you to be both dominant and
competent. You tend to be very task-oriented. You don’t feel people expect you to be people-
oriented or relational. You tend to be more concerned with completing the task and doing it well,
as opposed to entertaining a crowd or talking to an individual. You seem to prefer working and
thinking, rather than caring and sharing. You sometimes come across as project-oriented and that
people can be a bother. You feel others expect you to care more about form and function, rather
than feeling and fellowship. You are both active and passive. You are outgoing when it comes to
getting the job done and you are reserved when it comes to getting it done right.

D/C – DRIVING COMPETENT TYPES

Discovering your behavioral blends

“D/C”Types are determined students or defiant critics. They want to be in charge, while collecting
information to accomplish tasks. They care more about getting a job done and doing it right than
what others think or feel. They drive themselves and others. They are dominant and caustic.
Improving their people skills is important. They need to be more sensitive and understanding.
They are motivated by choices and challenges to do well.

Controlling your behavioral blends
Seek to get along with everyone.
Be kind and loving.
Show more love.
Seek to serve, not to be served and have a “servant’s heart.”
Recognize meekness is not weakness.
Control your desire for power over others.

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Graph 2: “This is me”

“This is me” is your response to how you feel and think under pressure – how you really feel and
think inside. It’s your normal unguarded and unmasked behavior.

Description: As a “D / S / C”, or “D / C / S”, or “S / D / C”, or “S / C / D”, or “C / D / S”, or “C / S /
D”, you think people expect you to be direct, submissive, and competent. You tend to be passive,
but you sometimes surprise people with your dominant ways. You can be active and decisive, but
your sweet and sensitive, as well as compliant and conscientious ways seem to balance any
abrasiveness or forcefulness you might exhibit. You don’t tend to be talkative or a crowd pleaser.
You seem to think people expect you to be more quiet and shy. You often don’t consider yourself
reserved because of your soft and contemplative tendencies. There is a part of you that doesn’t
like to constantly sit still and wait for things to happen. You like to be in charge while cautiously
moving forward. You also like helping those who may be hesitant or need more assurance. You
tend to plan and prepare more than others, but you don’t always communicate it well to the
masses.

C/S/D – COMPETENT STEADY DOERS

Discovering your behavioral blends

“C/S/D’s” are a combination of cautious, stable and determined types. They are more task-
oriented, but care about people on an individual basis. They don’t like to speak in front of crowds.
They prefer to get the job done and do it right through small groups, as opposed to large groups.
They tend to be more serious. Often misunderstood by others as being insensitive, “C/S/D” types
really care for people. They just don’t show it openly. They need to be more positive and
enthusiastic. Natural achievers, they need to be more friendly and less critical.

Controlling your behavioral blends
Be more enthusiastic.
Don’t worry so much about problems.
Be more positive.
Let your sensitivity be more evident.
Be more outwardly optimistic and encouraging to others.
Be fearless.

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Your DISC Insights
vtaylorrichardson@liberty.edu tends to be
more:

vtaylorrichardson@liberty.edu tends to be
less:

Demanding / Asserting Proper / Formal
Firm / Strong Playful / Fun-loving
Bold / Daring Delightful / Pleasant
Convinced / Cocky Trusting / Gullible / Open
Decisive / Sure / Certain Careful / Cautious
Risk-taking / Courageous Promoting / Encouraging
Perfectionist / Precise Considerate / Thoughtful
Brave / Adventurous Contented / Satisfied
Persistent / Restless / Relentless Smooth talker / Articulate
Competent / Does Right Entertaining / Clowning
Winner / Competitive Contemplative / Thinker
Ambitious / Goes for it Deep / Intense
Accurate / Exact Talkative / Verbal
Animated / Expressive Stable / Balanced
Controlling / Taking charge Pondering / Wondering
Serious / Unwavering Sociable / Interactive
Preparing / Researching Powerful / Unconquerable
Industrious / Hard working Timid / Soft-spoken
Driving / Determined Tolerant / Patient
Direct / To the point Sharp / Appealing
Strict / Unbending Peppy / Playful
Outspoken / Opinionated Hospitable / Enjoys company
Organized / Orderly Quiet / Reserved
Bottom line / Straight-forward Responsive / Reacting

vtaylorrichardson@liberty.edu’s “D”Tendencies seem to be:
Demanding, Asserting, Firm, Strong, Convinced, Cocky, Decisive, Sure, Certain, Risk-taking,
Courageous, Brave, Adventurous, Persistent, Restless, Relentless, Ambitious, Goes for it,
Controlling, Taking charge, Serious, Unwavering, Industrious, Hard working, Driving, Determined,
Direct, To the point, Outspoken, Opinionated, Bottom line, Straight-forward

vtaylorrichardson@liberty.edu’s “I”Tendencies seem to be:
Animated, Expressive

vtaylorrichardson@liberty.edu’s “C”Tendencies seem to be:
Perfectionist, Precise, Accurate, Exact, Preparing, Researching, Strict, Unbending, Organized,
Orderly

vtaylorrichardson@liberty.edu’s “D”Tendencies are not very:
Powerful, Unconquerable

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vtaylorrichardson@liberty.edu’s “I”Tendencies are not very:
Playful, Fun-loving, Trusting, Gullible, Open, Promoting, Encouraging, Smooth talker, Articulate,
Entertaining, Clowning, Talkative, Verbal, Peppy, Playful, Responsive, Reacting

vtaylorrichardson@liberty.edu’s “S”Tendencies are not very:
Contented, Satisfied, Stable, Balanced, Timid, Soft-spoken, Tolerant, Patient, Hospitable, Enjoys
company

vtaylorrichardson@liberty.edu’s “C”Tendencies are not very:
Proper, Formal, Careful, Cautious, Pondering, Wondering

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Professional / LeadershipDupllication without permission proihibited

1A –

Appendix Table Of Contents
This Table of Contents is for the generic pages of your Professional / Leadership
Online Report. Be sure to first review your online report to learn all the personal infor-
mation generated from your questionnaire.
Why Uniquely You? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-2
Historical Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-3
Interpretation of Four Temperaments . . . . . . . . . . . . . . . . A-4
Understanding The Two Graphs . . . . . . . . . . . . . . . . . . . . . A-5
How To Read Graphs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-6
Discovering Behavioral Blends . . . . . . . . . . . . . . . . . . . . . A-7 –

8

Controlling Behavioral Blends . . . . . . . . . . . . . . . . . . . . . A-9 – 13
Practical Application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-14
Stress Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-15
Are you a Transactional or Transformational Leader? . . . A-16
Leadership Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-

17

DISC Learning Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-18
Neurolinguistic Programing . . . . . . . . . . . . . . . . . . . . . . . A-19
Presenting Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-20
Leadership Reflections . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-21
Leadership Intensity Factors . . . . . . . . . . . . . . . . . . . . . . . A-22
Challenging Differences . . . . . . . . . . . . . . . . . . . . . . . . . . . A-23
How to Handle Conflicts . . . . . . . . . . . . . . . . . . . . . . . . . . A-24
Intenstiy Insights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-25 – 26
Resolution Management Promise . . . . . . . . . . . . . . . . . . . A-27
Job/Profile Indicator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-28
Job Intensity Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-29
Interview Questions / Personal Insights . . . . . . . . . . . . . . . A-30 – 31
Team Building Reflections . . . . . . . . . . . . . . . . . . . . . . . . . A-32

Team Dynamics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-33
Action Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-34
Sales Insights-Selling Styles / Buying Styles . . . . . . . . . . . A-35
Servicing Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-36
Vision Casting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-37
Dealing With Objections . . . . . . . . . . . . . . . . . . . . . . . . . . A-38
First Signs / Non-verbal Communication . . . . . . . . . . . . . A-39
Recruiting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-40
Memory Jogger / Recruiting Prospects. . . . . . . . . . . . . . . A-41
Insights For Business Builders . . . . . . . . . . . . . . . . . . . . . A-42
Insights For Leaders of Business Builders. . . . . . . . . . . . . A-43
How DISC Personality Types GET Their Money . . . . . . . A-44
How DISC Personality Types GUARD Their Money . . . . A-45
How DISC Personality Types GIVE Their Money . . . . . . A-46
Improving Time Management . . . . . . . . . . . . . . . . . . . . . . A-47
Balancing Your Time Challenges . . . . . . . . . . . . . . . . . . A-48
To Your Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-49
Training Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-50 – 51

Appendix – Table of Contents

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Why Uniquely You? . . .
Because you are wonderfully and naturally endowed to succeed in life. Ful-
filling your purpose involves understanding yourself and others. Learning how
to relate wisely to others is vital!

By understanding why we do what we do, we can improve our effectiveness,
quality of life and relationships. Most problems are simple “people problems.”
They are misunderstandings of how people think, feel, and act the way they do.

The Science of Human Behavior helps us understand these challenges. Every-
one has a unique personality that’s neither good nor bad. It’s what you do with
your personality that really matters.

We must learn how to control our feelings to help and influence others. Sell-
ing and servicing the public requires that we adapt our personalities to those we
serve. Helping others begins by understanding their feelings.

Ironically, many people resist our help. They just don’t understand our motives.
By identifying unique personality types we can discover why people respond the
way they do. We can also learn how to sincerely influence them to accept our
help.

Convincing the greatest skeptics involves understanding their motivations.
Once we answer their objections, they make supportive optimists. Effectiveness
requires insights. Success begins with identifying our uniquenesses.

The interpretation and practical application throughout this report will help you
better understand the dynamics of personality types. Hopefully this assessment
will result in better attitudes, improved relationships and positive results. Doing
this profile can be the beginning of a new way of solving problems.

It can make the difference in happiness and sorrow . . . success and failure in
life. Above all, this profile can help you help others reach their potential and
fulfill their dreams.

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The Four Temperament Model of Human Behavior is attributed to Hippocrates, the
father of modern medicine. His scientific research and brilliant observations are universally
accepted. Contrary to what critics claim, the Four Temperaments did not hatch from archaic
pagan greek philosophy, but rather the scientific process that made Hippocrates the respected
physician of his day.

The DISC Model of Human Behavior was first introduced by William Marston in
1928 through his book, The Emotions Of Normal People. Marston took Hippocrates’
Greek titles and assigned simple and single D, I, S, and C letters to each. Though there
are now many titles to various models, they all have roots from the same basic four
temperaments discovered 400 B.C.

Dr. John Geier, Chairman of the Human Behavior Science Department at the
University of Minnesota designed the first paper assessment that identified a person’s
DISC personality type from a business and personal perspective in 1977.

After studying under Dr. Geier with Performax Systems and Dr. Frank Wichern, Staff
Psychologist at Dallas Theological Seminary, Dr. Mels Carbonell designed the
first-of-their-kind combination personality and faith-based profiles. With over 1 million
profiles now in print in several different languages, Uniquely You Resources are one of
the most respected and popular profiles available for businesses, personal use, and
faith-based organizations.

Understanding the four-quadrant model of basic human behavior often explains why
people do what they do. These insights can make the difference between right and wrong
responses, and the best or worst behavior in any situation.

The profile is not a psychological analysis. It is not designed to deal with serious
emotional problems. It can help with simple insights into basic human behavior motiva-
tions. For more in-depth needs, we recommend you seek “professional” counseling.

To receive maximum effectiveness, be sure to study your complete personality profile.
There are so many insights to learn!

Historical BackgroundHistorical Background

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Passive / Task-oriented
“C”— Cautious, competent,

calculating, compliant,
careful, contemplative.

D I

S Passive / People-oriented
“S”— Steady, stable, shy,

security-oriented, servant,
submissive, specialist.

Active / Outgoing

People

Active / People-oriented
“I” Inspiring, influencing,

inducing, impressing,
interactive, interested in people.

Active / Task-oriented
“D”— Dominating, directing,

driving, demanding,
determined, decisive, doing.

Passive / Reserved

Task

“D” BEHAVIOR (Active / Task-oriented)
Also known as “Choleric” and “Lions”

Descriptions: Dominant, Direct, Demanding, Decisive

Basic Motivation: Challenge and Control

Desires: reedom from control Authority aried Activities
Difficult Assignments Opportunities for Advancement
Choices, rather than ultimatums

Responds Best To Leader or Follower Who: rovides direct
answers Sticks to task ets to the point rovides pressure Al-
lows freedom for personal accomplishments

Needs To Learn: ou need people ela ation is not a crime
Some controls are needed Everyone has a boss Self control is

most important To focus on finishing well is important
Sensitivity to people s feelings is wise.

“I” BEHAVIOR (Active / People-oriented)
Also known as “Sanguine” and “Otters”

Descriptions: Inspiring, Influencing, Impressing, Inducing

Basic Motivation: ecognition and Approval

Desires: restige riendly relationships reedom from
details Opportunities to help others Opportunities to motivate
others Chance to verbali e ideas

Responds Best To or Follower Leader Who: Is fair and
also a friend rovides social involvement rovides recognition
of abilities Offers rewards for risk taking

Needs To Learn: Time must be managed Deadlines are
important Too much optimism can be dangerous Being respon-
sible is more important than being popular Listening better will
improve one s influence.

“C” BEHAVIOR (Passive / Task-oriented)
Also known as “Melancholy” and “Beavers”

Descriptions: Competent, Compliant, Cautious, Calculating

Basic Motivation: Quality and Correctness

Desires: Clearly defined tasks Details Limited risks
Assignments that require precision and planning Time to think

Responds Best To Leader or Follower Who: rovides reas-
surance Spells out detailed operating procedures rovides resources
to do task correctly Listens to suggestions

Needs To Learn: Total support is not always possible
Thorough e planation is not everything Deadlines must be met
ore optimism will lead to greater success.

“S” BEHAVIOR (Passive / People-oriented)
Also known as “Phlegmatic” and “Golden Retrievers”

Descriptions: Submissive, Steady, Stable, Security-oriented

Basic Motivation: Stability and Support

Desires: An area of speciali ation Identification with a group
Established work patterns Security of situation Consistent

familiar environment

Responds Best To or Follower Leader Who: Is rela ed and
friendly Allows time to adjust to changes Allows to work at own
pace ives personal support

Needs To Learn: Change provides opportunity riendship
isn t everything Discipline is good Boldness and taking risks
are sometimes necessary.

ou have a predictable pattern of behavior because you have a
specific personality. There are four basic personality types. These
types, also known as temperaments, blend together to determine your

unique personality. To help you understand why you often feel,
think and act the way you do, the following graphic summari es
the our Temperament odel of Human Behavior.

C

Interpretation…

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Two graphs are identified for each person. They will help you
understand how each person feels, thinks and acts. There is no
bad profile. Each graph simply identifies a specific way the person
looks at life.

GRAPH 1: “This is expected of me” is the response to how
the person feels and thinks people e pect him or her to behave.
The person is telling you, “This is how I feel you want me to be”
or “I think you want me to act like this.”
eople understand early in life that there are acceptable and
unacceptable actions. Everyone is influenced by these thoughts
and feelings.

GRAPH 2: “This is me” is the person’s response to how
he or she feels and thinks under pressure how the person really
feels and thinks inside. The person is revealing how he or she
will naturally respond when he or she does not think about what
is e pected of him or her usually under stress.
Everyone is born with a natural bent of behavior. Our parents
and peers, plus our environment growing up help develop our
personalities into predictable patterns of behavior.

If GRAPHS 1 and 2 are alike, understanding the person’s
personality will be easier. If the two graphs are different, the
person may be struggling with an attitude about what is e pected
of him or her and how he or she really wants to act. Or the person
may be very consistent with what is e pected and the real him or
her. Having two different graphs is not a problem and is normal
for many people.

The e amples show a D I type in GRAPH 1 and I S in
GRAPH 2. This person is revealing that he or she thinks people
want him or her to be more dominant, even though he or she re-
ally isn’t that type. This person is also more S submissive and
security oriented than what he or she feels is e pected of him or
her.

To understand how to read the two graphs, focus on each plot-
ting point under the DISC columns.
Every point in the upper third is considered high. Every point
in the middle third is mid. Every point in the lower third is con-
sidered low.
The higher the plotting point, the more that DISC letter describes
the person’s behavior. Study this entire report to understand how
to apply what you learn about yourself and others.

D I S C
E ample of raph

D I S C
E ample of raph

Understanding The Two GraphsUnderstanding The Two Graphs…

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Each graph describes a personality in a different way.
Look at each graph and find the highest plotting point.

Notice in Example A, the highest point is “C.” The next highest
point is S. This profile is a C S type personality.
C S s are cautious and steady. They like to do one thing at a time
and do it right the first time. They also like stable and secure oriented
surroundings. They don’t like to take risks or cause trouble.
C S s need to be more outgoing and positive. Their Behavioral Blend

is “Competent Specialist.”
To help you read the graphs, also notice the lowest plotting points.
The e ample shows I as the lowest point. It simply means that this
person doesn’t enjoy inspiring or interacting with people, while he or
she tends to be more shy and calculating about things.
This person is more reserved than outgoing. He or she likes people
on an individual basis. The low I is not bad. It only indicates a low
interest in enthusiastic and carefree behavior.

Example B shows a graph with a high D I personality type. This
person is more active than passive. D I s are dominant and inspiring
people. They like to control and influence others. They don’t like to
sit still or work on one thing at a time.
otice the S and C plotting points are low. This means this
person is not so concerned with security and stability or cautious
and calculating actions. Low S C s are more risk takers and active
types.

Example C is an I S type personality. I S s love people. They
are active outgoing in their I and passive reserved in their S . They
don’t like tasks. They need lots of recognition and a stable environment.
Their D and C are low, meaning they are not assertive dominant
or logical contemplative types.

our profile may be different. It really doesn’t matter what your
personality is. The important thing is that you control your personality,
rather than allowing your personality to control you.
emember, there is no bad personality. We need to accept the way
we and others naturally respond as unique traits. Everyone doesn’t
think, feel or act the same way. Once we understand these differences
we will be more comfortable and effective with ourselves and others.
To learn more, be sure to study the Behavioral Blends.

D I CS

D I CS
D I CS

Ex
am

pl
e

B
Ex

am
pl

e A
Ex

am
pl

e
C

How To Read The DISC GraphsHow To Read The DISC Graphs

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S: STEADY SPECIALISTS
“S”s are stable and shy types. They do not like changes.
They enjoy pleasing people and can consistently do the
same job. Secure, non-threatening surroundings are
important to them. They make the best friends because
they are so forgiving. Other people sometimes take
advantage of them. They need to be stronger and learn
how to say, “No” to a friend who wants them to do wrong.
Talking in front of large crowds is difficult for them.
They are motivated by sweet and sincere opportunities
to help others.

D: DETERMINED DOERS
“D”s are dominant and demanding. They win at all costs.
They do not care as much about what people think as
they care about getting the job done. Their insensitivity
to feelings makes them too strong. They are great at
developing things, but they need to improve their abil-
ity to do things correctly. Their strong will should be
disciplined to prepare and think more accurately about
what they are doing. They are motivated by serious
challenges to accomplish tasks.

D I S C

D I S C
D I S C

S/I: STEADY INFLUENCERS
“S/I”s are sensitive and inspirational. They accept
and represent others well. They have lots of friends
because they are tolerant and forgiving. They do not
hurt people’s feelings and can be very influential. They
need to be more task-oriented. They must learn to
finish their work and do it well. They like to talk, but
should pay more attention to instructions. They would
be more influential if they were more aggressive and
careful. They are kind and considerate. Motivated by
opportunities to share and shine, they induce others
to follow.

I/D: INSPIRATIONAL DOERS
“I/D”s are super salespeople. They love large groups.
They are impressive and can easily influence people
to do things. They need a lot of recognition. They
exaggerate and often talk too much. They jump into
things without thinking them through. They need to
be more studious and still. They should also be more
careful and cautious. They are motivated by exciting
opportunities to do difficult things. If not careful, they
will do things to please the crowd and get themselves
into trouble in the process. They make inspiring lead-
ers and determined individuals.

D I S C
D I S C
D I S C

D/I/C: DOMINANT INSPIRING CAUTIOUS
“D/I/C”s are demanding, impressing and competent. They
tend to be more task-oriented, but can be people-oriented
before crowds. They need to increase their sensitivity
and softness. They don’t mind change. Active and
outgoing, they are also compliant and cautious. They
like to do things correctly, while driving and influencing
others to follow. Their verbal skills combine with their
determination and competence to achieve. Security is not
as important as accomplishment and looking good.

“C/S”s tend to always be right. They like to do one
thing at a time and do it right the first time. Their
steady and stable approach to things makes them
sensitive. They tend to be reserved and cautious. They
are consistent and careful, but seldom take risks or try
new things. They do not like speaking to large crowds,
but will work hard behind the scenes to help groups
stay on track. They are motivated by opportunities to
serve others and to do things correctly.

C/S: COMPETENT SPECIALISTS

“D/I”s are bottom line people. They are much like Dy-
namic Influencers. They are a little more determined
and less inspirational, but they are strong doers and
able to induce others to follow. They need to be more
cautious and careful, as well as more steady and stable.
They get involved in a lot of projects at the same time.
They need to focus on one thing at a time and slow down.
They are motivated by opportunities to accomplish
great tasks through a lot of people.

D/I: DRIVING INFLUENCERS

There are four basic personality types known as D, I, S, and C behavior. Everyone is a blend or combination of these four
temperaments. No type is better than the other. No one has a bad personality. The most important factor is what you do with
your personality. Don’t let your personality control you; instead learn how to control your personality.
To help you discover more about your specific behavioral style, there are Behavioral Blends. One or two Behavioral
Blends will best describe you. Few people are pure D, I, S, or C types. Most everyone is a combination of the four types. Re-
member, it doesn’t matter what personality you have, as much as what you do with it. (Continue instructions next page.)

I/D/S: INSPIRING DRIVING SUBMISSIVE
“I/D/S”s are impressing, demanding and stabilizing at
the same time. They are not as cautious and calculating
as those with more “C” tendencies. They are more active
than passive. But they also have sensitivity and steadi-
ness. They may seem to be more people-oriented, but
can be dominant and decisive in their task-orientation.
They need to be more contemplative and conservative.
Details don’t seem as important as taking charge and
working with people.

“I”s are impressive people. They are extremely active
and excited individuals. Approval is important to them.
They can have lots of friends if they do not overdo their
need for attention. They can be sensitive and emotional.
They need to be more interested in others and willing to
listen. They do not like research unless it makes them
look good. They often do things to please the crowd. They
are entertainers. They need to control their feelings and
think more logically. They often outshine others and are
motivated by recognition.

I: INSPIRATIONAL INFLUENCERS

D I S C

D I S C

D I S C
C: CAUTIOUS COMPETENT TYPES
“C”s are logical and analytical. Their predominant drive
is careful, calculating, compliant and correct behavior.
When frustrated, they can over do it or be the exact op-
posite. They need answers and opportunities to reach
their potential. They tend not to care about the feel-
ings of others. They can be critical and crabby. They
prefer quality and reject phoniness in others. They are
motivated by explanations and projects that stimulate
their thinking.

D I S C

DISCOVERING YOUR BEHAVIORAL BLEND DISCOVERING YOUR BEHAVIORAL BLEND

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11

D I S C
D I S C
D I S C
D I S C
D I S C

C/I/S: COMPETENT INFLUENCING SPECIALISTS

STRAIGHT MID-LINE
A Straight Mid-Line Blend occurs when all four plotting
points are close together in the middle of the graph. This
may indicate that the person is trying to please everyone.
Striving to be “all things to all men” may indicate mature
response to pressure. Or it may confirm frustration over
the intensity differences under pressure. The person
may be saying, “I really don’t know what my D, I, S,
or C behavior should be or really is.” The person may
want to do another profile after a while to see if there
is any change.

S/D: STEADY DOERS
S/D”s get the job done. They prefer stable surroundings
and are determined to accomplish tasks. As quiet lead-
ers, they relate best to small groups. They do not like to
talk in front of large crowds, but want to control them.
They enjoy secure relationships, but often dominate
them. They can be soft and hard at the same time. They
are motivated by sincere challenges that allow them to
systematically do great things. They prefer sure things,
rather than shallow recognition. They make good friends,
while driving to succeed.

Observe the 21 Behavioral Blends on these two pages. Choose the one or two profiles that are most like your graphs.
ead the brief paragraph descriptions of the ones that are most like you. ou will probably be a combination of two specific

profiles. ou can also have some characteristics of other types, but will normally fit into one or two Behavioral Blends.
Every personality has strengths and weaknesses uniquenesses . One person s weakness may be another person s strength.
That s why uniqueness may be a better word than weakness. In order to be more successful and improve your relation-
ships, you must learn how to control your strengths and avoid your uniquenesses. Always remember that under pressure you
lean toward your strengths. The over use of a strength becomes an abuse, and the best thing about you becomes the worst.
The characteristic that people once liked most about you can become what they later despise.

D I S C

D I S C
D I S C
D I S C

D I S C
Some patterns indicate unique struggles an individual
may be having.

An Above Mid-Line Blend occurs when all four plot-
ting points are above the mid-line. This may indicate a
strong desire to overachieve.
A Below Mid-Line Blend occurs when all four plotting
points are below the mid-line. This may indicate that the
person is not really sure how to respond to challenges.

I/C: INSPIRATIONAL COMPETENT
“I/C” Types are inspiring, yet cautious. They size up situ-
ations and comply with the rules in order to look good.
They are good at figuring out ways to do things better
through a lot of people. They can be too persuasive and
too concerned about winning. They are often impatient
and critical. They need to be more sensitive to individual
feelings. They are often more concerned about what oth-
ers think. They do not like breaking the rules; neither
do they enjoy taking risks. They need to try new things
and sometimes go against the crowd. They are careful
communicators who think things through.

“C/I/S”s like to do things right, impress others and
stabilize situations. They are not aggressive or pushy
people. They enjoy large and small crowds. They are
good with people and prefer quality. They are sensitive
to what others think about them and their work. They
need to be more determined and dominant. They can
do things well, but are poor at quick decision-making.
They are capable of doing great things through people,
but need to be more self-motivated and assertive. They
are stimulated by sincere, enthusiastic approval and
logical explanations.

“I/S”s are influential and stable. They love people and
people love them. They like to please and serve others.
They do not like time controls or difficult tasks. They
want to look good and encourage others, but often lack
organizational skills. They follow directions and do what
they are told. They should be more concerned about
what to do, than with whom to do it. They are motivated
by interactive and sincere opportunities to help others.
Regardless of being up front or behind the scenes, they
influence and support others. They make good friends
and obedient workers.

I/S: INSPIRATIONAL SPECIALISTS

D/I: DYNAMIC INFLUENCERS
“D/I”s are impressive, demanding types. They get excited
about accomplishing tasks and looking good. Determined
and driven, they influence large crowds best. They can be
too strong and concerned about what others think. They
have good communication skills and are interested in
people. They need to be more sensitive and patient with
the feelings of others. Learning to slow down and think
through projects are crucial for them. They are motivated
by opportunities to control and impress.

“D/C” Types are determined students or defiant critics.
They want to be in charge, while collecting information
to accomplish tasks. They care more about getting a job
done and doing it right than what others think or feel.
They drive themselves and others. They are dominant
and caustic. Improving their people skills is important.
They need to be more sensitive and understanding. They
are motivated by choices and challenges to do well.

D/C: DRIVING COMPETENT TYPES

“S/C” Types are stable and contemplative types. They
like to search and discover the facts. They like to weigh
the evidence and proceed slowly to a logical conclusion.
They enjoy small groups of people. They do not like
speaking in front of large crowds. They are systematic
and sensitive to the needs of others, but can be critical
and caustic. They are loyal friends, but can be too fault-
finding. They need to improve their enthusiasm and
optimism. They are motivated by kind and conscientious
opportunities to slowly and correctly do things.

S/C: STEADY COMPETENT TYPES

C/S/D: COMPETENT STEADY DOERS
“C/S/D”s are a combination of cautious, stable and deter-
mined types. They are more task-oriented, but care about
people on an individual basis. They don’t like to speak in
front of crowds. They prefer to get the job done and do it
right through small groups, as opposed to large groups.
They tend to be more serious. Often misunderstood by
others as being insensitive, “C/S/D” types really care for
people. They just don’t show it openly. They need to be
more positive and enthusiastic. Natural achievers, they
need to be more friendly and less critical.

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From a Business Perspective

When we discover our personality types, we can recognize the
specific areas in which we need to improve. The following are admo-
nitions and challenges to help you focus on becoming more balanced.
These points apply to all of us, but they are especially pertinent in our
areas of weakness and need.

D: “Determined Doers”
Be careful to not offend people when you take charge.
Anger is a normal human emotion, but it must be controlled.
Pursue purity and peace.
Focus on doing one thing well.
Be kind to everyone, because everyone is carrying a burden.

D/I: “Driving Influencers”
Though naturally fearless and able, you need to respect others.
Guard the overuse of your strengths be nice to others.
Making peace is a greater challenge than winning a fight.
Choose your words carefully.
Control your feelings.

D/I (lower): “Dynamic Influencers”
Develop humility and obedience.
Remember everyone has a boss, even you.
Avoid rebellion.
Recognize that winning is not always most important.
Be patient with others.
Rely on others instead of your ability to make things happen.

D/C: “Driven and Competent”
Seek to get along with everyone.
Be kind and loving.
Show more love.
Seek to serve, not to be served, and have a “servant’s heart.”
Recognize meekness is not weakness.
Control your desire for power over others.
Take time to be still.

Controlling Your
Behavioral Blend/s

CONTROLLING YOUR
BEHAVIORAL BLEND/S

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CONTROLLING YOUR BEHAVIORAL BLEND Continued

I: “Ins ira ional Influencers”
Do not exalt yourself.
Listen more.
Work at being organized.
Concentrate on doing what is most important.
Prepare thoroughly.
Be careful what you desire.
Do not be overconfident, and watch what you promise.

I/D: “Inspirational Doers”
Guard the power of your words.
Do not use owery language ust to impress people.
Always tell the truth.
Be small in your own eyes and attitudes.
Give others the glory for all you do.
Put others before yourself.
Beware of the “lust of the esh and pride of life.”

I/ : “Ins ira ional ecialis s”
Beware of always seeking everyone’s approval.
Seek to please others and make them look good.
Be more task-oriented.
Do not be lazy.
Work hard.
Do not ust talk about what you want.
Be industrious.

I/C: “Inspirational and Competent”
Do not think too highly of yourself.
Be a good example.
Care more about insignificant people.
Be bold and confident.
Guard what you say.
Do not atter yourself.

CONTROLLING YOUR BEHAVIORAL BLEND/S Continued

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CONTROLLING YOUR BEHAVIORAL BLEND Continued

S: “Steady Specialists”
Increase your confidence.
Fear not.
Speak out more often.
Be outgoing and less inhibited.
Be assertive.
Do not be insecure.

/I: “ ea y Influencers”
Think things through.
Take stands.
Guard against fearfulness.
Remember, you do not always need people to encourage you.
Always do right and take charge if you have to.
Prepare more.

S/D: “Steady Doers”
et people know you are capable and confident.
Speak out.
Be excited.
Be strong in your weaknesses.
ncourage and help others daily.
Reason and evaluate more.

S/C: “Steady and Competent”
Be assertive and strong.
Be more enthusiastic.
n oy relationships rather than endure them.
Peace and happiness do not come from security and safety.
Deep peace is knowing there are answers to your problems.
Be fearless.

CONTROLLING YOUR BEHAVIORAL BLEND/S Continued

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CONTROLLING YOUR BEHAVIORAL BLEND Continued

C: “Cautious and Competent”
Be more patient when you correct others.
Correct others in love.
Be more positive.
Hope in the possibilities, not your circumstances.
Build relationships with others.
Find happiness apart from fulfilling your tasks.

C/S: “Competent Specialists”
Think more positively.
Guard against the fear of failure.
Focus on the possible.
Be cheerful.
When everything is going wrong, be encouraging.
Take more risks and be assertive.

C/I/S (or any combination of I, S, and C):
“ om e en Influencing ecialis s”
Guard against being udgmental.
Avoid bitterness and resentment.
Step out of your comfort zone.
Be thankful for everything.
Be encouraging and a good example to others.
Take charge and do whatever you need to do.

C/S/D (or any combination of D, S, and C):
“Competent, Steady Doers”
Be more enthusiastic.
Do not worry so much about problems.
Be more positive.
Be more sensitive.
Do not be reluctant to lead because of poor verbal skills.
Be more outwardly optimistic and encouraging to others.

CONTROLLING YOUR BEHAVIORAL BLEND/S Continued

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I/D/S (or any combination of D, I, and S):
“Inspiring, Driving, and Submissive”
Be more calculating and careful.
Be more organized.
Be careful what you promise.
Give others the glory for all you do.
Think before you act.
Be humble and slow to speak.

D/I/C (or any combination of D, I, and C):
“Dominant, Inspiring, and Cautious”
Listen more.
Be more sensitive to other’s feelings.
Be a peacemaker.
Do not be judgmental.
Be optimistic and encouraging to others.

Straight Mid-Line
Recognize your importance.
Relax more.
Remember you cannot please everyone all the time.

Above Mid-Line
An Above Mid-Line Blend may mean you are trying too hard to over-

achieve.
You may feel pressure from unrealistic expectations.
Stop attempting to do so much.

Below Mid-Line
A Below Mid-Line Blend may indicate you feel threatened or

insignificant.
Let others encourage and guide you.
Be more optimistic and think better of yourself.

Applying what we learn is the next level of profiling. It really does
not matter how much we know about personality types. It is what we
do about it and how it helps us be more effective that matters most. The
following are some general applications that should be practiced.

CONTROLLING YOUR BEHAVIORAL BLEND/S Continued

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High “I”s
They need lots of recognition, approval
and stroking.
They like to talk and get attention.
Being quiet is difficult for them.
ive them opportunities to e press
themselves.
Don’t put them down for their desire to
entertain.
Encourage them to control their e cite-
ment and share the limelight with others.

“I”s need to learn they will have more
friends when they make others look good.
Praise them when they do well. Emphasize
how their poor behavior makes them look
bad, when they under-achieve. They espe-
cially need to guard against pleasing every-
one.

High “S”s

They desire steady and stable environ-
ments. Change is difficult. ive them time
to adjust.
Don’t e pect them to accept risks or try
new things. They prefer traditional roles.
Difficult assignments and enthusiastic
challenges are not effective. riendly and
sweet appeals are best.
Encourage S s to be more outgoing
and assertive, so that they won’t be taken
advantage.

“S”s’ natural submission causes oth-
ers to take advantage of them. “S”s need
to learn how to control their reluctance to
be bold and assertive. Saying “no” can be
frightening, yet powerful. Taking chances
and risks to take charge can be very re-
warding.

High “D”s
They need challenges and choices.
They don’t like to be told what to do.
They want to be their own bosses.
Controlling themselves is most
important. Desiring to control others, D s
need to guard their feelings.
Since D s test and challenge authority,
they need to learn that everyone has a boss.
If not, they will push others to the limit.

Instead of telling “D” s to complete a
task immediately, give them the choice
between completing the task now or by a
certain time. They will usually choose the
latter, but they at least have the choice.

High “C”s
They like to do things right. inishing a
project half way or half right is unacceptable
to them.
ive them time and resources to do their
best.
Don’t push them to always do better.
They may get frustrated and give up.
Encourage them to improve their people
skills. They need to learn to be more
sociable.
Answer their questions and e plain the
whys of life.

Provide these types with happy and
positive atmospheres. They tend to be natu-
rally pessimistic and moody. Joyful and
up i ing music r und e me r ce
can be very encouraging. Avoid being con-
stantly negative and critical, especially with
these personalitiy types.

Practical Application

Practical Application

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15A –

Stress Management

“D” Behavior —
Under Pressure:
Becomes dictatorial, domineering,
demanding, angry, intense, forceful, direct,
bossy.

Sources of Irritation:
Weakness, indecisiveness, laziness, Lack
of — discipline, plan, purpose, direction,
authority, control, challenge.

Needs To:
Back-off, seek peace, relax, think before
reacting, control self, be — patient, loving,
friendly, loyal, kind, sensitive.

“I” Behavior —
Under Pressure:
Becomes hyper, overly optimistic, imma-
ture, emotional, irrational, silly, wordy, self-
ish.

Sources of Irritation:
Disinterest, slowness, pessimism, details,
time restraints, antagonism, doubt, structure,
lack of — enthusiasm.

Needs To:
Listen, count the cost, control emotions,
be — humble, strong, disciplined, punctual,
careful with words.

“C” Behavior —

Under Pressure:
Becomes moody, critical, contemplative,
negative, worrisome.

Sources of Irritation:
Incompetence, disorganization, foolish-
ness, dishonesty, inaccuracy, wastefulness,
inconsistency, blind faith.

Needs To:
Loosen-up, communicate, be — joyful,
positive, tolerant, compromising, open, trust-
ing, enthusiastic.

“S” Behavior —

Under Pressure:
Becomes subservient, insecure, fearful,
weak-willed, withdrawn, sympathizes, sucker.

Sources of Irritation:
us iness, ins i i , infle i i i , nger,
disloyalty, insensitivity, pride, discrimination,
unfairness.

Needs To:
Be — strong, courageous, challenging,
aggressive, assertive, confrontational, enthu-
siastic, outgoing.

Stress Management

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16A –

Transactional or Transformational Leader?
So what’s the difference? . . .
According to many authorities on leadership
there are “two fundamental types of leaders; the
transactional and the transformational leader.
Transactional leaders engage in an exchange
process with followers; ‘If you do this, I’ll give you
that’. Transformational leadership, by contrast,
gets people to do far more than they themselves
expect they can do.”
Transactional leadership is more contingent
upon rewards. There’s a contract exchange of
rewards for tasks. There are promises of
rewards for good performance. Accomplishments
are recognized. There’s a transaction between the
leader and the follower.
On the other hand, transformational
leadership is inspirational. It provides vision and
purpose. Followers are offered something more
than rewards. There’s a relationship based upon
healthy pride, respect, and trust, rather than, just
accomplishments and rewards.
Transformational leaders have charisma. They
communicate high expectations that transform fol-
lowers and organizations.
These type leaders often overcome the prob-
lems that arise from the misunderstanding about
leadership. Regardless of what type leader you
are, understanding the science of leadership is
imperative.

Everything rises or
falls on leadership!

Leadership is the backbone — the heart and
soul; the hands and feet that make things work
best. Without good leadership, an organization is
like a ship without a rudder. It’s like an airplane
without wings; or like an archer without arrows.
Transformational leadership is more than just lead-
ing.
Transformational leadership is a life long
process of “becoming” — of being transformed,
in order to transform others. It’s not natural traits
enabling them to be better than others. People
learn and grow into more effective leaders.

According to Bass and Stogdill, there is
“devastating evidence” against the traits theory of
leadership. “A person does not become a leader
by virtue of the possession of some combination of
traits, but the pattern of personal characteristics of
the leader must bear some relevant relationship to
the characteristics, activities, and goals of the fol-
lowers.”

Most people believe —
Leaders are not born. They are made!

But it is probably more accurate to say —
Everyone is born with the innate

ability to become a leader!
Anyone can become a leader. That’s what
Transformational Leadership is all about. Being
transformed by the renewing of your mind to be-
come what you were designed to be.
Becoming a Transformational Leader begins
by recognizing you are endowed to succeed in life.

ulfilling that purpose can transform you into a
blended (DISC) Servant Leader!
The most effective leaders are the Transfor-
mational Servant Leaders. They are those who
understand themselves and others to work on a
higher plain of life. They discover the insights that
transcend the norm or typical. They learn how and
what it takes to impact others.
Understanding Human Behavior Science and
applying what you learn can help you identify your
style of leadership. The Uniquely You Question-
naire identifies your DISC personality type.
Simply adapt what you learn to leadership from
a Servant Leader perspective. The interpretation
and practical application throughout this report
will help you clearly see the relationship between
personality types and Transformational Servant
Leadership.
Hopefully this assessment will result in better
attitudes, improved relationships, and measurable
results. Identifying your DISC profile can be the
beginning of a new way of leading for you and oth-
ers.
It can make the difference in happiness and sor-
row . . . success and failure in life. This profile can
help you discover and develop the unique leader
within you!

Are you a
Transactional or Transformational Leader?

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Leader Styles
The following describes different leadership styles.
People tend to lead according to their personalties, rather
than adapt to the styles of others.

“D” Leaders —
“D”s are take control and be in charge types. They
don’t like people telling them what to do. “D” leaders can
be too pushy and forceful. They need to control their direct
and demanding approach to management. They make better
leaders when they learn to slow down, be gentle, and not so
demanding of others.

“I” Leaders —
“I”s are inspiring and enthusiastic. They love to lead
and influence others. aturally great presenters, they tend
to talk too much. “I” leaders need to listen more and not be
so sensitive to rejection. They are the most impressive and
positive leaders. “I”s love crowds, but need to be interested
in individuals.

“S” Leaders —
“S”s are the sweet, steady and stable leaders. They
seldom demand anything. They are friendly and loyal, but
tend to be too nice. They need to be more aggressive and
assertive. Overly sensitive to their shortcomings, “S”s need
to be more confident. They hate to take risks. They often
miss opportunities because of their caution. Reliable and
relaxed, they are more reserved.

“C” Leaders —
“C”s are competent and compliant. They go by
the book and want to do everything just right. They are
thorough and detail-oriented, but tend to be too informa-
tive. “C”s need to be more positive and enthusiastic. They
answer questions people aren’t asking. When optimistic,
C s are e tremely influential. They should not concentrate

on problems, but focus on potentials.

Follower Styles
People also follow according to their personalities.
Identifying individual followers’ styles make leaders more
effective.

“D” Followers —
“D”s respect strong leaders. They want to be part of
a winning team. They follow with power and authority
in mind. They wonder, “Will this action make me more
respected and / or get the job done?” “D” followers need
choices, rather than “get-in or get-out” ultimatums. They
need opportunities to do their own thing.

“I” Followers —
“I”s follow with their hearts. They tend to be impulsive
followers. They want opportunities that will make them
look good. I followers talk a lot. They make great first
impressions. Their high egos and ability to persuade often
turn them into the leaders in order to rise to the top. Some-
times you don’t know who’s leading whom.

“S” Followers —
“S” followers don’t make quick decisions. They like
leaders who are understanding and gentle. They want to
establish a relationship with a leader who will be around for
a long time. “S”s are concerned about service and stability.
When it comes to sensible and slow judgment, “S” followers
feel right at home. They like familiar and low-key environ-
ments.

“C” Followers —
“C”s are “Consumer Report” type followers. They ana-
lyze each decision. They love research and development.
“C”s are quality oriented followers. They don’t like quick or
costly decisions. Picky and precise, they follow with their
minds, rather than hearts. “C”s seldom respond positively
at first. They often want time to think about their decisions.
Once convinced, they follow best.

For example, High “S” leaders should not engage High
“D” followers in small talk. “D”s prefer leaders who get-to-
the-point. They want “bottom line” answers. They respond
best to those who are not going to waste their time.

On the other hand, High “S” followers feel comfortable
with leaders who are systematic, slower, and steady in their
approaches. “S”s don’t like fast talking, quick pace responses.
“S”s respond best to stable and sensitive leaders.

Leadership Insights
Most everyone responds to life’s challenges and choices according to his or her personality.

Therefore, individuals who relate to others must be personality wise.

The most effective Leader is
the blended Servant Leader.

These type individuals learn how to adapt and become
“all things to all men.” They understand that everyone is of-
ten motivated by their specific personality. They guard their
strengths from overuses, and improve their “uniquenesses /
weaknesses.”

Blended Servant Leaders control their drives, passions,
and wills in order to motivate others more wisely. Servant
Leaders are Transformational Leaders who raise people up to
follow on a higher plain. Anyone can be a Servant Leader. It
doesn’t matter what your “DISC” personality type is. It’s your
maturity, ability to adapt, and control yourself, rather than oth-
ers that makes the difference.

16A –
Leader Styles
The following describes different leadership styles.
People tend to lead according to their personalties, rather
than adapt to the styles of others.
“D” Leaders —
“D”s are take control and be in charge types. They
don’t like people telling them what to do. “D” leaders can
be too pushy and forceful. They need to control their direct
and demanding approach to management. They make better
leaders when they learn to slow down, be gentle, and not so
demanding of others.
“I” Leaders —
“I”s are inspiring and enthusiastic. They love to lead
and influence others. aturally great presenters, they tend
to talk too much. “I” leaders need to listen more and not be
so sensitive to rejection. They are the most impressive and
positive leaders. “I”s love crowds, but need to be interested
in individuals.
“S” Leaders —
“S”s are the sweet, steady and stable leaders. They
seldom demand anything. They are friendly and loyal, but
tend to be too nice. They need to be more aggressive and
assertive. Overly sensitive to their shortcomings, “S”s need
to be more confident. They hate to take risks. They often
miss opportunities because of their caution. Reliable and
relaxed, they are more reserved.
“C” Leaders —
“C”s are competent and compliant. They go by
the book and want to do everything just right. They are
thorough and detail-oriented, but tend to be too informa-
tive. “C”s need to be more positive and enthusiastic. They
answer questions people aren’t asking. When optimistic,
C s are e tremely influential. They should not concentrate
on problems, but focus on potentials.
Follower Styles
People also follow according to their personalities.
Identifying individual followers’ styles make leaders more
effective.
“D” Followers —
“D”s respect strong leaders. They want to be part of
a winning team. They follow with power and authority
in mind. They wonder, “Will this action make me more
respected and / or get the job done?” “D” followers need
choices, rather than “get-in or get-out” ultimatums. They
need opportunities to do their own thing.
“I” Followers —
“I”s follow with their hearts. They tend to be impulsive
followers. They want opportunities that will make them
look good. I followers talk a lot. They make great first
impressions. Their high egos and ability to persuade often
turn them into the leaders in order to rise to the top. Some-
times you don’t know who’s leading whom.
“S” Followers —
“S” followers don’t make quick decisions. They like
leaders who are understanding and gentle. They want to
establish a relationship with a leader who will be around for
a long time. “S”s are concerned about service and stability.
When it comes to sensible and slow judgment, “S” followers
feel right at home. They like familiar and low-key environ-
ments.
“C” Followers —
“C”s are “Consumer Report” type followers. They ana-
lyze each decision. They love research and development.
“C”s are quality oriented followers. They don’t like quick or
costly decisions. Picky and precise, they follow with their
minds, rather than hearts. “C”s seldom respond positively
at first. They often want time to think about their decisions.
Once convinced, they follow best.
For example, High “S” leaders should not engage High
“D” followers in small talk. “D”s prefer leaders who get-to-
the-point. They want “bottom line” answers. They respond
best to those who are not going to waste their time.
On the other hand, High “S” followers feel comfortable
with leaders who are systematic, slower, and steady in their
approaches. “S”s don’t like fast talking, quick pace responses.
“S”s respond best to stable and sensitive leaders.
Leadership Insights
Most everyone responds to life’s challenges and choices according to his or her personality.
Therefore, individuals who relate to others must be personality wise.
The most effective Leader is
the blended Servant Leader.
These type individuals learn how to adapt and become
“all things to all men.” They understand that everyone is of-
ten motivated by their specific personality. They guard their
strengths from overuses, and improve their “uniquenesses /
weaknesses.”
Blended Servant Leaders control their drives, passions,
and wills in order to motivate others more wisely. Servant
Leaders are Transformational Leaders who raise people up to
follow on a higher plain. Anyone can be a Servant Leader. It
doesn’t matter what your “DISC” personality type is. It’s your
maturity, ability to adapt, and control yourself, rather than oth-
ers that makes the difference.

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Professional / LeadershipDupllication without permission proihibited 18A –

“I” Behavior —
Auditory Learner: LISTENS best to exciting and en-
thusiastic communication. Desires to hear expressions and
word-pictures that make lessons come alive. Needs to hear
influencing nd impressi e e rning c mmunic es p-
timism. Hears the lesson best through humorous stories.

Visual Learner: Wants to SEE the lesson through drama or
role-play. Desires to participate by acting out or visualizing
the lesson. Learns best when able to picture him or herself
in the lesson. Looks for images that explain the lesson.

Kinesthetic Learner: Wants to FEEL part of the lesson.
Desires an emotional tie with the presenter and point of the
lesson. Learns best in a group where his or her feelings can
be expressed. Needs heartfelt communication.

“D” Behavior —
Auditory Learner: LISTENS best to challenges and
straightforward communication. Wants to hear bottom-line
and summarized facts. Doesn’t like to listen to long drawn-out
stories. Responds best to serious and hard-hitting points. Pays
most attention when lessons are direct and demanding.

Visual Learner: Wants to SEE progress and results. Re-
sponds best to action-packed visuals. Learns best when les-
sons are animated or shown, as opposed to written or spoken.
Desires more hands on group learning by example.

Kinesthetic Learner: Wants to FEEL in control of learn-
ing. Desires strong emotion-packed, as opposed to sensitive
or silly type presentations. Responds best to authority who
makes him or her relate personally to the learning.

DISC Learning Styles
According to Cynthia Tobias’ book, THE WAY THEY LEARN,
there are four basic learning styles: Concrete, Abstract, Sequential,
and Random. There are also three ways we remember. She adds,
“Learning styles researchers Walter Barbe and Raymond Swassing
present three modes of sensory perception (ways of remembering)
that we all use in varying degrees.” These “modalities” (auditory,
visual, and kinesthetic) affect everyone’s learning styles.
Every leader should discover their auditory, visual, or kines-
thetic / feeling styles in order to help communicate better with their
followers and fellow leaders. It is not always their follower’s fault
when things are misunderstood. It is every leader’s responsibility
to work with others to know how they learn best.
Every leader should also know and understand how these
learning styles respond. Adapting one’s presenting style to the
learning style of others will often determine the success or failure
of a relationship.

It is not always the responsibility of the follower to adapt his
or her learning style to that of the leader. Followers and leaders
must both control their communicating and learning styles in order
to have the best results possible.
Understanding how your DISC personalities affect learning
styles can help guard your strengths and avoid your weaknesses.
Study the insights below to improve your communicating and
learning.
Always remember, you are the only one who can control
yourself to do right. Don’t expect or depend on anyone else to give
you the determination to respond appropriately. Learn to control
your personality, rather than letting your personality control you.
Take command of your feelings and thinking, rather than expecting
others to change on your behalf.
Become a more effective Transformational Leader by adapting
your leading style to the learning style of others.

“C” Behavior —
Auditory Learner: LISTENS best to clear and precise
words. Desires to hear lessons that explain why, what, when,
and how. Wants to hear competent and accurate communi-
cation. Is not as interested in the drama, but in hearing the
facts. Learns best with thorough explanation.

Visual Learner: Wants to SEE the lesson, as opposed to just
hearing about it. Desires visualization of the facts. Learns
best when presented with investigated lessons. Needs to have
pictures and charts drawn that explain the lesson.

Kinesthetic Learner: Wants to FEEL the lesson is clear
and understandable. Learns best when communicated through
rational and emotional means. Desires balance between facts
and feelings. Wants to learn through heartfelt, yet intellectual
presentations. Needs to feel the lesson is logical.

“S” Behavior —
Auditory Learner: LISTENS best to sweet and soft pre-
sentations. Doesn’t like strong or fast-paced communication.
Responds best to supportive and security-oriented words.
Desires to hear lessons in a small group. Wants to hear words
that make the lesson kind, nice, and caring.

Visual Learner: Wants to SEE the lesson lived-out through
the life of the presenter. Learns best by visualizing the lesson
as part of a small group, rather than having to be up front
presenting. Desires steady and stable visual environments.

Kinesthetic Learner: Wants to FEEL comfortable and
secure as he or she learns. Responds best to status-quo
type learning, without surprises or challenges. Desires that
everyone is learning harmoniously and together as a family.
Needs to feel the lesson in a personal and private way.

DISC Learning Styles

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“I” Types —
Listen for and often use
the following words or phrases:

Words: Exciting, enthusiasm, fun, feel, joy, joyful, posi-
tive, inspiring, impressive, interesting, fantastic, wow, awe-
some, wonderful, phenomenal, thrilling, sensational

Phrases: Isn’t this exciting or fun; I’m so excited; let’s
be enthusiastic; let’s all do it together; I really care about
you; I feel your pain; something good is going to happen; I
feel great; how is this going to effect the crowd; let’s go for
it; let me tell you this story; let me illustrate this; you’re
going to really like this; can you believe this; watch me,
this is sensational; I’m overwhelmed; I’m elated; I sincere-
ly want to help you

“D” Types —
Listen for and often use
the following words or phrases:

Words: Challenge, power, powerful, big, better, results,
bottom-line, win, work, change, strong, stronger, stand,
direct, definite, demand, decisiveness, deviance, now

Phrases: If it doesn’t work, let’s change it; do something;
get-in or get-out; lead, follow, or get out of the way; my way
or the highway; bigger and better; I’m results-oriented;
I don’t like the status-quo; things need to change around
here; we need to work harder; let’s not be so sensitive; take
a stand; stand in the gap; give it to me straight; don’t beat
around the bush; I demand; I’m determined; I’ve decided;
now is the time; let’s not wait any longer

Neurolinguistic Programing (NLP) is the unique way our
minds often process what we say and hear. The following in-
sights are simple observations of how people verbally share their
thoughts, plus how people perceive what they hear.
Everyone processes what they experience through their
unique senses. There is no normal right or wrong way of
processing what we hear. Some leaders can intuitively “read
between the lines” of those who are silently hurting, while other
leaders are better able to say just the right words at the right time.
The problem is that we tend to lean toward and be controlled
by our specific NLP. Under pressure and stress we lean toward
our strengths, because that’s where we are most comfortable and
confident. But the overuse of a strength can become an abuse
and the best thing about us can become the worst.
By identifying and understanding our NLP from a DISC
personality perspective, we can guard our strengths and avoid our
weaknesses (uniquenesses) while communicating to others. We

“C” Types —
Listen for and often use
the following words or phrases:

Words: Think, analyze, reason, evaluate, investigate,
comprehend, understand, plan, contingency, process, due-
diligence, organize; explain, cautious, careful, conscien-
tious, consider, contemplate, study, research

Phrases: The intelligent thing to do; it’s the reasonable
thing to do; I don’t understand; please explain; let’s think
about this; I need time to think; doesn’t this make sense;
let’s process this; we need a backup plan; let’s work our
plan and plan our work; we need to work smarter; we
need to be more organized; I can’t stand disorganization;
let’s be more careful; let’s look further; I don’t like quick
decisions ate s o wor fi re it o t

“S” Types —
Listen for and often use
the following words or phrases:

Words: Caring, nice, kind, sensitive, sweet, soft, tender,
loving, belonging, family, tradition, steady, stable, security,
serving, servant, teamwork, unity, calm

Phrases: I really care about you; let’s not hurt anyone;
we need to be more sensitive; how will this affect our fami-
ly; doesn’t anyone care; I don’t like change just for change
sake; let’s take it slow; I don’t like instability or insecurity;
I like stable and steady situations; people are more impor-
tant than things; his or her feelings really matter; how can
we help that person; let’s work together; together we can;
we’re in this together; let me help you; I’m not sure I can
do that; I really don’t feel comfortable

can consciously use the most effective words to influence others.
We can also be aware of the words others may use that best influ-
ence us.
So when you speak to an individual or a group, keep in mind
that people listen through their NLP. You will also have the natural
tendency to share through your NLP. Therefore, consider the
words you use. Adapt your presentation to the person you are try-
ing to communicate with to fit their NLP. Also when speaking to a
group of people, be sure to add the words and phrases with which
everyone can identify.
For example, when making an appeal to a group you may
want to say something like this as you close: “I challenge you to
take this risk”; and “people will see and take note of your
wisdom”; and “I want to sincerely encourage you to make this
decision”; and “doesn’t this decision make sense?”
Also keep in mind there is a lot of “junk” associated with hu-
man behavior science. Choose what you use carefully.

Neurolinguistic Programing

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Presenting Insights

Most everyone responds to life’s challenges and

choices according to their personalities.
Therefore, leaders especially must be personality wise.

For example, High “D” followers should not be
engaged in small talk. They want leaders who get-to-the-
point — “bottom line.” They prefer leaders who are not
going to waste their important time and busy schedule.

On the other hand, High “S” followers feel more
comfortable with leaders who are more systematic,
slower and steady in their approaches. “S”s don’t like
fast talking, quick pace presentations.

Leader’s Communicating Styles
The following will help you see each leader’s
communicating style. People tend to speak according to
their types, rather than adapt to the other person’s type.

“D” types —
“D”s are take control and be in charge types.
They don’t like people telling them what to do. “D”
leaders can be too pushy and forceful. They need to con-
trol their direct and demanding approach to motivating
others. They make great leaders when they learn to slow
down, be gentle and not so demanding of others.

“I” types —
“I”s are inspiring and enthusiastic. They love
to lead and influence others. aturally great present-
ers, they tend to talk too much. “I” leaders need to listen
more and not be so sensitive to rejection. They are the
most impressive and positive leaders. “I”s love crowds,
but need to be interested in individuals.

“S” types —
“S”s are the sweet, steady and stable lead-
ers. They seldom push or demand anything. They are
friendly and loyal, but tend to be too nice. They need to
be more aggressive and assertive. Overly sensitive to
how people feel, “S”s need to be more optimistic. They
hate to take risks. They often miss great opportunities
because of their caution. Reliable and relaxed, they are
more shy.

“C” types —
“C”s are competent and compliant. They go
by the book and want to do everything just right. They
are thorough and detailed-oriented, but tend to be too
informative. “C”s need to be more positive and enthu-
siastic. They answer questions people aren’t asking.
When optimistic, C s are e tremely influential. They
should not concentrate on problems, but rather focus on
the potentials.

Follower’s Listening Styles
Followers also listen according to their personalities.
The following insights are the listening styles of their
different personality types.

“D” types —
“D”s want to hear “the bottom line.” They
like the direct approach and have a part in making the
final decision. They follow with power and authority in
mind. They wonder, “Will this task make me more re-
spected or stronger.” “D” followers need choices, rather
than “get-in or get-out” ultimatums.

“I” types —
“I”s listen with their hearts. They tend to be im-
pulsive followers. They want leaders that will let them
look good. “I” followers want to talk more than listen.
Their high egos and ability to persuade often turns them
into the obedient followers in order to look good. Some-
times you don’t know who’s leading who.

“S” types —
“S” followers don’t make quick decisions. They
like leaders who are understanding and gentle. They
want to establish a relationship with a leader that will
be around a long time. “S”s listen best to sensitive and
stable building presentations. When it comes to mak-
ing sweet and slow decisions, “S” followers feel right
at home. They like to listen in familiar and low-key
environments.

“C” types —
“C”s are “Consumer Report” type followers.
They research and prepare each move. They also love
analytical reports. “C”s are thinkers. They don’t like
messy plans. Picky and precise, they follow with their
minds, rather than hearts. “C”s seldom ever follow
spontaneously. They often want time to think about
their decisions. They listen for details and well thought
out plans.

Presenting Insights

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D I S C

Example above: The person with the solid
line has a D I personal profile, while his or her
leadership role with a dotted line calls for a “S/C”
type. One profile is not better than the other. Both
profiles have their strengths and “uniquenesses.” To
improve your effectiveness as a leader, notice the
differences between the two profiles.

Leaders often struggle because their personal
profiles don’t match their leadership roles. If the
solid line is your personal profile, you may be more
decisive or need to be in charge. But your leader-
ship role may know that total freedom is not pos-
sible. ou must adapt your personal profile to your
leadership role profile.

But your D I personal profile may be e actly
what your leadership role requires. The D I may
want to do his or her own thing, while the S C role
as a leader may want to be more cautious. The
D I profile wants to be more aggressive, while the
S C role as a leader needs to be more reserved.

Leadership Reflection

The S C leadership role needs to be more as-
sertive in order to control your D I natural drives.
The S C role as a leader also needs to be aware of
the D I personal profile needs more opportunity to
“run with the ball.” This person is a natural self-
starter, but will need to guard their aggressiveness
and be more slow and soft.

On the other hand, D I roles as leaders must
control themselves first, if they want to control
their followers. S C leadership roles must always
remember certain personalities are control-oriented
and need to be instantly addressed. ollowers will
gain more freedom and responsibility when they
learn to obey, rather than resist strong D type lead-
ers.

otice all D,I,S, and C differences in your con-
trasting graphs above in respect to your role as a
leader and your personal profile. Concentrate on
all the DISC letters. Evaluate each letter with your
specific role as a leader in mind.

D I S C D I S C

Then transpose your new leadership
role profile on top of your personal profile
below. ow contrast your personal pro-
file to that of your role as a leader. Study
the differences and develop strategies to
adapt your personal profile to your role as
a leader.

Contrast your personal DISC profile
to your leadership role. Transpose your
graphs from the back page of your UY
Questionnaire to the two graphs below.
edo your UY Questionnaire from
the perspective of your leadership role.
Choose the ost and Least groups

of words that best describe your role as a
leader. ocus on what you think others
e pect a good leader should be.
Complete your questionnaire again
using different distinguishable marks . If
you marked each bo with a dot, use a
or X this time.

Leadership Reflection

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Becoming the most effective leader for a specific task will obviously
make a difference between success and failure as a leader. Adapting your
personal profile to a specific roll is imperative. he following are e amples
and e planations of how to adapt your natural personality type to your role
as a Blended DISC Servant Leader.
Stress occurs in every ob. he level of pressure can be directly related
to your personality in relations to your demands as a leader. In other words
aggressive leaders can cause more stress to the passive and reserved type
followers. D and I type personalities are more suited to active type
leaders but must learn to adapt to the more passive type followers.
At the same time S leaders can also be successful as they control
their natural reluctance and discipline themselves to be more outgoing.

heir style will be “steady, stable and sensitive,” emphasizing service and
security trust as they lead others whether they are active or passive types.

Graph A compares a igh I individual to a igh S roll. I s are
active people oriented personalities. hey make great leaders. I s tend
not to like detail. hey need to work on time management and call for
commitments. hey don t like to pressure people.

If an I were to have an S type roll as a leader he or she may become
frustrated and bored. I s need to be active working with large groups
of people. hey love to e press themselves. I s need opportunities to
shine while S roles may re uire working behind the scenes.

Graph B compares a igh D C employee to a igh I S roll. D C s
are task oriented. hey love the challenge of completing a difficult task
and getting it done right. D C s are not socially active. hey prefer
telling people what to do and making sure it gets competently done.

D C s make good managers as leaders but need to work on being
more sensitive and encouraging to those who work under them. I S
roles re uire more social skills.

Graph C compares a igh I S C individual to a igh D roll. An
I S C leader will like to deal with the public and is concerned about the

details. D rolls desire not getting bogged down with details or having
to sociali e. D rolls also re uire a thick skin and decisive leader.

I S C s who have learned to be more “shakers and movers” can handle
the roll but may struggle with strong willed and demanding people. D
roles may need someone less tolerant and compromising.

Summary
he higher the individual s DISC personality type is in contrast to what
their role as a leader is the greater the potential for making a mistake. or
e ample if you are a C type personality in the role as a leader that re uires
a lot of I type you may be too reserved. But if you are a C type trying to
lead a group of I s that s what they need but you must adapt your style to be
more e cited. I s prefer someone to take care of the details and paper work.
But I s also need someone positive and encouraging. ou must decide which
factors are most essential and become all things to all people.

I s are outgoing
while S roles need
steady responses.
I s are more optimis

tic while S roles
need sensibility.
S roles re uire

caution not risks.
I s love to talk S

roles may require
better listening skills.

D C s are task
oriented while I S
roles require people
skills.
D C s want to get

the role done while
I S obs need more
sensitivity.
I S roles focus on

more service than
D C s may prefer.

B. “D/C” Relating To “I/S” Role

C. “I/S/C” Relating To “D” Role

I S C s are not
dominant.
hey prefer sociali a

tion and competence
in their role.
D roles re uire

aggressive and
assertive behavior.
I S C s do well with

people and tasks but
tend not to be drivers.

To learn more about the different com-
osite ersona it t es or s ecific

insights about your personality blend,
be sure to study all the pages

in this report.

D I S C

D I S C

he following are three common opposite
types. See if one of these is like your Lead-
ership Reflections on page of this booklet.

A. “I” Relating To “S” Role

D I S C

Leadership Intensity FactorsLeadership Intensity Factors
Becoming the most effective leader for a specific task will obviously
make a difference between success and failure as a leader. Adapting your
personal profile to a specific role is imperative. The following examples

Graph A compares a high “I” individual to a high “S” role. “I”s are

If an “I” were to have an “S” type role as a leader, he or she may become

Graph B compares a high “D/C” employee to a high “I/S” role. “D/C”s

details. “D” roles desire not getting bogged down with details or having
to socialize. “D” roles also require a thick skin and decisive leader.

Graph C compares a high “I/S/C” individual to a high “D” role. An

the role, but may struggle with strong-willed and demanding people. “D”

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“D/I” Relating To “S/C”

The following are three of the most com-
mon opposite types. See if any of these is
like your Behavioral Blend/s and that of your
significant other. or co worker .

“I/S” Relating To “D/C”

“D” Relating To “I/S/C”

D I s are outgoing,
while “S/C”s are
passive and reserved.
D I s are more

positive than S C s.
S C s are more

cautious than D I s.
Both should learn

from the other.
Be committed!

I S s are people,
while D C s are
task oriented.
I S s are more high

touch than D C s.
D C s are more

high tech than D I s.
Both should learn

from the other.
Be committed!

D s are more dominant
and demanding.
I S C s resist aggres

sion, but respect it.
They prefer friendly,

secure and cautious
behavior.
Both should learn from

the other.
Be committed.

To compare your personality
with that of another person’s
personality, be sure to study

this entire report.

EXAMPLES —

There are D I behavior types, who are active in their tasks and
people skills. There are S C types, who are passive, while both
people and task oriented. D C s are pure task oriented, while being
active and passive. I S s on the other hand, are basically people
oriented while active and passive.
The I C is both active and passive while people and task oriented
at the same time. The same goes for the D S. But while the I C
loves to inspire and correct, the D S enjoys dominating and serving
others. The D S type may sound like a contradiction in terms, but
this unique and often confusing behavior is normal.
The most obvious conflicts occur when a pure D C task oriented
individual is attracted to a pure I S people oriented person. These
people were probably initially impressed with the others strengths
which were their own weaknesses. The D C lacks people skills
while the I S needs to become more task oriented and organi ed.
The e citing news is each needs the other, but difficulty comes when
one stops looking at the other s strengths and starts focusing instead
on the other s weaknesses.
The D C focuses on logical thinking and being industrious, while
the I S desires to build relationships and deepen communication.

ou can see how these two blends of behavior can clash.

ASSIGNMENT —
Consider how opposite personalities often are attracted
to each other in order to complete themselves.
Think about the obvious differences between you and
your other team members.
Ask your closest friends about opposite how personalities
in their lives have helped and benefited them.
Begin thinking about the so called “weaknesses” of
others as “uniquenesses.”

Opposites seem to attract each other. Somehow we are attracted to people
who have strengths that are our weaknesses. C s will meet an e citing, posi-
tive, upbeat type person, like an I . C s will wish they were more like him
or her, while the I is impressed with the C s logical thinking and organi ed
behavior.
D s are often attracted to C s because of C s cautious and calculating
demeanor, while C s are impressed with D s risk taking, driving, decisive
and dreaming behavior. I s are also attracted to S s because of their quiet,
sweet, soft demeanor while S s admire I s ability to influence and impress
others.
What happens when opposites attract can be e plained by the dynamics of
differences. Our differences draw us together. Ironically, those same differ-
ences can drive us apart. The characteristics of the person with whom we felt
a bond often become the very traits we end up resenting.
While opposites often attract, we must keep in mind that most people are
blends or composites of DISC. ew people are predominate D s, I s, S s,
or C s. ost people are a combination of several of types.

Challenging Differences

D I S C
D I S C
D I S C
Challenging Differences

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“D” Behavior —
Under Pressure:
Becomes dictatorial, domineering, demand-
ing, angry, intense, forceful, direct, bossy.
Sources of Irritation:
Weakness, indecisiveness, laziness
Lack of — discipline, plan, purpose,
direction, authority, control, challenge.
Needs To:
Back off, seek peace, relax, think before
reacting, control self, be — patient, loving,
friendly, loyal, kind, sensitive.

“C” Behavior —
Under Pressure:
Becomes moody, critical, contemplative,
negative, worrisome.
Sources of Irritation:
Incompetence, disorganization, foolishness,
dishonesty, inaccuracy, wastefulness, inconsis-
tency, blind faith, false impressions.
Needs To:
Loosen up, communicate, be — joyful, posi-
tive, tolerant, compromising, open, trusting,
enthusiastic.

Natural Responses To Conflict —
“D”s — Want To Attack
“I”s — Want To Expose Others
“S”s — Want To Support or Submit
“C”s — Want To Criticize

Recommended Wise Responses —
“D”s — Restore With Love
“I”s — Make others look good
“S”s — Care Enough To Confront
“C”s — Examine Own Self First

How To Handle Conflicts
Often, the greatest hindrances to healthy relationships
are personality conflicts. ositive individuals, desiring to
build good relationships, are often discouraged because of
misunderstandings and clashes with others.
This section is designed to help you discover why people
do what they do under pressure and why you may conflict
with others. Life s success principles on how to handle
clashes are clear. The problem is many people are not
aware of their “sensitive spots.” Everyone needs to learn
more about avoiding and resolving conflicts.
Every personality has its “hot button.” Everyone can
act like a D when pushed too far. The following are
tendencies of personalities as they relate under pressure.

“I” Behavior —
Under Pressure:
Becomes hyper, overly optimistic, immature,
em i n , irr i n , si , rd , se s
Sources of Irritation:
Disinterest, slowness, pessimism, details, time
restraints, antagonism, doubt, structure,
lack of — enthusiasm, team participation.
Needs To:
Listen, count the cost, control emotions,
be — humble, strong, disciplined, punctual,
careful with words, conscientious.

“S” Behavior —
Under Pressure:
Becomes subservient, insecure, fearful, weak-
willed, withdrawn, sympathizer, sucker.
Sources of Irritation:
us iness, ins i i , infle i i i , nger,
disloyalty, insensitivity, pride, discrimination,
unfairness.
Needs To:
Be — strong, courageous, challenging, aggres-
sive, assertive, confrontational, enthusiastic,
outgoing, expressive, cautious, bold.

Most problems
today are not technical —

they’re relational —
personality conflicts and

clashes with others.

Review the following pages with your Behavioral
Blends in mind. ead each section to see how you may
respond as a specific personality type. Also consider
how you may respond differently because of your “hot
and cold buttons.
To improve your effectiveness, control your personal-

ity and never use it as an excuse for poor behavior!

Remember —

How To Handle Conflict

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“D” / “S”
Work Index: “D”s and “S”s working together are like
masters and slaves. “D”s tell “S”s what to do. “D”s need
to appreciate S s for their hard work. D s definitely
dominate “S”s, but should never take them for granted.
“S”s feel secure with “D”s as long as “D”s show controlled
and stable behavior. “S”s should be assertive — “D”s
more compromising.

“D” / “I”
Work Index: D s and I s working together are very
active. The “D” wants to control, while the “I” wants
to impress. The “I” wants to talk, while the “D” works.
The “D” tends to dominate, while the”I” desires to com-
municate. The “I” feels as though the “D” doesn’t care,
while the “D” thinks the “I” is too sensitive. “D”s are
too serious, while “I”s too impulsive.

“D” / “C”
Work Index: A D and C working together conflict
over dreams and details. The “D” wants to get the job
done, while the “C” wants to get it done right. “D”s are
optimistic, while “C”s are more pessimistic (“realistic”).
“D”s need to be more careful, while “C”s need to be more
positive. “D” and “C” team members are task, rather
than people-oriented.

“I” / “I”
Work Index: Two “I”s working together will talk more
than work. They compete for praise and approval. They
tend to be overly optimistic and enthusiastic. Two I s will
communicate well, if one doesn t try to out talk the other.
Each wants lots of attention. Both tend to be emotional.
Communication goes two ways talking and listening.
“I” team members are the most expressive.

“D” / “D”
Work Index: Two “D”s can work well together as
long as one recognizes the other is the “boss.” “D” #1
may be the boss, but D must respect and trust
him. They must also learn to give and take. D
may be a little more dominant, but D is also very
dominant. “D” team members will be more driving and
direct. They often intimidate, but can be e tremely good
for the team.

Practical Application

e urns m ing m r decisi ns
se i decide in speci c re s
n gi e u im ums
n rce issues
d n in m ing decisi ns
n r urse , r er n e er pers n
e rn re nd c n r s ress.

Practical Application

e ermine c mmunic e n e sis
the other person’s needs.
s need s e re c re
I s need gi e s c nce
s s u d pr ise I s m re
I s s u d e m re indus ri us r ers
n in imid e r m nipu e

Practical Application

s s u d direc , n d min e s
“Submit yourself one to the other.”
gree en e is u c n r ,

the “S” has the right to say so, without fear.
s need s r ng ppe s en

their behavior is unacceptable.
s s u d s m re de ermin i n

Practical Application

e m re unders nding er s perspec
tive — Don’t criticize their personality.
ers ee e e ee
s ug is en m re s
s s u d id s eing neg i e
i e s c nce in u decisi n
s s u d e ris s s c re u

Practical Application

e urns ing
s e er repe c e r s e

heard. “I”s don’t listen well.
ec rd u greed up n s ere i

be no misunderstandings.
r ise e c er m re n see ing e

praised.

Intensity Insights

To identify the intensity between two personality types, look
for the profile of person and compare it to the profile of
person .
Don’t make the mistake of thinking two personalities cannot
work well together. In fact, it is sometimes better to have two
different personality types working together, so one type will
compensate for the other. Remember, we all have blind spots.

Two similar personalities can also work well together, as
long as they both respect and trust each other. The purpose of
understanding the intensity caused by contrasting personality
types is to predict behavior and respond better.
Always keep in mind, no personality is better than the other.
We must learn to understand why people do what they do. We
should strive to respond in more mature and wiser ways.

D I S C
D I S C
D I S C
D I S C
D I S C
Intensity Insights

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“S” / “S”
Work Index: Two “S”s work best together. They don’t
compete or criticize each other. They are loyal and
sensitive to the other. They make great associates. “S”s
are the most tolerant and forgiving types; therefore, they
make the nicest team members. They tend not to be
assertive and will struggle with decision-making. They
add stability and sensitivity to the team.

“I” / “C”
Work Index: “I”s and “C”s make good associates, when
the “I”s do the selling and “C”s do paper work. “I”s dis-
like “C”s pessimism, while “C”s distrust “I”s facts. “I”s
and C s can conflict, due to their differences. I s are
more active, while “C”s passive. “I”s are feeling-oriented,
while C s are task oriented. They are definitely opposite,
but can complement each other.

“S” / “C”
Work Index: “S”s and “C”s working together will be pas-
sive and methodical. Precision and propriety come before
performance. “S”s want “C”s to be more friendly.”C”s
can be too picky, but “S”s will be most forgiving. “S”s
desire more kindness, while “C”s more perfection. They
are both more quiet and private. They can work well
together with little need for conversation.

“C” / “C”
Work Index: Two “C”s working together can be
challenging. Both have high standards on how to do
things. “C”s tend to think their way is best. Two “C”s
will conflict over “right and wrong.” They can be cold
and caustic. “C”s tend to be picky-perfectionistic and
demanding of competence. They make great team mem-
bers when at peace and when they respect each other.

“I” / “S”
Work Index: “I”s and “S”s don’t tend to be industri-
ous. They like to “care and share.” “I”s are great at PR,
while “S”s like customer service. “I”s and “S” relate
well together. “I”s are the talkers, while “S” are the
listeners. “I”s want “S”s to tell them how they feel,
but “S”s can’t seem to get a word in. “I”s love crowds;
“S”s prefer small groups. “I” and “S” team members
are people-oriented.

Practical Application

en n I s s n ues i n, e I
should wait for the “S” to answer.
s s u dn e I s s in erup nd

control every conversation.
s s u d s I s repe s

say. “I”s tend to think of what they
want to say, rather than listen closely.

Practical Application

I s need rus s c ncerns
s ug e m re p imis ic u

“I”s’ interests.
I s s u d d eir me r e re

trying to convince “C”s about an idea.
s need e press emse es, ins e d

of internally criticizing “I”s.

Practical Application

s s u d rce emse es e press
their feelings.
s c n miss gre pp r uni ies,

because neither one wants to take risks.
r n depend n e er r m r

decisions.
e m re en usi s ic nd u g ing

Practical Application

s need e m re dem nding i s
r ge er n pr ec s
s s u d n cri ici e s disin eres
e m re in im e nd ggressi e
n i n ers e press emse es
e m re p imis ic nd p si i e u ur

problems.

Practical Application

e m re c mp imen r e c er
n cri ici e e c er s r
n eep ur ee ings in
e m re e pressi e nd p si i e
in ice e re s ing u in
mpr mise ur d ing ings
e m re u g ing nd pe p e rien ed

. Once you have studied your specific Intensity Insights, follow
these instructions to understand more about other contrasting
personalities on both pages.

2. Identify each person’s HIGHEST, NEXT highest, and
LOWEST plotting points from your Two Graphs.

. eview the proceeding pages to avoid and resolve conflicts.

More
Insights

D I S C
D I S C
D I S C
D I S C
D I S C
More
Insights

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Resolution Management Promise

Whenever I feel an urge to share with my friends
the offense, I will seek to be mature about my
hurt.

Confronting Leaders
I believe in following the Chain of Command,
other than in grave matters of misconduct or ir-
refutable illegal activity. I will earnestly follow
my leaders. I will not allow anyone to criticize
them without following Principle of Priorities and

i u e speci c pers n presen
If I have a problem with my leader/s, I will go

rs ne em I i n s re i n ne
my concern. I will listen and try to understand
their perspective of the problem. If I am not
s is ed i eir e p n i n nd c n inue

e nim si , I i s eir permissi n nd
medi r i is en ur c nflic

I e medi r nds I e misunders d
the situation and should continue no further, I
will trust his or her judgment. If the “media-

r grees i m c ncern nd nds e e der
wrong, but the leader refuses to hear the “media-

r, e i en nd gr up r ree
other “mediators” who will hear the matter and
de ermine is es res e is c nflic

Serious Step
I I c n inue nd u i e der nd
cannot relate or work in “harmony,” I will seek

nd n er p ce emp men , r er n
c use n c nflic nd dis rm n I m c m-
mi ed res ing m c nflic s e en i i me ns
separating myself from the source of my irrita-
tions.

Ultimate Goal
I commit myself to be professional rather
than “personal” when it comes to solving my
problems with others. I want the best way to re-
s e m c nflic s nd i d rig , reg rd ess
of my normal and natural feelings.

My ultimate goal is to effectively lead by
relating best to others.

iding nd res ing c nflic s re essen i
when managing people. It’s the “people-problems”
that cause the greatest hindrance to greater produc-
i i nd pr s e ing r mise is simp e

guide to share with each Team Member.

Promise
As a commitment to Resolution Management,
I promise to follow the Principle of Priorities. That
is, m pri ri ies re id nd res e c nflic ,
while building harmony and effectiveness in my
sc I i emp s g rs nd ne
the offending person.

First Step
I i n rs s re e ense i n er per-
son. I am committed to restoring our relationship,
rather than exposing the person’s possible wrong. I
recognize most of our problems with people are often
personality clashes and I will try to understand their
actions based upon their perspective.

Second Step
I g ing e pers n rs ne d es n re-
solve our differences, I promise to seek a neutral and
mature individual who will listen to each of our per-
spectives of the problem. This person will hopefully
be able to shed light on one or both of our blind spots
r needs c nge in rder res e e c nflic

I recognize that the “mediator” may reveal or
say things I won’t like, but believe their interest is

res e e c nflic , r er n e sides e
“mediator” must be an individual with deep wisdom
and highly respected by all those involved.)

Warning
I i n see nd ers e s een
offended, nor share with potential “mediator” my
concerns prior to the meeting with my “offending
person.” The purpose of having a “mediator” is not
to validate my hurt, but rather open my heart and
mind to the possible needs I may have regarding my
relationship with others.
I realize my friends may naturally listen to my
concerns, but also take up my offense. I will, there-
fore not cause them to become a party to a possible
division and disharmony because of our friendship.

Resolution Management Promise

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D I S C

The person with the solid line has a “D/I” per-
sonality, while the person with a dotted line has a
“S/C” personality. One type is not better than the
other. Both personalities have their strengths and
“uniquenesses.” To improve your interviewing,
notice the differences.

rospective employees and their jobs often conflict
because of prospects’ personalities and job demands.
If the solid line is that of the prospect, this person wants
to dominate — to be in charge. But the employer
knows total freedom is not possible. The employer
may naturally resist hiring this person.

But the “D/I” prospect may be exactly what this
job needs. The “D/I” may want to do his or her own
thing, while the S / C employer may want to make
sure the person is careful. The “D/I” prospect wants
be more aggressive, while the “S/C” employer may
want the prospect to be more reserved.

Job / Profile Indicator

The “S/C” employer needs to be more assertive
in order to control the “D/I” employee. The “S/C”
employer also needs to be aware of the “D/I” pros-
pect’s need for opportunity to “run with the ball.”
This prospect is a self-starter, but will need to work
under authority.

On the other hand, “D/I” employers must control
themselves first, if they want to control their employ-
ees. “S/C” employees must always remember certain
personalities are control-oriented and need to be in-
stantly obeyed. Employees will gain more freedom
and responsibility when they learn to obey, rather than
resist strong “D” type employers.

Notice all D,I,S, and C differences in the graphs
the employer completed in respect to the job and the
graphs of the potential employee. Don’t concentrate
on the predominantly high letter. Evaluate each letter
with the specific job description in mind.

D I S C D I S C
Sample Graph 1 Graph 2

To observe the possible differences
in the profiles use two different color
ink pens, or a pen and pencil, or a dotted
line in contrast to a solid line. Notice
the sample graph below.

To contrast a potential employee to the
ob, use Graphs 1 and below. Transpose the

two graphs from Plotting Instructions page
employee and employer must each complete

a Uniquely You Questionnaire).

mployer should do the UYQ with
the specific ob needs in mind. In other
words, the employer should choose the
words in the UYQ you would prefer the
applicant choosing.

Job / Profile Indicator

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Placing the right person in the right job obviously makes a difference.
Hiring the right personality for a specific job is imperative. The following are
e amples and e planations of how to interview and hire people according to
their personalities, as well as abilities and e periences.

Stress occurs in every job. The level of pressure can be directly related
to the employee’s personality in relations to his or her job demands. In other
words, aggressive sales presentation will cause more stress to the passive and
reserved type personality. “D” and “I” type personalities are more suited to
sales positions.

At the same time, “S” salespeople can be successful as they control their
natural reluctance and discipline themselves to be more outgoing. Their sales
style will be “steady, stable and sensitive,” emphasizing service and security
(trust) as they sell.

The following are three common op-
posite types. See if one of these is like
your o ro le n icator.

I s are outgoing,
while S jobs need
steady responses.
I s are more optimis

tic, while S jobs
need sensibility.
S jobs require

caution, not risks.
I s love to talk S

jobs may require
better listening skills.

A. “I” Relating To “S” Job

D C s are task
oriented while I S
jobs require people
skills.
D C s want to get

the job done, while
I S jobs need more
sensitivity.
I S jobs focus on

more service than
D C s may prefer.

B. “D/C” Relating To “I/S” Job

C. “I/S/C” Relating To “D” Job

Graph A compares a High “I” employee to a High “S” job. “I”s are
active people oriented personalities. They make great salespeople. I s
tend not to like detail. They need to work on time management and
closing the sales.

If an I were to take an S type job, he or she may become frustrated
and bored. I s need to be active, working with large groups of people.
They love to e press themselves. I s need opportunities to shine, while
S jobs may require working behind the scenes.

Graph B compares a High D C employee to a High I S job. D C s
are task oriented. They love the challenge of completing a difficult job and
getting it done right. D C s are not socially active. They prefer telling
people what to do and making sure it gets competently done.

D C s make good managers, but need to work on being more sensi-
tive and encouraging to those who work under them. I S jobs require
more social skills.

Graph C compares a High I S C employee to a High D job. An
I S C employee will like to deal with the public and is concerned about

the details. D jobs require getting bogged down with detail and social-
i ation. D jobs also require a thick skin and decisive employee.

I S C s who have learned to be more “shakers and movers” can handle
the job, but may struggle with strong willed and demanding people. D
jobs may need someone less tolerant and compromising.

I S C s are not
dominant.
They prefer sociali a

tion and competence
on the job.
D jobs require

aggressive and
assertive behavior.
I S C s do well with

people and tasks, but
tend not to be drivers.

To know more about a prospective
emp ee s pers n i r speci c

insights about your personality,
be sure to study Discovering

Your Behavior Blend and
Practical Application.

Job Intensity Factors

Summary
The higher the employee’s personality type D, I, S or C is, in contrast to
what the employer is looking for, the greater the potential for making a mistake.

or e ample, if you hire a C for a job that requires a lot of I personality,
you may make a mistake. But if you hire a C to manage a group of I s, it
might be just what you need. I s prefer someone to take care of the details
and paper work. But I s also need someone positive and encouraging. ou
must decide which factors are most essential.

D I S C
D I S C
D I S C
Job Intensity Factors

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D I S C D I S C

D I S C

D I S CD I S C

D I S C D I S C

D I S CD I S C

S: STEADY SPECIALISTS
How do you deal with conflicts
Could you fire someone especially a close

friend
How would you handle an irate customer or

fellow employee
How e cited can you get about working here
What would you do if you saw something that

wasn’t right
How aggressive can you be to get the job done
What would the last straw be to make you quit

I/D: INSPIRATIONAL DOERS
How would you respond to someone who makes

you look bad
How do you defend and guard against

e aggeration
How do you deal with failure in yourself and

others
How do you rela and handle stress
How would you respond if you were overlooked

for a promotion
How would you handle an unmotivated peer
How would you like to be recogni ed

D I S C

D: DETERMINED DOERS
How well do you work under authority E plain.
How do the feelings of others affect your

decision making
Do you relate well to people and why or why not
How do you resolve conflicts with people
How do you motivate people to be productive
What are your long range plans
What do you think about quality versus quantity
How do you guard against dominating people

D/I: DRIVING INFLUENCERS
What is more important to you and why

finishing the job or how people feel
When is it better to sit still and listen, than decide

and act E plain why.
How would you relate to an indecisive boss
When is a job well done
How would you respond to a person under you

who takes too long to complete a task
How do you control your feelings

“I: INSPIRATIONAL INFLUENCERS
How punctual are you and how do you guard

against poor time management
How do you feel about paperwork and completing

written reports
How do you deal with rejection
How much do you research and prepare for

beginning a project
How do you avoid always winging it
How good are your listening skills
What would you do if someone got credit for

something you did

S/I: STEADY INFLUENCERS
What time management skills do you practice
Have you ever confronted a good friend about a

problem and how did you do it
When is compromise unacceptable
How do you handle forceful people
How do you deal with those who critici e you
How much do you prepare for a lecture or

presentation
How self motivated are you
What do you know about assertiveness training

C: CAUTIOUS COMPETENT TYPES
What do you think about people who do their work

half way How do you deal with them
How well do you handle deadlines
Do you carry grudges and how do you resolve

conflicts with people who hurt you
How well can you work under an incompetent

supervisor
How are you friendly to people you don’t know
How would you deal with a fellow employee who

has a problem with another employee

C/S: COMPETENT SPECIALISTS
When have you ever been too picky about a

task
How do you handle those who want you to finish

a job half way
How do you deal with overly optimistic people
How do you guard against depression and

pessimism
How do you get others to have good attitudes
How do you decide when to take risks
How can you improve your people skills

I/D/S: INSPIRING DRIVING SUBMISSIVE
How do you deal with e cessive paper work
How do you guard against overlooking the little

details
When and why is too much optimism dangerous
How would you relate to someone who is

e tremely pessimistic or detailed oriented
How would you confront a good friend and co

worker who is out of line
When and why is there a need for balance between

getting the job done and getting it done right

D/I/C: DOMINANT INSPIRING CAUTIOUS
How important is loyalty and why
How do you rela when the pressure is on
When and why are the needs of an individual

more important than those of the group or project
How do you guard against impatience with those

who are slow or incompetent
How do you e pect to continue at this job
How do you deal with obeying a supervisor who

tells you do something you don’t agree with

INTERVIEW QUESTIONS / PERSONAL INSIGHTS
The following questions are designed for you to ask Be-
havioral Blends in an interview situation. Be sure to first identify
the interviewee’s personality profile by administering the ques-
tionnaire�� Once he or she has completed the UYQ study the two
graphs, then find the most similar graphs below. The graphs may
not be e actly alike. Look for the configurations that are most
similar to both graphs.

Ask the questions designated to each graph. Take notes for
future reference. Don’t use this assessment as an influence whether
to hire or fire anyone. ou may also want to ask other questions
listed for similar profiles relating to the person’s highest plotting
point.
(Continue instructions on next page)

INTERVIEW QUESTIONS / PERSONAL INSIGHTS

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D I S C D I S C
D I S C
D I S C
D I S C
D I S C

D I S CD I S C

D I S C
D I S C

D/I: DRIVING INSPIRER TYPES
How do you motivate people
What do you think about passive behavior
How would you handle unenthusiastic people
How would you follow a leader less able than you
How important is thorough research and

preparation
How do you deal with being or not being patient
How do you follow the chain of command
When would you delegate a task for which you are

responsible

ABOVE MID-LINE
How do you deal with your drive to over achieve
How do you rela
How do you respond to people who seem to be

weak in certain areas

BELOW MID-LINE
What do you think about yourself
How do you deal with depression
How do you respond to overly optimistic people
How do you deal with discouragement

D/C: DRIVING COMPETENT TYPES
How well do you work with people
How important are friends to you
How are you trying to improve your people skills
Where do you draw the line between getting the

job done and people’s feelings
How do you rela
How would you handle speaking to a large group

about your work
What do you think about team participation and

how would you develop it

I/S: INSPIRATIONAL SPECIALISTS
How well do you manage your time
How would you deal with completing a task and

not offending others who demand your time
How would you tell people you need to finish your

work if they want to talk to you
How would you handle having to fire or lay off a

good friend or faithful employee
Where does your duty to the company end and your

loyalty to family begin
How would you handle an overbearing supervisor

or an intolerable manager

I/C: INSPIRATIONAL COMPETENT TYPES
How well do you take criticism
How would you handle a jealous co worker
What motivates you to work hard when alone
If you weren’t given the time or resources to do a

job right, what would you do
How loyal do you think you will be to the

company
What would you do if you saw a friend doing

something wrong at work
How do you deal with mood swings
How do you guard yourself against a desire to

correct others

S/D: STEADY DOERS
How good are you at speaking to large groups
How would you inspire people to do their jobs
Where do you draw the line between protecting

friendship and getting the job done
How would you ignite a dull environment
ive me an e ample of how you would go about

planning a special project
How far would you go in your research of a

specific solution
When is anger appropriate

S/C: STEADY COMPETENT TYPES
Would you be willing to take a public speaking

course
How do you guard yourself against moodiness
How would you handle making a presentation to

a large group
What would you do if you didn’t have enough

time to do a job right
What e cites you most about your jobs
How would you handle an over ealous person
How would you correct a sensitive co worker

I/C/S: INSPIRING COMPETENT
SPECIALISTS
How are you challenged to do unappealing jobs
When and how would you confront a friend and

co worker who is not doing his or her job right
What would you do if a supervisor told you to do

something that was absolutely wrong
How aggressive would you be about getting a job

done on time, but half right and unpopular
How do you deal with a co worker who doesn’t

like you

C/S/D: COMPETENT STEADY DOERS
How would describe your people skills
Why and how important and is friendliness
How would you handle those who oppose your

ideas and decisions
How well do you speak to large crowds
How would you guard agaist doing everything

yourself, rather than delegating them to others
Are you more serious or rela ed and why, when

you speak to groups.
How would you get a group to follow your ideas

STRAIGHT MID-LINE
How do you guard against being indecisive
What do you think your greatest strengths are
What do you think your greatest weaknesses are
How do you deal with people who seem to

e aggerate their feelings or ideas
How do you respond when you need to be more

enthusiastic
How would you describe your aggressiveness
How do you deal with the need to be more or less

cautious at times

or e ample, if the person is a high ri ing Influencer
Blend, you may also want to ask some of the questions that relate
to the Inspir i n Influencer or “Driving Competent Type”
Blends. Do not make any conclusions or references to this instru-
ment, as you perceive the person’s traits. Speak in generalities.
Ask the person if what you are saying is accurate. Listen closely
to the person’s answers, plus evaluate his or her e perience and
ability. Check all their references.

Look for maturity and e perience in learning how to control
personality differences. There is no “best” personality for any
job. The qualities that may suit one person better than another,
over used, may be the very reason for disqualification.
Be sure to focus on each letter, whether high, low or mid,
and design your own questions relating to specific job needs.

ou should study this entire booklet to better understand per-
sonality types. Training is also available for those who want
to become er i ed um n e i r nsu n s

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Team Building
Reflections
To contrast the five personality profiles
use Graphs 1 and 2. Transpose the results
from each person’s graphs.

To observe the possible differences in
the profiles use different color ink pens or
various dotted lines in contrast to a solid
lines. Notice the sample graph.

Person #1 has the plotting point and line.
Person #2 has the plotting point and line.
Person #3 has the plotting point and line.
Person #4 has the plotting point and line.
Person #5 has the plotting point and line.

D I S C
Sample

nce you have transposed everyone s graphs
onto Graphs 1 & 2 on this page, begin to notice the
differences. Always remember, differences are not
bad. They simply illustrate the dynamics at work
within the Team. Then complete and study pages
the following pages.

D I S C

D I S C

“M” / Graph 1
“This is Expected of Me” Behavior

“L”/ Graph 2
“This is Me” Behavior

20
16
15
14
13
12
11

10

9

8

7

6

5

4

3

2

1

0

17

10

9
8

7
6
5
4

3

2

1

0

19
12

11
10
9
8
7

6
5

4

3

2

1

0

15
9
8

7
6
5
4

3

2

1

0

0

1

2
3

4
5

6

7
8

9
10
11
12

13
14
16
18
22

0

1

2
3

4

5

6

7

8

9
10
11
13
15
18
20

0
1

2

3
4

5
6

7

8
9
10
11

12
13
15
17
20

0
1
2

3
4

5
6
7

8
9

10
11

12
13
14
15
17

Team Building
Reflections

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Graph 1 Observations:

How many High “D”s are there above the mid-line: ______
Indicates more Determined behavior.

How many High “I”s are there above the mid-line: ______
Indicates more Inspiring behavior.

How many High “S”s above the mid-line: ______
Indicates more Stable behavior.

How many High “C”s above the mid-line: ______
Indicates more Cautious behavior.

How many High “D”s and “I”s above the mid-line):______
Indicates more Active behavior.

How many High “S”s and “C”s above the mid-line: ______
Indicates more Passive behavior.

How many High “D”s and “C”s above the mid-line: ______
Indicates more Task-oriented behavior.

How many High “I”s and “S”s above the mid-line: ______
Indicates more People-oriented behavior.

If there are more “D”s and “I”s, than there are “S”s and “C”s,
the Team tends to be more Active, than Passive and vise versa.

If there are more “D”s and “C”s, than there are “I”s and “S”s,
the Team tends to be more Task-oriented, than People-oriented
and vise versa.

Who are the High “D”s on the Team: ___________________,

________________________, ________________________.

Who are the High “I”s on the Team: ____________________,

________________________, ________________________.

Who are the High “S”s on the Team: ____________________,

________________________, ________________________.

Who are the High “C”s on the Team: ___________________,

________________________, ________________________.

Is the Team more Active or Passive: ____________________

Is the Team more Task or People-oriented: _______________

What is the Team’s average personality profile

Graph 2 Observations:

How many High “D”s are there above the mid-line: ______
Indicates more Determined behavior.
How many High “I”s are there above the mid-line: ______
Indicates more Inspiring behavior.
How many High “S”s above the mid-line: ______
Indicates more Stable behavior.
How many High “C”s above the mid-line: ______
Indicates more Cautious behavior.
How many High “D”s and “I”s above the mid-line):______
Indicates more Active behavior.
How many High “S”s and “C”s above the mid-line: ______
Indicates more Passive behavior.
How many High “D”s and “C”s above the mid-line: ______
Indicates more Task-oriented behavior.
How many High “I”s and “S”s above the mid-line: ______
Indicates more People-oriented behavior.
If there are more “D”s and “I”s, than there are “S”s and “C”s,
the Team tends to be more Active, than Passive and vise versa.
If there are more “D”s and “C”s, than there are “I”s and “S”s,
the Team tends to be more Task-oriented, than People-oriented
and vise versa.
Who are the High “D”s on the Team: ___________________,
________________________, ________________________.
Who are the High “I”s on the Team: ____________________,
________________________, ________________________.
Who are the High “S”s on the Team: ____________________,
________________________, ________________________.
Who are the High “C”s on the Team: ___________________,
________________________, ________________________.
Is the Team more Active or Passive: ____________________
Is the Team more Task or People-oriented: _______________
What is the Team’s average personality profile

Team DynamicsTeam Dynamics

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Person #1: _________________________________________

__________________________________________________

__________________________________________________

Person #2: _________________________________________

__________________________________________________
__________________________________________________

Person #3: _________________________________________

__________________________________________________
__________________________________________________

Person #4: _________________________________________

__________________________________________________
__________________________________________________

Person #5: _________________________________________

__________________________________________________
__________________________________________________

How do you see the Team as a whole? ___________________

__________________________________________________
__________________________________________________
__________________________________________________

What do you think the Team needs to improve? ___________

__________________________________________________
__________________________________________________
__________________________________________________

Be positive, but honest with your comments. These
notes will be shared with everyone. The purpose
is not to expose or hurt anyone, but to improve our
understanding and effectiveness of one another.

Observing the two TEAM BUILDING
REFLECTIONS Graphs on page 32 and the
notes on page 33, how would you describe each
Team member and the Team as a whole?—

Example—
Person #1 tends to be most demanding and decisive. He or
she also has good verbal skills. He or she is more concerned
about getting the job done, as opposed to security and status
quo. He or she does not like details or having to be cautious
about everything.

Person #2 is also dominant, but more verbal than the others.
He or she is extremely positive and enthusiastic. Concerned
about making good impressions, he or she prefers the crowd,
as opposed to individuals. He or she is also not interested in
doing the little, behind the scenes, things.

Person # 3 is more demanding than not, but very particular
about getting the job done correctly. He or she is not inter-
ested in speaking to groups, but rather working with individu-
als. He or she is more task-oriented, plus prefers a steady and
stable environment.

Person #4 is not dominant. He or she loves people and is able
to relate to groups, as well as individuals. Though interested
in correctness, he or she is not a “perfectionist”, but may
demonstrate more “concern” for doing things right. He or she
is more people-oriented.

Person #5 is the least assertive and decisive. He or she is the
most loyal and faithful. Concerned about security and stabil-
ity, he or she is passive and particular about getting things
done right. He or she is more shy, but makes a faithful friend
to those in need.

The Team, as a whole, is well balanced. Two of the five are
more active, while two of the five are more passive. Two of
the five are more task oriented, while two of the five are more
people-oriented.

The predominant trait of the Team is slightly more active than
passive with 12 of the 20 plotting points above the mid-line.
This group is also more verbal and may compete for attention.
They can draw on each other’s strengths, while avoiding their
individual weaknesses to benefit the Team.

This Team may need to improve with a little more stable and
cautious behavior. They may also need to more passive and
reserved. Listening and showing more concern for others will
improve their effectiveness.

My Action Plan
(Copy this page, along with pages 32 & 33 and give to each Team Member to complete and return to the Leader)

My Action Plan
Copy this page, along with the two preceding pages and give to each Team Member to complete and return to the Leader.

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Selling Styles
The following will help you see each personality type’s
selling style. People tend to sell according to their person-
alties, rather than adapt to the other person’s type.

“D” types —
“D”s are take control and be in charge types. They
don’t like people telling them what to do. “D” sales people
can be too pushy and forceful. They need to control their
direct and demanding approach to selling. They make great
sales people when they learn to slow down, be gentle and
not so demanding of others.

“I” types —
“I”s are inspiring and enthusiastic. They love to
sell and influence others. aturally great presenters, they
tend to talk too much. “I” sales people need to listen more
and not be so sensitive to rejection. They are the most
impressive and positive sales people. “I”s love crowds,
but need to be interested in individuals.

“S” types —
“S”s are the sweet, steady and stable sales people.
They seldom push or demand anything. They are friendly
and loyal, but tend to be too nice. They need to be more
aggressive and assertive. Overly sensitive to how people
feel, “S”s need to be more optimistic. They hate to take
risks. They often miss great opportunities because of their
caution. Reliable and relaxed, they are more shy.

“C” types —
“C”s are competent and compliant. They go by
the book and want to do everything just right. They are
thorough and detailed-oriented, but tend to be too informa-
tive. “C”s need to be more positive and enthusiastic. They
answer questions people aren’t asking. When optimistic,
C s are e tremely influential. They should not concentrate

on problems, but rather focus on the potentials.

Buying Styles
Customers also purchase according to their person-
alities. The following are the purchasing styles of each
personality type.

“D” types —
“D”s want the absolute best deal. They like to
beat the system make the final decision. They purchase
with power and authority in mind. They wonder, “Will
this product make me more respected or stronger.” “D”
customers need choices, rather than “get-in or get-out”
ultimatums.

“I” types —
“I”s purchase with their hearts. They tend to be
impulsive buyers. They want products that will make them
look good. I customers talk a lot. They make great first
impressions. Their high egos and ability to persuade often
turns them into the sales person in order to get a better
deal. Sometimes you don’t know who’s selling who.

“S” types —
“S” customers don’t make quick decisions. They
like sales people who are understanding and gentle. They
want to establish a relationship with a company that will be
around a long time. “S”s are concerned about service and
stability. When it comes to sensible and slow judgment,
“S” customers feel right at home. They like familiar and
low-key environments.

“C” types —
“C”s are “Consumer Report” type customers.
They research and prepare each purchase. They also love
“double coupon” redemption days. “C”s are quality buyers.
They don’t like cheap products. Picky and precise, they
purchase through their minds, rather than hearts. “C”s
seldom ever buy anything quickly. They often want time
to think about their decisions.

For example, High “D” customers should not be engaged in
small talk. They want sales people who get-to-the-point — “bot-
tom line.” They prefer sales people who are not going to waste
their pressing time.

On the other hand, High “S” customers feel more comfort-
able with sales people more systematic, slower and steady
in their approaches. “S”s don’t like fast talking, quick pace
presentations.

Sales Insights
Most everyone responds to life’s challenges and choices

according to their personalities. Therefore, businesses that
sell and service the public must be personality wise.

Sales Insights
Most everyone responds to life’s challenges and choices

according to their personalities. Therefore, businesses that
sell and service the public must be personality wise.

A – 35

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Service personnel and customers also respond to needs according to their per-
sonalities. The following is how each personality predictably responds to a need
for service.

“D” types —
“D” customers want their problems solved immediately. They don’t like inde-
cisive or unresponsive individuals. D service personnel can be difficult. They
don’t like customers who tell them what to do. The greatest challenge is for a “D”
service personnel to allow “D” customers to feel as though they are in charge. At
the same time, companies can only give so much. But “D” customers should never
be antagonized or threatened. You can’t win-over an angry “D” customer.

“I” types —
“I”s tend to be the most excitable customers. They exaggerate their problems
and often claim the ridiculous. “I” service personnel can also promise more than
the company can provide. They need to guard what they say. The most important
situation for an “I” employee to avoid is getting emotionally involved. “I”s have
great verbal skills and use their words as master craftsmen. They should use this
strength to solve people-problems, rather than create more problems.

“S” types —
“S” customers hate confronting problems. They often apologize for causing
trouble. They can act just like “D”s if pushed into a corner, especially if it affects
their security. “S” service personnel are the most gentle and accommodating. They
tend to be taken advantage of and need to be stronger with those who intimidate
them. Everyone should learn from “S”s when it comes to staying calm and genu-
inely trying to make customers happy.

“C” types —
“C”s can be the most picky customers. They drive service personnel crazy with
the fine print. C service personnel come across as unbending. They need to be
more tolerant and understanding. “C” customers, dealing with “C” service per-
sonnel, can get into heated debates over right or wrong. Of course, “the customer
is always right!” — Even when the “C” service personnel knows the customer is
really wrong.

NOTE: Service personnel need to deal with each customer according to their
personalities. For instance, help the “D” quickly and respectfully. Service the “I”
friendly and enthusiastically. Respond to the “S” with sweetness and security. And
service the “C” customer with patience and answers.

Servicing Styles

Servicing Styles

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37A –

One of the most important qualities of good leaders is their ability to cast a vision of
what needs to be done. The following is how each personality type should cast their vi-
sion so that all the other types respond effectively. Leaders lead. That means leaders are
moving others.

“D” types —
“D” leaders are the most natural at casting the vision. They are extremely motivated to
get others to follow. They are often too pushy and demanding. They don’t like indecisive
or unresponsive individuals. D followers can be difficult. hey don t like to be told what
to do. The greatest challenge is for “D” leaders to allow others to be involved in the vision
casting. They are best at seeing the big picture, but need to be more sensitive while getting
others to move forward. “D”s need to slow down and prepare their moves.

“I” types —
“I”s tend to be the most enthusiastic while casting their visions. They often envision
more than can be accomplished. They need to guard what they dream. The most important
situation for an “I” leader to avoid is getting too emotional. “I”s have great verbal skills
and use their words as master craftsmen. hey should use this strength to influence others
without manipulating them to fulfill vision. I s need to be more cautious and calcu-
lating while leading others.

“S” types —
“S” leaders cast their vision in subtle ways. They don’t get real excited. They often ap-
proach their vision with uncertain and may even apologize for being a little farout. They
can act just like “D”s if pushed into a corner, especially if it affects their security. “S”
leaders are the most gentle and accommodating. veryone should learn from S s when it
comes to staying calm and genuinely trying to make others happy. They should be more
aggressive and assertive.

“C” types —
“C”s can be the most precision vision casters. They drive non-“C” followers crazy with
the fine print. C leaders come across as unbending. hey need to be more tolerant and
understanding. “C” followers, dealing with “C” leaders, can get into heated debates over
right or wrong. Of course, “the leader should still be in charge!” When the “C” leader
knows the follower is wrong, the leader should share as many logical reasons as possible
why the vision won’t work.

NOTE Leaders need to deal with each of their followers according to their specific per-
sonalities. For instance, cast the vision to a “D” with respect and big-picture. Cast your
vision to the “I” enthusiastically. Respond to the “S” with slowness and security. And cast
your vision to the “C” followers with patience and explanations.

Vision Casting

Vision Casting

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37A –
One of the most important qualities of good leaders is their ability to cast a vision of
what needs to be done. The following is how each personality type should cast their vi-
sion so that all the other types respond effectively. Leaders lead. That means leaders are
moving others.

“D” types —
“D” leaders are the most natural at casting the vision. They are extremely motivated to
get others to follow. They are often too pushy and demanding. They don’t like indecisive
or unresponsive individuals. D followers can be difficult. They don t like to be told what
to do. The greatest challenge is for “D” leaders to allow others to be involved in the vision
casting. They are best at seeing the big picture, but need to be more sensitive while getting
others to move forward. “D”s need to slow down and prepare their moves.

“I” types —
“I”s tend to be the most enthusiastic while casting their visions. They often envision
more than can be accomplished. They need to guard what they dream. The most important
situation for an “I” leader to avoid is getting too emotional. “I”s have great verbal skills
and use their words as master craftsmen. They should use this strength to influence others
without manipulating them to fulfill THE vision. I s need to be more cautious and calcu-
lating while leading others.

“S” types —
“S” leaders cast their vision in subtle ways. They don’t get real excited. They often ap-
proach their vision with uncertain and may even apologize for being a little farout. They
can act just like “D”s if pushed into a corner, especially if it affects their security. “S”
leaders are the most gentle and accommodating. Everyone should learn from S s when it
comes to staying calm and genuinely trying to make others happy. They should be more
aggressive and assertive.

“C” types —
“C”s can be the most precision vision casters. They drive non-“C” followers crazy with
the fine print. C leaders come across as unbending. They need to be more tolerant and
understanding. “C” followers, dealing with “C” leaders, can get into heated debates over
right or wrong. Of course, “the leader should still be in charge!” When the “C” leader
knows the follower is wrong, the leader should share as many logical reasons as possible
why the vision won’t work.

NOTE Leaders need to deal with each of their followers according to their specific per-
sonalities. For instance, cast the vision to a “D” with respect and big-picture. Cast your
vision to the “I” enthusiastically. Respond to the “S” with slowness and security. And cast
your vision to the “C” followers with patience and explanations.

Vision Casting

Every personality responds predictably under pressure. Overcoming objections is every
leader’s greatest challenge. Leaders need to know how to deal with objections according
to personality types. The following are suggestions to help change an objection into a
positive decision.

“D” types —
D followers will predictably respond in a strong and difficult way. They tend to resist
with a seemingly angry attitude. Instead of challenging “D”s to “take-it or leave-it,” they
should be given the opportunity to be part of a difficult challenge or project. Or D s
should be encouraged to consider the consequences if they make the wrong decision. “D”s
need choices, plus alternative ways to get out of difficult situations. Show them how their
decision can make them more successful.

“I” types —
“I”s often think they can do more than they are capable. When confronted with reality,
they may be embarrassed and object to the conclusion. Wise leaders will never press the
problem. These leaders quickly change direction and find another positive approach of
influencing the I follower. When I followers continue to object, attention should be
shifted to the follower’s prestige and how following your lead will also make them look
good.

“S” types —
S followers withdraw when confronted with difficult decisions. Their objections
will range from “let me think about it” to “I’m not ready to decide yet.” The leader’s soft
answer and rela ed attitude helps S s feel more comfortable. Wise leaders should use
statements like, “we want a long range relationship with you” and “we’re in no hurry to
make you decide now.” But wise leaders will still try to move S followers to make good
decisions without being pushy.

“C” types —
“C”s are the most challenging when it comes to objections. The best approach is using
quality and value to help them decide. When a “C” says, “I’m not interested” leaders should
emphasize a logical reason why following their lead is best. For example, emphasize the
cost for doing the project now will be less than in the future. “C”s should be reminded how
much more waiting will cost. It’s only logical to go ahead and do the project now.

Whether leading or following, you
should often adapt your

personality to that of the other’s!

Dealing With Objections

Dealing With Objections

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“D” types —
“D”s look busy, in a hurry, and decisive. They act serious with minimal small-talk.
They may come across as shy, but can become very impatient and fidgety if nothing
seems to be happening. They take charge and act important. Others are often threatened
or irritated by D s, but need to work with them, not against them. Let them feel they
are the boss and in control of the situation.

“I” types —
I s like to smile, laugh, and tell funny stories. They often dress nice and look sharp.
They like bright clothes and seek compliments. They are articulate and impress others.
Their e citing and enthusiastic demeanor often makes great first impressions. They are
very friendly and sociable. They drop names and sometimes e aggerate their stories.
“I”s tend to be loud and takeover conversations.

“S” types —
S s walk into a room often unsure themselves. They look sheepish and shy. They
like to blend in without any attention on themselves. S s come across very caring and
kind. They may seem antisocial, but are very friendly one on one. They seek steady and
stable environments. S s don’t talk much in a large group. They often ask questions
about families and the interests of others.

“C” types —
C often look like the professor type. They are not that concerned about fashion.
C s look serious and disinterested in fanfare. They don’t care about frills or thrills.

They seem to catch inconsistent or e aggerated statements. With an inquisitive look and
suspicious mind, C s come across as a hard to get to know. They are often knowled-
gable with lots of questions or opinions about most subjects.

eople often reveal their personalities through body language. Their nonverbal com-
munication helps leaders know how to approach them. Each personality type has its own
body language. Leaders should look for the first signs of a follower s predictable pattern
of behavior. The following are e amples of specific personality hints. I will use an au-
tomobile dealership situation to illustrate each personality s typical body language.

First Signs / Non-verbal CommunicationFirst Signs / Non-verbal Communication

A – 39

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Recruiting

rospecting to find new volunteers or clients is often the hardest part of a project.
nderstanding personality types can make you more effective as a motivator. We often

waste precious time with those who will never respond or we give up too quickly with
potentially great workers. The following are simple suggestions to help in recruiting
according to personality types. emember, the leader must adapt his or her personality
to those being recruited.

“D” types —
D s tend to be pushy in their approach. They also resist or respond quickly. If
you are a D type leader, be more patient and gentle. When recruiting D s, get to
the point. Don t waste their time. Show them quickly the potential and power of the
program. E pect an immediate response, but don t argue with them. Stress how the
opportunity allows them to be their own boss and reach their goals in life.

“I” types —
I s make the most enthusiastic recruiters. They are also the quickest to respond
positively and aggressively. They need to be more informed, or they will give e ag-
gerated statements and false claims. I leaders should concentrate on e citing the
opportunity is. Be sure to give I s accurate information. They also need periodic
pumping up. It doesn’t take much, but good news is contagious to I s.

“S” types —
S are more steady type recruiters. They systematically work at building relation-
ships and convincing others to get involved. When recruiting S s, be more kind and
loving. They appreciate when you call to just talk and not ask them for anything.
They are very loyal, but not outwardly e pressive. They are slow to decide and need
a lot of assurance. Once convinced they make faithful workers.

“C” types —
C s are the most thorough and conscientious recruiters. They sometimes get bogged
down with preparation and never get off the ground. When recruiting C s understand
they are the most skeptical. ou can waste a lot of time trying to convince them. It
is often best to simply supply them with something to read. Let them study the facts.
When convinced they make surprisingly good optimists.

Recruiting

A – 40

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1. Work With
2. Boss
3. Partner
4. Trainer
5. Landlord
6. Security Guard
7. Supervisor
8. Secretary
9. Typing Pool
10. Caterer
11. Customers
12. Parking Attendant
13. Coffee Shop
14. Car Pool
15. Mentor
16. Salesperson
17. Mortgage Broker
18. Lunch With
19. Courier
20. Repair Person
21. Copier Repair Person
22. Union People
23. Homemaker
24.   Office  In  Home
25. Credit Union
26. Pension Plan
27. Sports Fan
28. Door-to-door Sales
29. Delivery Person
30. Federal Express
31. U.P.S.
32. Mailperson
33. Soon To Graduate
34.   Almost  Lost  Job
35. Will Be Laid Off
36.   Unemployed
37.   Dissatisfied  With  Job
38. Searching For Career
39. Switching Careers
40.   Missed  Last  Promotion
41. Walking Encyclopedia
42.   Most  Likable
43.   Needs  Part-­time  Job
44. Engineer
45.   New  Employee
46.   Human  Resource  Dir.
47. Payroll
48. Contractor
49. Sales Manager
50. Marketing Manager
51. Minister / Clergy
52. Nurse
53. Dentist
54. Doctor
55. Surgeon

Memory Jogger / Recruiting Prospects List

Focus on each category listed below. Take a moment to think of someone who comes to mind. Write his or her name
down to contact ASAP. You basically have two choices: (1) wait for opportunities to just happen or (2) make them hap-
pen. Success comes as you plan your work and work your plan.

56. Chiropractor
57. Therapist
58. Carpenter
59. Auto Mechanic
60. Auto Salesperson
61. Auto Body Repair
62. Service Station
63. Former Coach
64. Educator
65. Banker
66. Teller
67.   Police  Officer
68. Highway Patrol
69. Home Builder
70. Painter
71. Roofer
72. Entrepreneur
73. Landscaper
74. Wallpaper Person
75. Carpet Layer
76. Hospital Worker
77. Department Store
78. Grocery Store
79. Convenient Store
80. Waitress / Waiter
81. Restaurant Owner
82. Chef / Cook
83. Cashier
84. Telemarketer
85. Auto Supply
86. Electrician
87. Hardware Store
88. Truck Driver
89. Pharmacist
90. Funeral Director
91. Flower Shop
92. Health Spa
93. Shoe Repair
94. Dry Cleaner
95. Radio Shack
96. TV Repair
97. Mail Room
98. Video Rental
99. Appliance Person
100. Cable TV
101. Eye Center
102. Tire Store
103. Realtor
04.   Office   upplies

105. Copier Salesperson
106. Vacuum Cleaner
107. Phone Installer
108. Pest Control Person
109. Avon Representative
110. Nu-Skin

111. Melaleuca
112. Amway
113. Appliance Repair
114. Bowl With
115. Hunt With
116. Golf With
117. Fish With
118. Tennis With
119. Ski With
120. Shop With
121. Softball With
122. Baseball With
123. Football With
124. Soccer With
125. Racquetball With
126. Aerobics With
127. Swim With
2 .   Public  Official

129. Fire person
130. Government Worker
131. Scout Master
132. Den Leader
133. Barber
134. Beautician
135. Home Repair
136. Entertainer
137. Musician
138. Photographer
139. Guidance Counselor
140. Youth Director
141. Sister-in-law
142. Brother-in-law
143. Father-in-law
144. Mother-in-law
145. Brother
146. Sister
147. Father
148. Mother
149. Cousin
150. Aunt
151. Uncle
152. Grandfather
153. Grandmother
154. Niece
155. Nephew
156. Best Friend
157. Mate’s Best Friend
158. Farmer
159. Army
160. Navy
161. Air Force
162. Marines
163. Baby-sitter
164. Step-relatives
165. Neighbors

166. Pizza Delivery Person
167. Homeowners Assoc.
168. Neighborhood Watch
169. Square Dances
170. Line Dances
171. Ballroom Dances
172. Best Man
173. Maid of Honor
174. Matron of Honor
175. Bridesmaids
176. Ushers
177. Church Members
178. Plumber
179. Carpet Cleaner
180. Play Bridge
181. Play Bingo
182. Play Pool
183. Play Ping-pong
184. Trivial Pursuit
185. Booster Club
186. Runner / Jogger
187. Boater
188. Cyclist
189. Recreation Director
190. Rock/Mt. Climber
191. Hang Glider
192. Walker
193. PTA
194. Principal
195. Teacher
196. Coach
197. Music Teacher
198. Piano Teacher
199. Fraternity Brother
200. Sorority Sister
201. Former Team Mate
202. Former Associate
203. Instructor
204. Lamaze Class
205. Kiwanis
206. Lions Club
207. Rotary
208. Support Group
209. Friend’s Parents
210. Grade School Friend
211. Lawyer
212. Highway Department
213. Professor
214. Sunday School
215. Chamber of Commerce
216. Hotel Business
217. Printer
218. Surveyor
219. Nutritionist
220. Writer

221. Rental Supply
222. Book Store
223. Tanning Salon
224. Jeweler
225. Baker
226. Librarian
227. Accountant
228. Pilot
229. Flight Attendant
230. Travel Agent
231. Store Owner
232. Telephone Operator
233. Choir / Band Director
234. Church Deacon/Leader
235. Seminar Presenter
236. Camp With
237. Locksmith
238. Upholsterer
239. Veterinarian
240. Notary Public
241. Orthodontist
242. Dance Instructor
243. Moved In Neighborhd.
244. Recently Divorced
245. Computer Programmer
246. Computer Repair
247. Computer Sales
248. C.P.A.
249. Bookkeeper
250. Architect
251. Landscaper
252. Cab Driver
253. Bus Driver
254. Cat Lover
255. Dog Lover
256. Horse Lover
257. Animal Trainer
258. Social Worker
259. Seamstress
260. Home / Garden Supply
261. Likes To Sing
262. Likes To Eat
263. Likes To Talk
264. Insurance Salesperson
265. Stock Broker
266. Former Neighbor
267. Receptionist
268. Janitor
269. Rich Relative
270. Ex-mate
271. Health Food Shop
272. Hobby Shop
273. Hotel / Motel Operator
274. Pet Store
275. Tax Preparer

Memory Jogger / Recruiting Prospects List

A – 41

Focus on each category listed below. Take a moment to think of someone who comes to mind. Write
his or her name down to contact ASAP. You basically have two choices: (1) wait for opportunities to

just happen or (2) make them happen. Success comes as you plan your work and work your plan.

Professional / LeadershipDupllication without permission proihibited

Insights For Business Builders

very Business Builder has a specific style in sharing
his or her presentation. Potential team members also have
specific personality types that respond well or poorly.
Certain styles con ict. Success is hindered when Busi-
ness Builders and target individuals clash. Identifying
predictable styles will improve your results.
o style is better than the other. The wise Business
Builder responds according to the other person s style.
Unfortunately, many people don t know their Business
Building style. They also don t know how to read and
identify the personality types of others.
Sharing with friends is also difficult. Familiarity
often breeds contempt. In other words, the closer you
get, the easier it is to con ict. The things we often love
about someone, we sometimes despise.

Understanding styles of behavior will help you deal
with the differences between you and others. Be sure
to identify both personalities.
When an aggressive Business Builder shares with
a passive individual, don t think he or she will respond
ust like you did. earn to deal with the individual ac-

cording to his or her specific personality.
It is your responsibility to adapt and guide the situ-
ation. You re the “host” and they are the “guests.”
The following are proven and practical ways to deal
with different types of personalities. Focus on your D,
I, S or C type, along with that of another individual.
Be sure to consider your Behavioral Blend and
other predominant temperament tendencies (“highs”).

“D” Trying To Recruit and / or Lead —

“D”: Be strong, but willing to bend. The “D” will chal-
lenge and intimidate you. Get to the point. Remind him or
her that this challenge has tremendous rewards.

“I”: Be enthusiastic and complimentary. The “I” will talk
and exaggerate a lot. Listen and don’t try to control the
conversation or steamroll him or her.

“S”: Be sweet. Don’t be forceful or speak down. The
“S” will judge how you respond. Be sensitive and kind.
Appreciate the “S”‘s relational concerns.

“C”: Be prepared. Don’t use generalities. Be s ecific
The “C” wants thorough explanation, not shallow answers.
A “C” will resist, if you don’t know your subject.

“I” Trying To Recruit and / or Lead —

“D”: Be serious. Don’t be silly or informal. The “D”
person is not interested in funny stories. Don’t waste time.
Express the opportunity to be your own boss.

“I”: Be a good listener. Don’t talk much. Compliment
the “I”. Emphasize the good and positive. Smile and agree,
as much as possible.

“S”: Be sensitive. Let the “S” share his or her feelings.
Don’t interrupt. Reinforce your commitment to help. Stay
calm. Show warmth and sensitivity.

“C”: Be factual. Don’t “snow” the “C”. Ask exploratory
questions. Be open and respectful. Give details. Be precise
and methodical.

“S” Trying To Recruit and / or Lead —

“D”: Be confident and sure of yourself. The “D” may be
forceful. Be strong and bold. Challenge the “D”, but not
too hard. Don’t show timidity.

“I”: Be interested in what the “I” says. Don’t just listen.
Share your thoughts and concerns. Tell the “I” how exciting
it is to be a part of this venture. Be enthusiastic.

“S”: Be kind, but don’t overdo it. Be strong, if necessary.
Don’t hold back, but be sensitive. Encourage the “S” to
respond now. Share how much it has helped you.

“C”: Be ready for questions. The “C” will pressure you
with logic. Don’t condemn his or her doubts. Give concrete
answers. Give him or her time to decide.

“C” Trying To Recruit and / or Lead—

“D”: Be relaxed. Don’t be defensive. Get to the “bottom
line.” Don’t bore the “D” with a lot of facts. Agree on solu-
tion based on other perspectives. Be positive.

“I”: Be patient. Let the “I” talk. Be enthusiastic about the
opportunities — travel, bonus cars, meeting new friends. Get
the “I” to talk through to the solution. Stay on track.

“S”: Be loving. Show sincere care for the “S”. Make the
“S” feel you really enjoy what you do. Don’t complain. Be
optimistic and sure of your plan.

“C”: Be precise and accurate. Meet forceful demands
with clear answers. Be sure of your facts. Be open to sug-
gestions. Offer information and resources to study.

Insights For Business Builders

A – 42

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Indicators: Is quiet Reserved Good listener Not outspoken
Slow to respond Not often enthusiastic Sensitive More shy
Faithful Dependable Passive Steady Family-oriented

Do: Take it slow Share with more sincerity and less hype
Respect family responsibilities Show interest in lasting rela-

tionship more than just business interest Give confidence

Don’t: Push too fast Give up Expect instant results Set
goals too high Allow doubt and fear to stifle Share di ficulties
without assurance of constant support Leave alone

Needs To Learn: Achievement is possible To be a self-starter
Be more enthusiastic To dream big To initiate conversation
Take risks To challenge others To take charge Be bold and

aggressive Most people may not respond well, but many will

Indicators: Asks lots of questions Is cautious Doubting
Researching Analytical Wants details Thorough Not real

friendly Wants to do one thing at a time Does things right

Do: Be patient with questions Give detailed answers
Encourage to be more sociable; to get started Provide lots of

product information Emphasize quality and research

Don’t: Give incorrect or unfounded answers Expect instant
responses Be silly Give up because of pessimistic attitude
Demand cheerleader type responses Avoid di ficult questions

Needs To Learn: To be more optimistic Get started with
little information Not to worry To be more outgoing
To be friendly Share information with enthusiasm To turn

research into results To spend time with people

Insights For Leaders Of
Business Builders

“S” Business Builders —”C” Business Builders —

Indicators: Talks a lot Loves to travel and have fun Has
lots of friends Is enthusiastic Optimistic Active Outgoing
Sociable Influential Often well liked

Do: Share the possibilities and potential enthusiastically
Often stroke and approve Recognize accomplishments
Stress rewards — bonus cars, travel, conventions, and fun

Don’t: Believe everything Bank on promises Overwhelm
with information Stress paperwork and details Expect punctu-
ality Criticize Be negative

Needs To Learn: Great expectations should begin with hard
work and less talk Product knowledge is important To take
time to do the little and mundane things Follow through with
plans Be consistent Stay focused To follow-up with people

Independence and building your own business can be
very exciting and / or scary. Nearly everyone wants to be

his or her own boss. There s a specific personality type that
is determined to control his or her destiny. There are other

types content with being told what to do and following orders

for the rest of their lives.
Maturity and experience often in uence the most reluc-
tant personalities. They need to stretch their horizons and

investigate the possibilities of being self-employed. There

are tremendous advantages with operating your own business.

You can be the boss. You have charge over your schedule.

You can take days or weeks off without permission. Your

income and freedom are unlimited. The advantages of being
a business builder are endless.
The problem is most people don’t understand the “Sci-

ence of Motivation.” They don’t realize everyone IS already

motivated. Some people are motivated to be free from control,
while others are motivated and satisfied to be told what to
do. But everyone is motivated!

Once we understand what makes us tick and what gets

us ticking, we can become more productive in whatever we

do. The most important lesson is learning how to control our

personalities and motivations, rather than letting our natural
drives control us.
The following are insights about how different personal-

ity types respond as business builders. Certain types tend to

start stronger, but fail faster. Other personalities start slower,

but can be very successful. Study each of the following

personality types to learn how to be more effective.

Remember, everyone can be a successful business builder!

“D” Business Builders —
Indicators: Wants to be own boss Failed in other attempts,
but is not discourage Interested in high income potential
Independent Impatient Aggressive Fearless Self-starter

Do: Give “bottom line” / direct answers Give s ecific
guidelines Vision of what can be achieved Simple steps to get
started, instead of letting run free and careless Be realistic

Don’t: Try to control Speak down or baby him or her
Exaggerate expected results Encourage going into debt
Quit “day job” Doubt or discourage high goals

Needs To Learn: How to follow the rules To be a team
player To control aggressiveness To be more patient and
understanding To take smaller steps To take time to improve
product knowledge and study product information

“I” Business Builders —

Insights For Leaders Of
Business Builders

A – 43

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How DISC Personality Types GET Their Money

It is not wrong to have money. What matters is what we do with
it! Your personality type will affect how you get, guard, and give
away your treasures. The following are simple insights to help you
manage your fi nances from your personality perspective. eep in
mind

your primary and secondary temperament types. Study
all the pages to learn more about how all-4 DISC personality types
relate to resource-mangers. These insights are especially designed
to help you and others understand how to be good managers of your
resources.

“D” TYPE RESOURCE-MANAGERS

In A Word: Diligent – “Work for it!”

Abilities: They are more risk-takers in investing or starting new
businesses. They are hard workers and will work long hours. They tend
to never be satisfied with enough. Using multiple streams of income is
one of their goals.

Strategies: Remember to make honesty a primary strategy for acquiring
money. Teamwork makes the dream work so work with others and keep
them informed. Redirect your drive to succeed in accomplishing greater
tasks with the determination to save, save, save, and save some more.

Warning: eep a budget. Decide when enough is enough. Be content
with what you have. Don t sacrifice time with your family working so
hard to get more money. Remember the purpose of acquiring resources is
to meet the basic needs of life and helping others.

Reward: You will have more resources to use as a powerful tool to ac-
complish greater things. You will succeed better through ethical ways,
rather than through greed or manipulation.

rma ion: “I will be a good resource-manager by acquiring money
through diligent labor, and creative resourcefulness, while not neglecting
my responsibilities!”

“C” TYPE RESOURCE-MANAGERS

In A Word: Calculating – “What’s the best deal!”

Abilities: They are very careful in getting their finances without compro-
mising their personal values. They will spend time researching how to get
the most “bang for their buck”.

Strategies: Make quicker decisions so the financial opportunity isn t
lost. Involve more people in your investment strategies. Communicate
with your family the what, when where, who, why, and how you get your
resources. Look for multiple streams of income.

Warnings: Don’t get discouraged by the impulsive way others try to get
money. Don’t spend too much time analyzing every investment opportu-
nity. Remember the importance of optimism.

Reward: You will experience joy and satisfaction for the basic needs of
life. When you work together with others on your team, you will get more
done and increase income.

rma ion: “I will stop worrying about my finances and be more posi-
tive about my future. After I calculate the best way to increase my income,
I work joyfully and diligently with a good attitude.

“I” TYPE RESOURCE-MANAGERS
In A Word: Impulsive – “How fast can I get money!”

Abilities: They make working fun. There is never a dull moment when
they are on the job. They are creative in acquiring more resources.
High energy and wanting to work in front of others is their work iden-
tity.

Strategies: Being willing to help others succeed on their ob and they
will help you succeed on your job. Stay on task and be willing to work
outside the spotlight. Concentrate on doing one thing well. Be honest
in your presentations.

Warnings: Guard against get-rich-quick-opportunities. Research and
wait before committing to any financial investment. Be consistent in
doing one job well before moving on to the next task. Remember get-
ting money is as much if not more important than spending money.

Reward: You will have more financial resources when you avoid
get-rich-quick-schemes. By staying focused on doing one pro ect well,
you will be respected by your colleagues and others.

rma ion: “I will remain focused staying on task doing my job well
while talking less and working diligently.”

“S” TYPE RESOURCE-MANAGERS

In A Word: Steady – “Stay on course!”

Abilities: They are steady workers. They work well with others. Stays
focused on one stream of income that is working well. Sensitive to
change in financial market.

Strategies: Become more pro-active in seeking better employment or
investment opportunities. Be more confident and assertive in asking
for a salary increase. Look for more creative ways to increase your
finances.

Warnings: Don’t let people manipulate you in using improper
business ethics to acquire funds. Don’t wait too long to decide on taking
advantage of a new and proven way to increase your income. While
looking for more ways to add to your finances, continue to be alert for
more opportunities to do so.

Reward: You are a steady worker; so more income will come your way.
Remember to share with other how you succeeded!

rma ion: “I will be willing to attempt new ways to increase my
income so I can provide more for my present and future well-being!”

How DISC Personality Types GET Their Money

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How DISC Personality Types GUARD Their Money

“D” TYPE RESOURCE-MANAGERS

In A Word: Determined – “This is how it is done.”

Abilities: Having resources to do things is important to them.
They are determined to get the very best deal. It
is easy for them to say “no “to tele-marketers and pushy sales
people. They want to control how their money is guarded
and given away.

Strategies: Take time to do research before spending
your money. Pay bills promptly. Keep records. Think more
before proceeding with major expenses.

Warnings: Remember the difference between hoarding and
saving your money. Stay within a budget. Prioritize your
spending. Guarding your money is to be balanced with
wisely using your resources to add value to others.

Reward: You will have the satisfaction of having the
resources to provide for your family and others. More
money will be available to help others.

rma ion: “I will manage my resources more wisely and
help others with my bounty, rather than always
wanting to get more!”

“C” TYPE RESOURCE-MANAGERS

In A Word: Competent – “Capable money-managers!”

Abilities: Contemplative, savers , find the best deals, stretch
the dollar to get the most mileage, good spending controls.

Strategies: Be more generous and thoughtful with
your finances. Use a budget and record keeping as a
guideline not a law.

Warnings: Don’t be stingy. Don’t judge others on how they
spend or use money.

Reward: You will be appreciated when you are
generous. You will be recognized as a person who
cares about people, not how much money you saved.

rma ion: I will be more liberal with my finances, and
share what I have earned with those individuals and organiza-
tions that are truly needy.”

“I” TYPE RESOURCE-MANAGERS

In A Word: Impressive – “It must look good!”

Abilities: Leaves a good impression. Knows how to “look
good.” Inspires others with what they have. Stylish.
Communicates well and is very positive. Can find the silver
lining in every cloud.

Strategies: Guard against emotional and impulsive
spending. Control your entertainment, fashions, and
grooming / personal care expenses. Look for the best buy.

Warnings: Don’t spend money you don’t have. Bigger is
not necessarily better. Use a budget. Pay bills on time.
Build sales resistance. Avoid co-signing. Don’t try to “buy
friends”.

Reward: You will have more in savings. You will be iden-
tified as a person of sound money management. People will
seek you out for financial counsel.

rma ion: I will use my resources NOT to impress peo-
ple but to be a responsible person. I will guard my optimism
against “getting rich quick” for my own vain glory!

“S” TYPE RESOURCE-MANAGERS

In A Word: Secure – “Money is safe with them.”

Abilities: They are more security-minded with money.
Safety and stability are important to where their money is
kept. Bills are paid promptly.

Strategies: Say “no”sooner to tele-marketers and pushy sales
people. Start saving today. Don t accept the first offer for
interest on your savings. Shop around.

Warnings: Don’t wait to begin a money management
system. Don’t let people manipulate you in spending money.

Reward: You will have money when others won’t. Others
will come to you for financial advice.

rma ion: “I will guard my resources so I have more
with which I can strategically help others!”

How DISC Personality Types GUARD Their Money

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“D” TYPE RESOURCE-MANAGERS

In A Word: Direct – “Give it NOW (often with strings at-
tached)!”

Abilities: Decisiveness, purposeful, give to get a task done,
generous, serious about financial matters.

Strategies: Take time to do research before spending
your money. Pay bills promptly. eep records. Think
more before proceeding with ma or expenses.

Warnings: Don’t give money and resources to control
people. Be exible in how you give. Think before
donating. Follow through on any promise commitments
you make.

Reward: You will make a good financial counselor.
You also have a unique ability to make money. You
accomplish great things when you give.

rma ion: I will be generous with my money even
when I can not control how it is used!

“C” TYPE RESOURCE-MANAGERS

In A Word: Careful -”Strategic givers! “

Abilities: Cautious, compliant, calculating in what
the real needs are before they give. They are consistent
and private when they give. Usually gives to pro ects.

Strategies: Balance giving between pro ect and people
needs. Use your competence in giving to help others
learn how to give. Work on positive solutions to solve
financial problems.

Warnings: Don’t get discouraged by the giving
strategies of others. Remember you are really giving
to help other, regardless of what they do with your gifts.

Reward: You will be appreciated when you are
generous. You make a great financial giving planner.
You will be more appreciated when you give more
spontaneously.

rma ion: I will give cheerfully and spontaneously
to the needs of others even when I don’t think they
deserve it. ”

“I” TYPE RESOURCE-MANAGERS

In A Word: In uencing – nthusiastic in making a differ-
ence!”

Abilities: Cheerful givers, liberal and free with their
finances, generous, quick to give, optimistic, impressive.

Strategies: Think before writing a check. Give secretly.
Have a strategy in your giving rather than impulsively. Be
consistent in your giving.

Warnings: Don t give money you don t have. Bigger is
not necessarily better. Use a budget. Do not give to impres
people, give secretly.

Reward: Accomplish more when you control how much you
talk about giving and actually do give. thers will be encour-
aged to give by your enthusiasm about financial management.

rma ion: I will not give my money to impress people
and tell others about my giving!

“S” TYPE RESOURCE-MANAGERS

In A Word: Sensitive Who needs financial help!

Abilities: Sensitive to the needs of others, submissive will-
ing givers, secret in their giving, sacrificial. Able to see the
little things that need financial help..

Strategies: Guard your sincere desire to give with a stronger
determination to do what is right. Be creative and innovative
with how you give.

Warnings: Don’t wait to give when an opportunity arises.
But also don’t be taken advantage of with every appeal. eep
your giving within your budget.

Reward: You are stable financial giver who avoids finan-
cial disasters. You will often be sought out for help and are
respected for your sacrificial giving.

rma ion: I will balance my giving between spontaneous
and strategic giving!

How DISC Personality Types GIVE Their MoneyHow DISC Personality Types GIVE Their Money

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“D” TYPE TIME-MANAGERS

In A Word: Direct — “Do it NOW!”

Abilities: Getting things done, leading, taking a stand, confront-
ing issues, persevering, dictating, making decisions and control.

Strategies: Plan your work and work your plan. See the “little
things” as well as the big-picture. Seek counsel along the way.
Slow down. Write out your long and short term goals.

Warning: Don t push ahead without counting the cost first.
earn to rest along the way. Don t sacrifice your family and

church while working so hard. Don’t try to cram too much into
your schedule. Remember, you need others to get the job done.

Reward: You will get more done by delegating tasks. Your
health, family, ob, and worship will be benefited. Your results
will be rewarding and lasting when you do all that you do for
others first, then yourself.

Affirmation: “I will prioritize my time to do what I do for my
family, for others, and for myself!”

Improving Time-Management

“I” TYPE TIME-MANAGERS

In A Word: Inspirational — “Time is short. Let’s have fun!”

Abilities: Spontaneous, communicating, inspiring, in uencing,
making friends, optimistic, enthusiastic.

Strategies: Think before committing to anything. Write out your
daily schedule of things to do. Concentrate of the behind the
scenes that often are neglected. Plan with tomorrow in mind.

Warning: Use your persuasive personality to encourage people
without manipulating them. Don t be proud of all you get done.
Don t seek to be recognized for what you do. Don t waste time
talking so much or wanting to be around people a lot.

Reward: Accomplish so much more when you control your talk-
ing to people and getting your work done behind the scenes. You
will be recognized as a balanced person who can communicate
well, but also can do what needs to be done by yourself.

Affirmation: “I will talk less and be a better listener, while
focusing on people and tasks the same.”

“C” TYPE TIME-MANAGERS

In A Word: Organized — “Meticulous planners!”

Abilities: Analyzing, improving, discerning, calculating,
following directions, doing the right things.

Strategies: Work on positive ways to get others involved in
tasks. Relax your schedule and look at the bright side more.
Involve more people in plans. Communicate your plans in short
and simple instructions. Focus on the absolute necessities first.
Articulate your plans with enthusiasm and grace.

Warning: Don t get discouraged by the disorganization of oth-
ers. Don’t spend too much time thinking about everything that
needs to be done. Don’t over analysis everything. Get others
involved and don t try to do everything yourself.

Reward: More satisfaction of getting obs done without being
frustrated. Getting more done with little time. Getting people
to work with you more, because the “atmosphere” is better.

Affirmation: “I will be optimistic in the midst of problems and
will not get bogged down in the details.”

“S” TYPE TIME-MANAGERS

In A Word: Relational — “Slow plodders you can count on!”

Abilities: Supporting, serving, finishing what others start,
working behind scenes, doing what needs done in their time.

Strategies: Be more assertive. Take charge when things or
people seem uncertain. Be more confident. See the big picture
also and look beyond the small steps along the way. Set time
limits on yourself and others to get things done. Don t procrasti-
nate or put off what needs to be done.

Warning: Don’t waste your time with people who just want to
talk. Don’t let people side-track you or manipulate you in to do-
ing things that are not imperative. Be kind, but not too kind.

Reward: Believing you can do anything others can do, step
out and try the difficult. You may be surprised what you can do
once you recognize the power you have within you!

Affirmation: “I will use my weaknesses to overcome my chal-
lenges and will strive to serve others by being stronger and more
assertive.”

The following are simple insights to help you improve your
time-mangement skills from your personality perspective.
Focus on your primary and secondary types. Also study the
entire page to learn more about how all DISC personality

types relate to time-management. These insights are designed to
help you and others recognize how being good stewards of the
time given us is an essential part of improving our effectiveness.

Improving Time-Management

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As we attempt to be good stewards in life, our time
becomes our friend or foe. It will either work for us or
against us. To get full use of our time, we must balance
how we use our time.
Everyone is given the same amount of time each day.
We either waste it or use it. The most important thing we
need to do daily is to constantly keep a positive mental at-
titude. We should be in a continual healthy state of mind
focusing on solutions, not problems.
We must also recognize how important time is to
serve others, our families, and jobs. Neglecting our
families and responsibilities will greatly affect the results
of how we use our time.

Someone has said, “The only excuse for activity is
results!” All our activity during each day should be evalu-
ated in light of future results.
Some results can be clearly seen, while other results
may never be known. Balancing our measurable results
with our future rewards can be very difficult. Doing
“things” is not always best. Learning how to be “still” can
be just as important. At the same time, being still is not
always best. There comes a time in everyone’s life when
we need to get up and go!
The key to balancing our time-management
challenges is setting aside time for those things that are
temporal and those things that are lasting.

“D” Types —
Your active / task-oriented life style makes you a
determined, doer and driver type. You tend to slow
down and make time work for you. You are often “too
busy” to take care of the more “important” things in life,
such as your family and church. Ask five of your best
friends and / or close family members if they think you
work too hard.

Think it over Do I control my natural drive to work
hard Have I determined to take care of the little
things Do I discipline my time and energy Have I
learned how to stop and be more careful Am I too
busy for my family, I m ust too busy Do I spend my
time building deeper relationships?

“C” Types —
Cautious and compliant types are often the most
time-conscious, but they can be too regimented. They
can be too organized and picky without much exibil-
ity. They need to learn how to relax and take it easier
in life. They are methodical and analytical, but should
not let urgency take the place of those things that
are eternal. They are organized and efficient when it
comes to tasks, but they often come across as cold.

Think it over Do you let the little details bother you
Have you earned the reputation of being a picky

perfectionist in a bad sense Do people respect your
opinions or ever criticize, “why do you always have to
be right How will I learn to be more

exible Can I make quicker decisions

“I” Types —
In uencing types are often the most
challenged by time. They tend to be the most sociable
and friendly. Talking and being around people are
very important to them. Lots of time is often wasted
in “chit-chat” and endless conversations about nothing.
They are the most encouraging to be around, but often
neglect their duties and responsibilities time-wise.

Think it over Do I recognize how much I talk to
others and waste a lot of time Do I excuse my lack
of discipline concerning getting tasks done on time be-
cause so many people like me Am I always in a rush
because I don’t plan ahead or often get distracted?

“S” Types —
Submissive types are often the most dependable,
but also controlled by others. They don’t like to say,
“No” and disappoint people. Concerned with safe
and secure relationships, they tend to be too nice and
kind. Spending time with someone just to listen to all
their problems or an exciting opportunity makes them
vulnerable to those who will take advantage of them.

Think it over Do I let people use and control me
Do I recognize that my kindness can often become a

source of wasting time Do I procrastinate doing im-
portant tasks that can be put off till later Do I need to
be more aggressive and assertive?

Balancing Your Time ChallengesBalancing Your Time Challenges

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“I” Behavior —
Dieting: Is extremely conscious of how he or she looks. Wants
to impress others, but compensates for overeating by being
the life of the party. Eating and socializing are important;
should be done with moderation. Needs to discipline lack of
control and desire to feel good by overeating.

Exercising: Is initially enthusiastic, but lacks follow-
through. Loves to exercise with a group. The more the mer-
rier. At best when able to influence others. Needs to stick
with it, even when it’s not fun any more.

Nutritional Supplements: Using supplements can be
di ficult because it is so routine and undane ust control
forgetfulness with set patterns and conscious efforts, because
of the ultimate results — better health and happiness.

“D” Behavior —
Dieting: Is often too busy to take the time. Is easily side-
tracked by “more important” things. Once committed, is
determined and disciplined. Starts strong, but lacks follow-
through. Needs accountability and regimentation. Does best
when challenged.

Exercising: Wants independence and power to work alone.
Motivated by challenge and need to be strong. Is serious and
determined, but often falls short of potential. Does best as
a leader or example.

Nutritional Supplements: Often underestimates need.
Thinks he or she is strong enough. Doesn’t want to think
about it. Doesn’t like the routine. Once convinced, is driven
and direct. Does best when reminded of the “bottom line.”

To Your Health

There are three vital factors to the success or failure of
your health — diet, exercise, and food supplements. Together,
they make the difference in the quality of your life.
Some people are fortunate — being overweight is never
a problem, but everyone needs to watch what they eat. Just
because you don’t gain weight, you should still be careful
what you put into your body. Food is energy. You should
supply your body with the best energy sources available.
Proper exercise is also essential. Regular exercise
strengthens and tones your muscles to receive the full nutrients
in the foods you eat. Eating right without exercise is like
fueling a magnificent engine without en oying its power.
Eating right and exercising regularly are not enough
to attain optimal health. In this world of processed foods
and chemical substitutes, we must add the specific nutrients

our bodies need. It is not enough to guard against eating
the wrong foods, we must also supplement our diets with
the minerals and vitamins that are lost in the process of our
“instant everything” world.
We often respond to these three factors — diet, exercise,
and food supplements — according to our personalities.
Understanding our predictable patterns of behavior can help
us guard our strengths and avoid our weaknesses. Study the
insights below to improve your motivations.
Always remember, you are the only one who can moti-
vate yourself to do right. Don’t expect or depend on anyone
else to give you the determination to respond appropriately.
Learn to control your personality, rather than letting your
personality control you. Take command of your feelings and
thinking to control your craving and lack of discipline.

“C” Behavior —
Dieting: Very conscious of weight. Often worries about
being overweight, but is more likely to act on it. Can get
easily discouraged and give up too soon. Needs to be more
optimistic about possibilities and begin dieting immediately.
Shouldn’t spend too much time researching every diet plan.

Exercising: Very calculating and studious. Wants the best
plan. Can be too serious and regimented. Needs to relax
and have more fun. Can be too hard on him or herself. Is
often best at knowing what to do, but has poor attitude about
doing it.

Nutritional Supplements: A stickler for details. Needs
to know scientific facts first Is often s e tical but once
convinced is consistent. Often procrastinates, because of
need for more data. Struggles with “just doing it,” but when
committed does it well.

“S” Behavior —
Dieting: Can be most consistent and yet, least motivated.
Is often insecure with dieting and slow getting started. Can
be influenced by a close riend but needs to be more self-
motivated. Does best once routine is established and sure
of method of dieting.

Exercising: Doesn’t need a lot of hype. Is content to work
alone, but does best with a friend. Doesn’t push the limits as
much as should, but is better at the long haul. Is steady and
regimented, but needs to control interruptions.

Nutritional Supplements: Is the best at taking food
supplements once convinced with the need and a schedule
is established. Needs to guard against always taking same
or cheap food su le ents wit out researching to find the
best ones.

To Your Health

A – 49
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PACO 500 Solving My People Puzzle Rubric (Based on 150 point total)

0 points

0 points

0 points

0 points

0 points

0 points

0 points

Criteria

Advanced 92-100 (A- to A): Satisfies criteria w/ excellence

Proficient 84-91 (B- to B+) : Satisfies Criteria

Developing 76-83 (C- to C+): Satisfies most criteria

Below Expectations 1-75 (F to D+): Does not satisfy criteria

Not Present

Points Earned

Content: 125 pts

Q#1: Guiding Purpose Statement

10 pts . GPS is concise and clearly provides a primary and functional description of being and becoming more Christlike in a specific way in a specific relational context.

9 pts . GPS provides a primary and functional description of being and becoming more Christlike in a specific way in a specific relational context.

8 pts . GPS is confusing and does not demonstrate an understanding of primary and functional purpose. The focus seems to be more on doing than being & becoming.

1-7 pts . Attempts to draft a GPS, but is undeveloped and lacks integration of primary and functional purpose.

0 points

Q#2: DISC Description

14-15 pts. Provides concise, thoughtful DISC description about “This is Me!” and “This is Expected of Me”.

13 pts. Provides thoughtful DISC description about “This is Me!” and “This is Expected of Me”.

12 pts. Provides insufficent DISC description about “This is Me!” and “This is Expected of Me”.

1-11 pts. Effort made to describe “This is Me” and “This is Expected of Me”, but weak and undeveloped.

Q#3: DISC Alignment

55-60 pts. Provides significant insights about his/her relational style from related texts & assessments and clearly shifts alignment with each of the primary DISC styles.

51-54 pts. Provides insights about his/her relational style from related texts & assessments and shifts alignment with each of the primary DISC styles.

46-50 pts. Provides insights about his/her relational style but with insufficient detail. Weakly developed alignment with each of the primary DISC styles.

1-45 pts. Effort made to work with relational alignment, but weak and undeveloped, as well as unsubstantiated.

Q#4: Communicating & Connecting with Careseeker

14-15 pts. Provides significant insights about his/her relational style from related texts & assessments and clearly shifts alignment with careseeker’s primary DISC style.

13 pts. Provides insights about his/her relational style from related texts & assessments and shifts alignment with careseeker’s primary DISC style.

12 pts Provides insights about his/her relational style but with insufficient detail. Weakly developed alignment with the careseeker’s primary DISC style.

1-11 pts. Effort made to work with careseeker’s relational alignment, but weak and undeveloped, as well as unsubstantiated.

Q#5: Communicating & Connecting with Mentor

14-15 pts. Provides significant insights about his/her relational style from related texts & assessments and clearly shifts alignment with mentor’s primary DISC style.

13 pts. Provides insights about his/her relational style from related texts & assessments and shifts alignment with mentor’s primary DISC style.

12 pts Provides insights about his/her relational style but with insufficient detail. Weakly developed alignment with the mentor’s primary DISC style.

1-11 pts. Effort made to work with mentor’s relational alignment, but weak and undeveloped, as well as unsubstantiated. .

Conclusion

10 pts The assignment includes a clear, cohesive conclusion that presents a convincing closing argument for the assignment’s “So What of it all?!”

9 pts The assignment includes a general conclusion that presents a closing argument for the assignment’s “So What of it all?!”

8 pts The assignment includes a partial conclusion summarizing the assignment.

1-7 pts The assignment includes an insufficient conclusion.

Structure: 25 pts

Organization

14-15 pts. All required elements (7 sources) are included and presented with strong headings and organizational clarity. There are clear transitions between paragraphs and sections. The paper meets the page length requirement.

13 pts. All required elements (7 sources) are included, but organization of writing needs work. The paper meets the page length requirement.

12 pts. Most required elements are included, but not well organized. Most paragraphs and sections have transitions. The paper may not meet the page length requirement.

1–11 pts. Few or no required elements are included. Few or no transitions exist between paragraphs and sections. There may not be a logical treatment of the material. The paper does not meet the page length requirement.

Style and Format

10 pts. The paper properly uses current form/style. Proper headings, in-text citations or footnotes, and references or bibliography are formatted correctly. The paper reflects a graduate level voice and vocabulary. There are very few spelling and grammar errors.

9 pts. The paper consistently uses current form/style. Proper headings, in-text citations or footnotes, and references or bibliography are formatted with few or no errors. The paper reflects a graduate level voice and vocabulary. There are few spelling and grammar errors.

8 pts. The paper inconsistently uses form/style. Headings, in-text citations or footnotes, and references or bibliography are inconsistently formatted. The paper does not consistently reflect a graduate level voice and vocabulary. There are spelling and grammar errors.

1-7 pts. The paper erroneously uses or does not use form/style. Headings, in-text citations or footnotes, and references or bibliography are erroneously formatted or not present. The paper does not reflect a graduate level voice and vocabulary. There are spelling and grammar errors.

Total

/150

Instructor’s comments:

Running head: SOLVING MY PEOPLE PUZZLE 1

SOLVING MY PEOPLE PUZZLE 3

Solving My People Puzzle

Andy Jandy

Liberty University School of Behavioral Sciences

[Disclaimer: This student sample should not be viewed as more authoritative than the Solving My People Puzzle instructions & rubric. Its value is in how well it followed format. For example, the title page (i.e., provide title, your name, and particular LU school – School of Behavioral Sciences or School of Divinity), Running head, headings,

References

, and the x’s file name met expectations. Of course, insert your initials in the file name. As a whole, this sample provides a satisfactory presentation of required questions, conclusion, and sources. Though some deficits precluded a perfect score, it met most expectations. NOTE: this submission was not a patch work project (i.e., cut & paste from another source). Apart from its basic structure, do not use any portion of this student sample. In like fashion, you must begin with a new word document and do original work! DO NOT delete or revise material within this sample in order to create a document for submission. If attempted, a letter grade will be applied after assessment.]

Table of Contents
Solving My People Puzzle 3
Guiding Purpose Statement 3
DISC Style 3
Active/Task-oriented “D” 3
Active/People-oriented “I” 4
Passive/People-oriented “S” 4
Passive/Task-oriented “C” 5
Care-Seeker Connection 5
Mentor Connection 6
Conclusion 7
References 9
Appendix 10

Solving My People Puzzle

The purpose of this paper will be to analyze my particular personality profile in relation to other prominent personalities. The intention of this assessment will be done in a form and fashion that will prepare me to be able to communicate positively. Petersen (2015) explains that “underneath the words are attitudes and ways of treating people that make a difference” (p. 165).

Question #1: Guiding Purpose Statement

Nichols (2017) describes differing approaches to relationships based upon the security of a person’s self-image. It is only with a secure self-image that a person can enter a relationship that seeks to invest or build up the other person. A secure self-image is found through understanding more of the masterpiece that God is developing in me, “to be conformed to the image of [God’s] son” (Rom. 8:31). In sum, my current GPS draft follows: Seeking to be an example of Christ, I am committed to become an attentive friend. In some instances with stronger personalities, I may need to ratchet up attentiveness to assertiveness.

Question #2: DISC Style Alignment

After completing the Uniquely You DISC assessment (2018), I received a report of a C/I/S personality type. This assessment proved to be significantly accurate as I read through the report describing my tendencies in different roles, situations and views. Knowing the accuracy of this report in determining my tendencies enables me to more fully embrace and trust the system’s ability to analyze other people. The below reflect my takeaways on how my personality type can find common ground with the four major personality types.

Active/Task-oriented “D”

Relating to a “D” personality type when I am in a leadership position will require me to be more directing than I am comfortable with. The “D” personality responds best to a direct challenge rather than my tendency to allow people under my leadership to pick and choose what they would like to accomplish. My personality profile will work well with the “D” who is in leadership. I tend to do what I am told, and the “D” likes to tell people what to do. I will need to be more assertive with the “D”. If I am not mindful, I will be pushed around by the “D” personality. I need to strive to “increase [my] strength to resist those who want to control [me]. Learn how to say ‘no’ even when people may be right but are threatening [me] in wrong ways” (Uniquely You Report, 2018, p. 9). I must be aware of my own confidence levels as I tend to feel intimidated by the strong will “D” personality. I will need to focus greatly on my posture. As Peterson (2015) puts it, “Straighten up physically and grow into it emotionally” (p. 43).

Active/People-oriented “I”

The “I” personality likes to connect to people through stories. One of the greatest ways that I can find common ground with an “I” personality is by focusing more on the stories that they share in response to what I am saying. I can remain open to understanding the “I” personality even when they express emotionally charged or exaggerated responses. If I am in a leadership position over an “I” or in a counseling situation with an “I”, I will be intentional to give praise and recognition for their accomplishments (Carbonell, 2008).

Passive/People-oriented “S”

To obtain a relationship that is meaningful and uplifting to the “S” personality, I must express my belief in their value and abilities without being pushy (Carbonell, 2008). I must be ever aware and cautious that I can “abuse people’s trust in [me] by taking advantage of those who can be manipulated” (Uniquely You Report, 2018, p. 9). The “S” personality is more sensitive and submissive. For me to relate positively requires that my more extraverted nature be kept within check, so I do not overwhelm and overpower the “S”. As a person who seeks to encourage and inspire, I must learn to do so in a way that does not put the “S” on the spot to speak in front of a group. Careful attention must be paid to encourage and recognize the “S” as they often go unnoticed (Carbonell, 2008).

Passive/Task-oriented “C”

The “C” personality is one in which I noticeably struggle to positively engage. In my former occupation I was a team leader in an insurance underwriting department. One of the underwriters that I oversaw was a strong “C” personality. The task often took precedence over her colleague relationships which gave many of her coworkers the feeling that she was angry and unapproachable. I have learned and continue to find common ground in my and the “C” personality’s mutual desire for compliance to truth. I will seek to build up the “C” personality by acknowledging and appreciating the dedication to accuracy. My desire for relationship and the “C” personality’s need to consider relationships more can be mutually beneficial as I can achieve relationship while helping the “C” to pursue relationship in the midst of tasks (Carbonell, 2008).

To find common ground with a variety of people requires me to be a human chameleon. Like a chameleon, I am changing based upon the environment, but I am not changing who I am. I look forward to the opportunities to build others up through meaningful relationships.

Question #3: Care-Seeker Connection

Brody, age 15, is the second son of Bruce and Cindy. Brody is described as someone who “relies heavily on those closest to him for approval or acceptance” (Rice, 2018, p. 5). Brody resembles a strong “S” personality type. He receives a lot of his confidence and self-worth from the close relationship, encouragement and support that he receives from his family, primarily his mother and sister. Brody relates well with those who spend time taking interest and supporting him in his interests and abilities. He does not do well with relationships where the other person is overbearing and demanding.

When seeking to counsel or help Brody, it will be important that I avoid Petersen’s (2015) ninth common communication trap, fixing it. Fixing it is described as taking away confidence from the talker. With Brody’s personality profile, such a blow to his confidence would seriously encumber our counselor-counselee relationship. Instead of seeking to solve Brody’s problem, I will be intentional to alternate feelings and thoughts in my responses to him. By asking responsive questions that switch his brain from feeling to thought and back again, I will be appropriately engaged to help Brody own his problem and he will be able to avoid the traps of depression and anger. This is supported by taking into consideration that the counselee is always changing. “For everything there is a season, and a time for every matter under heaven” (Ecc. 3:1, The English Standard Version). With this in mind, it will help me to alternate Brody’s feelings and thoughts to ensure that he is never dwelling to long in a negative state of anger or depression. In so doing, this will help me focus on how the change in Brody will occur more than spending time and effort trying to figure out when the change will occur (Kollar, 2011).

I must seek to be supportive and encouraging with Brody throughout the counseling process by emitting a “raised tone of voice, excited expressions, and nonverbal positive gestures” (Kollar, 2011, p. 97). He needs to be affirmed and not pushed beyond his comfort publicly. I will work hard at leaving teeth marks on my tongue so that I do not dominate him or take charge of his problem. By allowing Brody to speak and express his thoughts and feelings, I will be able to help him change with a solution-focused approach.

Question #4: Mentor Connection

Based upon my mentor’s answer to the Interview Worksheet (2018) and Mentor DISC Assessment (2018) I will shift my relational style to be more compatible with their S/D personality type. My mentor revealed that one of my weaknesses is self-doubt. They feel that my self-doubt lessens my willingness to use my strengths and abilities to their fullest potential resulting in a less effective ministry than could be realized. Another area that my mentor points out that I need improvement in is listening. I need to fight the urge to think of my answer, response and/or story while my mentor is speaking and focus on what they are saying (Jantz, 2018). This can be achieved by following Petersen’s (2015) technique #2 and repeat what the speaker is saying to reassure them that I am listening and reassure myself of what I am hearing. My mentor has a unique personality profile when compared to my own. I tend to allow “those who are willfully stronger to intimidate [me]” (Uniquely You Report, 2018, p. 8). My mentor’s “D” personality reflects a very strong will; however, their “S” personality reflects humble submission. I tend to recognize the strong will and feel intimidated. This results in me seeking to give up leadership and authority to them when their “S” personality really wants me to be the vocal leader.

Conclusion

There are limitless combinations of personalities that I will encounter in my ministry career and in life. A better understanding of how to interpret a person’s disposition, behavior and interactions with others will give me insight as to how I can best communicate with them in a way that is mutually beneficial. Being equipped in this manner, I can be used more fully by God to further His kingdom through healthy communication and relationships. Whether it is office relationships, neighbors, friends, family or counselees, the need to understand the other person to effectively communicate and encourage is central.

A “So What of it All?!” Gaining a better understanding of who I am, I am more aware of my strengths and weaknesses in relating to others in a way that will build others up. Being aware of the variety of personalities I will encounter allows me to be more fluid with my own personality when I remember that “God’s intention for us becomes the formative truth regarding personality development, not primarily our understanding and perception of ourselves” (Kollar, 2011, 50). I can find comfort and security in my self-image knowing that God’s intention is shaping me more into the image of Jesus Christ.

References

Carbonell, M. (n.d.). “Uniquely You DISC Assessment. Retrieved from 

https://uniquelyyou.org/

Carbonell, M. (2008). How to solve the people puzzle: Understanding personality patterns. Blue Ridge, GA: Uniquely You Resources.

Harris, G., & Eikenberry, K. (n.d.). A Free DISC Personality Test: Gain Insights to Build Better, Stronger, More Fulfilling Relationships. Retrieved from 

Free DISC Test

Jantz, E. L. (2018). Mentor’s 360° Interview Worksheet.

Kollar, C. A. (2011). Solution-focused pastoral counseling: An effective short-term approach for getting people back on track (updated and exp. ed.). Grand Rapids, Mich.: Zondervan.

Nichols, K. (2017). Masterpiece: Seeing yourself as God’s work of art changes everything. Lynchburg, VA.: Liberty University Press.

Petersen, J. (2015). Why don’t we listen better? Communicating and connecting in relationships (second ed.). Portland, OR: Petersen Publications.

Rice, D. (2018). A case study on crossroads: A story of forgiveness. Lynchburg, VA.: Liberty University.

APPENDIX

Figure 1: This Is Expected of Me

Figure 2: This Is Me