DISC-Sami April 2015

DISC

Profile

Drea Zigarmi

Susan Fowler

Michael O’Connor

TelefonaktiebolagetLM Ericsson

Sami Ben Lassoued

April 29, 2015

2 ©2009TheKenBlanchardCompaniesandLifeAssociates,Inc.Allrightsreserved. Donotduplicateortransmitwithoutwrittenpermission.Item#P82727•V073011

DISC PROFILE 2011

OVERVIEW OF REPORT CONTENT

Executive Summary—Id DISCposition ................................................................................... 3

Introduction .......................................................................................................................... 4

How to Read and Interpret Your Graphs ............................................................................... 7

Your Assessment Results ....................................................................................................... 8

Id DISCposition ................................................................................................................... 11

How to Read and Interpret Your Observer Data ................................................................. 21

Summary of Observer Data (if Observer data is available) .................................................. 23

Observer Graphs (if Observer data is available) .................................................................. 24

Appendix—Overview of All 16 DISCpositions ..................................................................A–1

RESPONSE CHART

Observer Setting

Observers Invited

Observers Reported

FamilySocialWork

NOTE: All questions on the DISC Profile questionnaire must be answered and properly submitted for observer data to be reported.

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Sami Ben Lassoued

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©2009TheKenBlanchardCompaniesandLifeAssociates,Inc.Allrightsreserved. 3Donotduplicateortransmitwithoutwrittenpermission.Item#P82727•V073011

DISC PROFILE 2011

EXECUTIVE SUMMARY—Id DISCposition

• You tend to be accept-oriented, accepting what the environment gives you and using it to meet your inner needs.

• You tend to have an extroverted-tendency, outwardly demonstrating your inner thoughts and emotions through frequent verbal and nonverbal behavior.

• You are people-oriented with a secondary results-orientation.

Your strengths and talents with TASKS are:• Being an inspiring, convincing spokesperson and goodwill ambassador• Being a willing delegator and interactive team player• Being open to new, varied input, information, and possibilities

Strategies to increase your effectiveness with TASKS are:• Increase your in-depth knowledge in key business areas• Be more attentive to structure-planned activities, details, and processes that get your desired

results• Become a better analytic listener in order to assess key factors in situations that increase the

potential for the results you want

Your strengths and talents with PEOPLE are:• Being socially adept—cordial, confident, poised• Being talented in deflecting objections, criticisms, and resistance• Having the ability to deal with a variety of people

Strategies to increase your effectiveness with PEOPLE are:• Learn to be less emotional when experiencing conflict• Try to appreciate someone who is not feeling-based but thinking-based• Manage your need for approval from others

Sami Ben Lassoued


DISC PROFILE 2011

IntRODuCtIOn

thE DISC FRamEwORk

the results of the questionnaire that you filled out can help you understand yourself by focusing your attention on some fundamental aspects of human behavior. to make it easier to cope with life demands, human behavior tends to repeat itself. these repetitious behaviors give rise to patterns. these patterns of human behavior arise in response to some basic dilemmas or opportunities of the human condition. how we respond to them, over time, falls into certain observable behavioral patterns.

the strength of the DISC Framework is easily seen by looking at eight fundamental response continuums of the human condition. these response possibilities come “on a continuum.” there are continuums on which behavior can be placed based upon how frequently the behavior is repeated. the DISC Framework is based upon eight response continuums. they are:

1. Control-Oriented or Accept-Oriented2. Judging or Perceiving 3. Fight-Oriented or Flight-Oriented 4. Pessimistic or Optimistic 5. Extroverted-Tendency or Introverted-Tendency6. Direct-acting or Indirect-acting 7. Change-Oriented or Continuity-Oriented 8. Risk-taking or Risk-assessing

most people do not always act at one end of the continuum all the time. most people show some variation and sometimes “control” or “accept” over time. at any specific point in time, a person cannot be both. most of us tend to exhibit a disposition over time to be one or the other at least 51% of the time. as the percentage of time that one preference is chosen over the other increases, the more intense the disposition becomes.

how people consistently and frequently exhibit these responses gives rise to four distinct behavioral patterns, or DISCpositions. So, enjoy reading and learning about these four DISCpositions and, of course, gaining insight into yourself and others.

Sami Ben Lassoued


DISC PROFILE 2011

twO kEy COntInuumS

Research on personality can be best understood through two continuums that can be observed in yourself and others fairly easily.

The first continuum has Control-Oriented at one end and Accept-Oriented at the other. an orientation is a preconscious tendency to act or react over time to events in the environment, as described on one end of the continuum or the other. this orientation is instinctive, emotional, unanalyzed, and unplanned. the orientation is not good or bad, functional or dysfunctional, in and of itself. Rather, it is a behavioral demonstration of who we are over time.

Control-Oriented. when someone exhibits COntROL-ORIEntED behavior, he or she tends to act on his or her environment in an effort to change it to meet his or her inner needs. Controlling your environment is not good or bad; it is merely a personal tendency to frequently want to change people or things in order to meet inner needs.

Accept-Oriented. when someone exhibits aCCEPt-ORIEntED behavior, he or she tends to accept what the environment gives him or her and uses it to meet his or her inner needs. Either tendency—to control and to accept—can be functional or dysfunctional depending on the frequency of use and the requirements of the situation.

The second key continuum has Extroverted-Tendency at one end and Introverted-Tendency at the other. Once more, do not judge the behaviors on the continuum as good or bad, but as functional or dysfunctional depending on circumstances.

Extroverted-Tendency. an individual who exhibits an EXtROVERtED-tEnDEnCy is someone who outwardly demonstrates his or her inner thoughts and emotions, verbally and nonverbally. he or she demonstrates these behaviors on a frequent basis.

Introverted-Tendency. an individual who exhibits an IntROVERtED-tEnDEnCy is someone who does not frequently demonstrate his or her thoughts and emotions verbally or nonverbally.

Extroverted-Tendency

Control- Oriented

D I

Accept- Oriented

C S

Introverted-Tendency

(CAUTIOUS)Introverted

Control-Orientation

(DIRECTING)Extroverted

Control-Orientation

(STEADYING)Introverted

Accept-Orientation

(INTERACTING)Extroverted

Accept-Orientation

Sami Ben Lassoued


DISC PROFILE 2011

FOuR BaSIC BEhaVIORaL PattERnS

Someone with high D tendencies tends to seek control of tasks in outgoing, direct ways. a pattern that is control-oriented with an extroverted-tendency is known as the D DISCposition.

Someone with high I tendencies tends to accept and relate through interactions with people in outgoing, direct ways. a pattern that is accept-oriented with an extroverted-tendency is known as the I DISCposition.

Someone with high S tendencies would tend to accept and relate by providing support to people in reserved, indirect ways. the pattern that is accept-oriented with an introverted-tendency is known as the S DISCposition.

Someone with high C tendencies would tend to seek control of tasks in reserved, indirect ways. the pattern that is control-oriented with an introverted-tendency is known as the C DISCposition.

while we all have a primary DISCposition—a natural behavioral pattern that we become accustomed to early in our lives—we can also develop a secondary or third pattern as a result of expectations faced in various personal or work roles. this profile will help you understand your secondary or backup DISCposition, if applicable, and the blend of the two patterns. For example, your questionnaire results could show a primary D DISCposition with a secondary C DISCposition. this profile will help you understand both your primary D DISCposition and the “Dc” combination of your primary and secondary.

85% of the people assessed have two DISCpositions above average, which gives rise to the possibility of 16 combinations. the DISC Online Profile is designed to help you understand these four basic DISCpositions as they pertain to you and your habits or interests, actions, and opportunities for continued growth, especially in your work environment.

the information that follows is based on the answers to the questionnaire you filled out and is customized to the focus or environment you had in mind when you completed it.

Sami Ben Lassoued


DISC PROFILE 2011

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D I S C

SAMPLE D

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hOw tO REaD anD IntERPREt yOuR GRaPhS

Below is a set of sample data graphs to explain various aspects of interpreting your graph results.

D I S C9

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SAMPLE D

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Graph IVisible Self

Graph IIInner Self

Primary DISCpositionSecondary DISCposition (if present)

high

Low

midline

I (1912) Is (2982)

DISCpositions and Stanine Patterns

the bar graphs represent your results in order of intensity from less intense (first stanine) to most intense (ninth stanine). the stanine patterns represent your stanine numbers in order of D-I-S-C. your primary DISCposition is indicated by the highest plot point(s) above the midline (stanines 5-9). For example, stanine patterns 1912 (in the Visible Self graph) and 2982 (in the Inner Self graph) both give you a primary I DISCposition. these are circled in red in the above examples.

the primary DISCposition is indicated by a capital letter in the pattern description found at the base of the graph next to the stanine pattern. a person may have more than one plot point above the midline. If this is the case, and the second (or third) plot point is of a lesser intensity, it will be indicated by a lowercase letter in the pattern description. It is referred to as a secondary DISCposition and is circled in black in the example above (in the Inner Self graph). Some people may not have a secondary preference.

Graph I—Visible Self. this graph reflects your perception of the behavioral tendencies you use in a particular setting. this graph may change in different environments as your perception of what the environment or others expect or demand from you changes. For this reason, this graph is not considered the most authentic representation of your behavior.

Graph II—Inner Self. this graph reflects your perception of the behaviors you are most likely to use instinctively or when you are not consciously choosing your behavior. For this reason, this graph may be most representative of the real or authentic “you.” this graph tends to be fairly consistent, even in different environments. this is the behavior you are most likely to revert to using when under stress or in frustrating situations because it is automatic and most comfortable.

In the examples provided above, this person sees his or her visible self as a “turbo” I DISCposition (with no secondary). he or she sees the inner self as a combination with a primary I DISCposition and secondary S, which is stated as “Is.”

If Graph I and II are similar, it means you tend to use your same natural behaviors in the particular focus area chosen for the questionnaire. If they are different, then you are using behaviors (Visible Self) that are not as natural for you (Inner Self), which will probably cost you energy and cause you stress, especially if you use those behaviors over a long period of time.

Sami Ben Lassoued


DISC PROFILE 2011

yOuR aSSESSmEnt RESuLtS

this report provides you two sets of information based on your responses to the questionnaire. Graph I, the Visible Self graph, reflects your “socialized” self or the learned behaviors you think others expect of you in a particular environment. these responses are a result of answers about what you are “most” like. under favorable conditions, you tend to use these behaviors because they serve the purpose or are what others expect or demand from you.

Graph II, the Inner Self, reflects more instinctive and natural behavior. these responses are a result of answers about what you are “least” like. your Inner Self behavior is typically what emerges when under stress from difficult situations, obstacles, or challenges that intensify responses and you go to your comfort level. It is your “go-to” behavior when consciously choosing your behavior is difficult.

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Graph I

Visible Self

Graph II

Inner Self

For some people, the Visible Self pattern is different than the Inner Self pattern. For others, the behavioral patterns remain virtually identical. In either case, there is no single “best” pattern—only behavior that fits or satisfies the requirements of the existing situation. It is interesting to note if there is a difference between the Visible Self and Inner Self, because under unfavorable or stressful conditions, you tend to revert to your more instinctive Inner Self pattern of behavior.

Visible Self Pattern Inner Self PatternPrimary DISCposition Primary DISCpositionSecondary DISCposition Secondary DISCposition d

Sami Ben Lassoued

dI I

Id (6823) Id (7725)


DISC PROFILE 2011

DEGREE OF DIFFEREnCE DIaGRam

as you look at the diagram below, locate your Visible Self and Inner Self results and compare the differences:

Extroverted-Tendency

Control- Oriented

D Di Id I

Accept- Oriented

Dc Ds Ic Is

Cd Ci Sd Si

C Cs Sc S

Introverted-Tendency

Sami Ben Lassoued

no change.

Inner self

Visible self


DISC PROFILE 2011

DEGREE OF DIFFEREnCES DIaGRam, continued

the degree of difference between your Visible Self and Inner Self depends on the location within the diagram.

Large Difference. when your Visible Self and Inner Self results are plotted in different quadrants, across from each other over one of the major continuums (or axes), it is considered a large difference. If your behavior shifts from one quadrant to another as a result of stressful or unfavorable conditions, people around you are apt to notice the change. For example, circumstances may cause you to revert from your socialized, direct, and extroverted-tendency to your more natural, instinctive, quiet, and introverted behavior—leaving people wondering what happened to that outgoing, demonstrative person. mistrust and confusion could result.

Moderate Difference. when your Visible Self and Inner Self results are both located in the same quadrant, but in different squares because both patterns share the primary DISCposition but a different secondary DISCposition, it is considered a moderate difference. It is common for the primary DISCposition to remain consistent, while the secondary varies according to the environment.

No Difference. when your Visible Self and Inner Self patterns are in the same quadrant and square within the quadrant, no apparent changes occur between your behavior in favorable or unfavorable conditions. that is not good or bad, but it is consistent.

this report has provided information about both your Visible Self and Inner Self. Starting on page 11, the information will be based on your InnER SELF or Graph II. this is because the Inner Self graph

• Represents the most psychometrically sound data.• Reflects your more authentic self that needs to be understood if you want or need to adapt

or adopt new behaviors to better meet the challenges of your environment, to establish more effective relationships, or achieve your goals over time. your Inner Self is where change begins

Sami Ben Lassoued

© 2009 The Ken Blanchard Companies and Life Associates, Inc. All rights reserved. 11 Do not duplicate or transmit without written permission. Item # P82727 • V073011

DISCPROFILE2011

IdDISCposition

PrimaryDISCposition: Extroverted-TendencyandAccept-Oriented

SecondaryDISCposition: Extroverted-TendencyandControl-Oriented

SNAPSHOTOFWORKBEHAVIOR

Yourassessmentresultsshowyouhaveatendencyforbehaviorsthataredirect,extroverted,andaccept-oriented,withsecondarytendenciestowarddirect,control-orientedbehavior.Apersonwithanaccept-orientationtendstoacceptwhattheenvironmentoffersandusesittomeethisorherinnerneeds.Apersonwiththeoppositetendency—thecontrol-orientation—tendstoactonhisorherenvironmenttochangeittomeethisorherinnerneeds.Asyoucansee,yourresultsshowatendencyforboth,althoughthetendencytoacceptisalittlestronger.Youalsoshowastrongtendencytobedirectandextroverted.

Yourapproachisdirect,whichinvolvesbothinteractingwithothers,aswellasfocusingontasksthatareimportanttoyou.Youdemonstrateanenthusiastic,optimistic,“can-do”attitudewithalmosteveryoneyoumeet.Youhaveavarietyofinterestsandarecontinuallyattractedtonewopportunities.Youbecomeeasilyboredwithroutines,repetitiveness,andtoomanydetailsorcomplicationsthatlimityoufrompursuingyourowninterests.Youseekprestigeandcanbequitepersuasive.Inthefinalanalysis,peoplearemoreimportanttoyouthantaskaccomplishment.

Youareespeciallycomfortableinrolesthatrequireyoutobe,primarily,astrongcommunicatorandinfluencerofpeopleand,secondarily,aleaderanddecisionmaker.Suchrolesincludeaspokesperson,symbolicleader,orpersonwhopromotesandrepresentsanorganization’sproductsandservices.

Youaredirectandoutgoing.Youenjoyavarietyofinterestsandarefascinatedbynewopportunities,especiallywhentheyprovideyouwithachancetomeetandsocializewithpeople.Youliketobeonthereceivingendofpersonalrecognitionandenjoystatussymbolsthatsignalsuccessathavingmanydifferentactivitiesorprojectsgoingonatthesametime.However,asapersonwiththeIdDISCposition,youcanbequicktoextricateyourselffrommessysituationsandrelationshipsthatmightjeopardizeyourimageorlossofstatus.

Sami Ben Lassoued

12 © 2009 The Ken Blanchard Companies and Life Associates, Inc. All rights reserved. Do not duplicate or transmit without written permission. Item # P82727 • V073011

DISCPROFILE2011

Youareprimarilyasupportingtypeofindividual,withasecondarycontrollingdrive.Thiscanbestbeunderstoodbyyourdrivetoimpactandshapesituationsthroughyourinfluenceonpeoplewhenseekingyourobjectives.Thistendencyisapparentinyourknackforbeingexpressive,enthusiastic,andpositiveinmostsituations.

Othersdescribeyouasenthusiasticbecauseofyourexuberant,bubbly,upbeatapproachwithpeopleandlife.Yourcharmandwarmtharenaturalmagnetsthatattractpeopletoyou.Youhavereasonsforyour“can-do”approachbut,inthelongrun,youbelievethatpeoplearemoreimportantthantasksoroutcomes.

ENERGIZERSATWORK

Whencircumstancesarepositiveandnonstressful,beinginfluentialwithpeopleenergizesyou.Yourdesireforsocialpowerisoftenevidentintheprestigeassociatedwithyourposition,includingthepeoplewhomyouknowandwithwhomyousocializeorthevisiblestatussymbolsinyourworkandpersonalenvironments.Youliketobethecenterofattention.Asaresult,youlookforopportunitiestobethespokespersonorpresenterofnewideas,grandinitiatives,andnoteworthyprojectsthatenergizepeoplebyemotionallycapturingtheirhopesandaspirations.

Whatmakesnegative,stress-filledsituationsforyouareoccasionswhenyouexperiencealossofsignificantsocialinfluence.Youfeelstressedandanxiouswhenyoulosethefreedomtobespontaneousandimproviseinwaysyouviewasnecessarytobeinfluential.Asaresult,youavoidorquicklyexitfromsituationsthatmightcausethistooccur.Perceivedthreatsoftenincludedifficultrelationships,complexworktasks,orpeoplewhotakethingsforgranted.Yournaturalresponseistoavoidinvolvementwithhighlyrestrictivepeopleandroleresponsibilities.

NATURALTALENTSANDSTRENGTHSATWORK—WITHTASKS

• Inspiring,convincingspokespersonandgoodwillambassador• Willingdelegatorandinteractiveteamplayer• Beingopentonew,variedinputs,information,andpossibilities

AsapersonwiththeIdDISCposition,yourarticulatenessandnaturalinterestinpeoplemayleadyouintointeractions-focusedroles,suchassales,promotions,entertainment,media,andpublicrelations.Youtendtobeaninspiring,convincingspokespersonforwhateveryouchoosetosupport.Youcansellideasandinitiativeswitheaseandconviction.

Sami Ben Lassoued


DISCPROFILE2011

Becauseofyournaturallyhighinterestinpeopleandstrongpersonaldistastefordealingwithdetails,youareawillingdelegator.Youtendtodelegatedetailsandcomplexactionitemstopeoplewheneveryoucan.Youmayattimesdelegatetaskstopeoplewhoarenotalwaysqualifiedtohandlethework.Asaresult,youarehappiestinjobsthatenableyoutogetoutoftheofficeandbeinvolvedwithavarietyofpeopleandsituationsthatdonotbogyoudownwithalotofrepetitive,detailed,complexwork.

InLEARNINGSITUATIONSyouprefertobegivenconcrete,specificpiecesofinformation—orpartsofideas—thatallowyoutoslowlytakeinwhatneedstobelearned.Thesearemoreeasilylearnedwhentheyrelatetothestepsthatareneededtosolvepractical,realproblems.Onceyouhavethehow,youwanttheimmediateopportunitytoactivelyexperimentwiththoseideasandskillstointernalizethelearnings.Thebestlearningopportunitiesarethosethatshowandhelpyouputyourideasorvisionsintoactions.Beingapragmaticlearner,whatyoulearniswhathelpsyoutranslateyourtalkintoaction.

InDECISION-MAKINGSITUATIONSyoutendtomakedecisionsonthespurofthemomentbecauseyougetcaughtupinthemoodofthemoment.Thiscanbeespeciallytrueifyouareinvolvedinnewideasthatspurpeople’shopes,dreams,andenergies.Youmakedecisionsveryquickly,usuallyinorafterconversationswithpeople,andareconcernedwithconcrete,short-termactions.

InsituationsthatrequireCHANGE,youusuallyfeelthatchangeisjustthe“thing”foryou.Youlikebrevityandvarietyinyourworksituations.Slow-pacedroutinesanddetailsdrainyourenergy.Youenjoystayingcurrentwiththelatestgossip,trends,andfads.Infact,newideasorinitiativesareagreatwaytoclearyourheadandbreakoldhabits.

Sami Ben Lassoued


DISCPROFILE2011

INCREASINGYOURPERSONALEFFECTIVENESSATWORK—WITHTASKS

1. AsapersonwhohastheIdDISCposition,youareaclassic“generalist”whopreferstostaybroad,notgettingtoodeepintospecializedknowledgeorexpertise.Youprefertomoveaheadwithnewordifferentideasandopportunities.However,youneedtostayascurrentonchangesintechnology,products,orservicesyourepresentasyoudoongossip,trends,orfads.Youshouldnotappearbythoseyouseektoinfluenceasconcernedwithobvious,yetunimportant,issues.Youneedtoappearknowledgeableinordertobeseenastrustworthy.Increasingyourin-depthknowledgeinkeybusinessareascanhelpyoumanagethetendencytooverpromiseandunderdeliver.

• Askthosewhoknowyourworkandwhocareaboutyoutocritiqueyourknowledgeofthetechnology,products,orservicesyourepresent.Askifthereareareasthatyoushouldknowmoreabout.Listen,takenotes,andaskthemwhocouldteachyou,ifneeded.

• Maketime,onaconstantandfrequentbasis,tolearnanewbusinessskill,concept,oridea.Makesurethatthenewlearningisdirectlyconnectedtothetechnology,product,orserviceyourepresent.Putthistimeonyourcalendarandcallitaninvestmentinthedevelopmentofyourownintellectualcapital.

2. Asyouhaveread,followingupondetailsandroutinescandrainyourenergy.Thispreferencefordoingotherthingswithyourtimemeansthatyoudonotplanorstructureyourtime,choosepriorities,oruseawell-pacedapproachtotheworkyouneedtoaccomplish.Youtendtochoosethingsbasedonwhoistalkingtoyouorwhatseemslikeafunthingtodo.Becomemoreattentivetostructured,plannedactivitiesthatgetyouandothersthedesiredresults,includingfollowingthroughondetails,procedures,andanalyticalprocesses.

• Beforestartingtheday,askyourself,“Whathastobeaccomplishedtoday?”“Whathastobedonefirst,second,third,etc.?”“WhatcriteriaamIusingtomakethechoices?”“WhatisitIamchoosingtodaythatwillgivetheimpactIwantinthelongrun?”“WhatamIchoosingtodofirst,second,third,etc.?Why?”Thatwhichiseasyforyoumightbebestleftuntillast.

• Examineyourday.Decidewhichpartofthedayyouareatyourbest.Whenisyourenergythehighest,andwhenisitthelowest?Somepeopleareattheirbestinthemorning,someintheafternoon,andsomeintheevening.Onceyouhavedecidedyourpeaktimes,examinewhatneedstobedoneduringtheday.Whattaskstakelargeamountsofenergyandwhichareeasytodo?Dothosethingsthatarehardestduringthepeaktimeofyourday.Dothosethingsthataretheeasiestwhenyourenergyisatitslowest.

Sami Ben Lassoued


DISCPROFILE2011

3. Youtendtolackenthusiasmormotivationwhenyouneedtoaccomplishtasksthatdonotinvolvepeople,suchaspaperworkoremail.Manytimes,youunderestimatethetimeittakestogetthemdone.Youmayhavetoimprovethewayyouestimatethetasks’complexityandthetimeandresourcesthatareneededtoachieveoutcomes.Althoughthisisnotyourforte,takethetimetodeterminewhattasks,activities,andresourcesneedtobeaccomplishedbeforeyouact.Becomemoreadaptableatfollowingthroughonkeytasks,beamoreinclusiveandanalyticallistener,andassesskeyfactorsinthesituationthatsignificantlyincreaseyourownperformancepotential.

• Takeanhourofyourtimeand,insteadofworkingonaprojectortalkingtosomeone,lookathowyouplanandperformyournon-peopletasks.Askyourself,”WhatcouldIdodifferentlytomorerealisticallyandeffectivelyestimatewhatitwilltaketoachievethisoradifferentoutcome?”Brainstormthestepsthatneedtobeaccomplished.Thensequencethem.Onceyouhavegivenityourbestshotonpaper,asksomeonewhomyourespectasaplannertocritiqueyourideas.Practiceplanning!

• Examinesomeprojectsthatyouworkedoninthepast.Writedownthosethingsthatworkedanddidnotwork.Ofthethingsthatdidnotwork,seeiftherewereanypatterns.Couldyoucreatealistofthingsthatyouneedtolookforbecauseofthewayyoutendtowork?Putthelearningssomewhereinyourofficeorworkplacetoremindyou.

NATURALTALENTSANDSTRENGTHSATWORK—WITHPEOPLE

• Beingsociallyadept—cordial,confident,andpoised• Beingtalentedindeflectingobjections,criticisms,andresistance• Havingtheabilitytodealwithavarietyofpeople

Youuseinformalpower,throughyournaturallyoutgoingpreference,topersuadepeople.Youliketotalkpeopleintothingsbyusingyoursocialadeptness,aswellasbyworkingyournetworkofrelationshipsandcontacts.Youtendtobesociallyadept,cordial,confident,andpoisedwhenyouareinsocialsituations.

Sami Ben Lassoued


DISCPROFILE2011

Youarenaturallysmoothatcounteractingandneutralizingobjectionsandresistance.Byusingyouroptimismand“can-do”spirit,youhelpotherslookatthefuturepossibilitiesratherthanattheobjections,whichcanbetheprimaryfocusoftheconversation.

Youenjoyworkingwithavarietyofpeopleandsituations,whichmakesyoutheidealpersonformeetingpeople,settingfirstimpressions,anddevelopinggoodwillfortheorganizationorconceptsyourepresent.Youfindnewinitiativesandsituationschallengingbut,atthesametime,stimulating.Throughyourinspirational,facile,andpeople-orientedapproach,youuseyournaturaltalentsofbeingcordial,poised,andconfidenttoachieveyourresults.

InCONFLICTSITUATIONSyoutendtobecomestressediftheconfrontationispeople-orinterpersonally-based.Confrontationcanbedifficultforyoubecauseyougiveyourtrusttopeopleandwantthemtotrustyou,whichisafundamentalbasisofyourrelationshipswithothers.Conflictoftenquicklydrainsthetrustandgoodwillfromrelationshipsyouhaveestablishedandmakesithardforyoutoaccomplishyouroutcomes.Youmaybecomesoftandevasiveinconflictsituations.Youmayeven“walkawayfromitall.”

WhenCOMMUNICATINGwithothers,youenjoydirect,informalconversationsthatarepositive,persuasive,andinspirational.Youwanttobewell-spokenandenjoyotherswhoexpressthemselveswell.Youenjoynetworkingwithothersandbeingaspokesperson.

Youmayfindformalmemosorlettershardtoreadorwrite.Youmaysometimeshavetobe“chained”tothedeskorcomputertoreadorwrite.Paperworkandemailsareanecessaryevilthatyouwishyoudidnothavetodo.Youpreferface-to-facemeetingsfirstandphoneconversationssecond.

WhenGIVINGORRECEIVINGRECOGNITION,youenjoybeingrecognizedbyothersinpublicforthethingsyouhavedone.Prestigeandstatussymbolsareimportanttoyou.Youenjoyperks,status,andmementosofpastaccomplishment.Youenjoyphotosofspecialmomentsorphotosofyouandfamousinfluentialpeopleyouhavemet.

Sami Ben Lassoued


DISCPROFILE2011

INCREASINGYOURPERSONALEFFECTIVENESSATWORK—WITHPEOPLE

1. Asanindividualwithapeople-orientedpattern,youseekaffirmation,acceptance,andinclusionwithandthroughyourrelationshipswithothers.Confrontationis,therefore,aproblemforyou.Youtendtobecomepliableanddisengagingwhenyoufeelpressuredbyothers,whichyouinitiallydotosavefacewithpeopleandkeepopenalloptionstofindabettersolutiontotheconflict.Youmayfearrejectionandexclusionbyanindividualorgroupmorethananythingelse.Learntobelessemotionalwhenyouexperienceconflict.Learningtobemorerationalandobjectivecanhelpyoubemoreeffective.

• Thinkbacktothelasttimeyouwereinaconfrontationwithsomeone.Recallthefeelingsoffright,panic,hurt,orangerthatsurroundedthisexperience.Nowthinkabouttheissueortopicthatprecipitatedtheconfrontation.Recallthethoughtsyoudidnotverbalizebecauseyouwerehurtorafraid.Ifyouexpressedthosethoughtsatthetime,couldyouhavebeenmoreeffective?Ifyes,thenhowcanyoubemorerationalinthefuture?

• Thenexttimeyouareinaconfrontation,findwaystoslowtheconversationdowninsteadofattackingfromyourfeelingsofhurt.Paraphrasewhatyouheardtheotherpersonsay.Donotgotothe“whatarewegoingtodoaboutit”phaseuntilyouhavehelpedyourselfandtheotherpersongettothefeelingscreatedandexperiencedinthemoment.Youwillneverfindthestrategiesforfixingtheproblemuntilfeelingshavebeenexpressed.Youmightevenwanttotakeatime-outandallowbothpartiestocooldown.Whentheissuesarevalues-based,notstyle-based,retreatingdoesnotserveyoursenseofintegrity.Standingfirmonavaluethatisimportanttoyoumightbejustwhatyouneedtodo.

Sami Ben Lassoued


DISCPROFILE2011

2. Yourcompatibilitywithothersintasksituationsislowbecauseyouplacealowpriorityondetails,logicalanalysis,andriskassessment.Youtendtoleavedetailstothe“accountantsandlawyers.”However,youcouldlearnmoreifyouweremoretolerantandacceptingofpeoplewhohavedifferentperspectives,skills,andinterests.Learntoworkmoreeffectivelywiththosewhodiffermostfromyou—thosewitheithermoretask-orientedneedsforaccuracyandlogicorthosewhoappreciateroutineandproven,establishedpractices.Asanunstructured,spontaneouspersonwhoprefersinformal,people-orientedrelationshipsandinteractions,youmaynottrulyappreciatesomeonewhoisthinking-based.

• Whenyouareinthemidstofaplanningphaseoraproblem-solvingsession,makeanefforttoincludepeoplewhoareintrovertedandexudelogic,rationality,andaccuracy.Watchhowtheyanalyzetheissueorproblem.Usetheirideastostrengthenyoureffortsandlearntoduplicatewhattheydidifpossible.Thankthemfortheirhelp.

• Whenplanningaproject,askyourself,“Who,besidesme,willbeaffectedbytheoutcomes?”“Whosecommitmentisneededtoassessthedownsiderisksofthisidea?”“Whoseexpertisecanhelpmeunderstandtheneededstepsandthesequenceofthosesteps?”Awaytohelpyoulearnhowtothinklikeaplanneristosurroundyourselfwithplanners,askfortheirhelp,andtaketheiradvice.Usetheirskillstoaugmentyourtendenciestonotenjoythisaspectofwork.

Sami Ben Lassoued


DISCPROFILE2011

3. Anotherwayyoucanincreaseyoureffectivenesswithpeopleatworkistolearntocontrolyouremotions,subjectivity,andneedforapproval.Becomingmoreanalyticalandproceduralwhenfacingconflictwithotherscouldhelpyouletgoofyourneedtobeemotional.Somepsychologistsmakeadistinctionbetweenfeelingsandemotions.Feelingsarethosesensationsinyourbodythatyouhavetocertainexperiences,e.g.,blushingortheadrenalinerushthatcomesfromafearfulsight.Emotionsaretheinterpretationsyouplaceonthesensationsexperienced.Youmaythinkthesensationsandexperiencearebad,awful,orundesirableinthefuture.Whatischangeablearetheinterpretations,notthesensations.

• Findaquietspotwhereyouwillnotbeinterruptedbyothers.Bringsomewritingmaterials.Thinkbacktothelastconfrontationornegativeemotionalexperienceyouhad.Reconnectwiththecontextandissuesthatgaverisetotheexperience.Asyoureconnect,trytorememberhowyourbodyfelt.Wherewerethesensationsoftension,fear,oranxietylocated?Inyourstomach,chest,shoulders,neck?Thosesensationsarenotemotions.Nowtrytonametheemotions.Werethoseemotionscalledhurt,rejection,orsadness,forexample?Realizethedifferenceandwriteitdown.Rememberthattheconclusionsdonothavetoinfluencethewayyouactinthefuture.

• Takethetimetoexploreyourneedforapproval.Askyourself,“Wheredoesitcomefrom?”“WhatrolemodelsdidIhavewhoalsohadanaboveaverageneedforapprovalandaffirmation?”Theneedforapprovalisbasicineveryoneandmakessocialinteractiondesirable.Askyourself,“Whatpurposedoesitserveforme?”“WhatwoulditmeanifIweretoneverreceiveitfromothersagain?”“HowwouldIcope?”“WhatothersourcesofmeaningcouldIfindformylife?”Findothersourcesofmeaning.Noteverypersonwithwhomyouinteracthastolikeyouorcareaboutyou.

UNDERSTANDINGYOURCOMPATIBILITYWITHOTHERS

Basedonexperienceandresearch,someDISCpositionsmayevidencehigherorlowerlevelsoftensionbecauseofoppositeDISCpositionsofothers.Thesetensionsvaryintaskorinterpersonalsituations,aswellasinfavorableorinunfavorableorstressfulconditions.

ThechartonthenextpagegivesadescriptionofthoseDISCpositionsthataremoreorlesscompatiblewithyourDISCposition,givenataskorinterpersonalsituation.

Sami Ben Lassoued


DISCPROFILE2011

WhenexpressingyourIdDISCposition,generallyyour

TASKCompatibility SOCIALCompatibility

Low withaD Moderatelylow withaD

Low Di Moderatelyhigh Di

Low Ds Moderatelylow Ds

Low Dc Low Dc

Low I High I

Low Id Moderatelyhigh Id

Moderatelylow Is Moderatelylow Is

Low Ic Moderatelylow Ic

Moderatelylow S Low S

Moderatelylow Sd Moderatelylow Sd

Moderatelylow Si Moderatelylow Si

Moderatelyhigh Sc Low Sc

Low C Low C

Low Cd Low Cd

Low Ci Moderatelylow Ci

Moderatelyhigh Cs Low Cs

WhilespecificcompatibilitywithotherDISCpositionsmayvary,youcanseethatgenerallyyoushowlittlecompatibilityinTASKsituations.Thismaybebecauseyoudonotenjoyworkingwithataskfocusandtendtoleavethedetailsuptoothers.Youmustdevelopsomeversatilityandbecomemoretask-focusedwhennecessary.

InSOCIALsituationsyouaremostcompatiblewithI,Id,orDiDISCpositions.ItisjustpossiblethattheCandSDISCpositionsdonot“schmooze”welland,attimes,yourskillsmakeittolerableforthem.Compatibilityisatwo-waystreet,whichmeanstheincompatibilitymustbeovercome.Bothpartiesmustworktodoso.

Sami Ben Lassoued

APPENDIX DISCPROFILE2011

© 2009 The Ken Blanchard Companies and Life Associates, Inc. All rights reserved. A–1 Do not duplicate or transmit without written permission. Item # P82734 • V073011

OVERVIEWOFALL16DISCpositions

The16mostcommoncombinationsofthefourbasicDISCpositionsaredescribedonthefollowingpages.EachDISCpositiondescriptionconsistsofasnapshot,self-motivator(s),andde-motivator(s).

ThEPRIMARYDDISCpositions

#1—D DISCposition

Snapshot

Yourapproachcanbesummarizedasdirect-actingandfocusedintensivelyonthosetasksoractivitiesthatareofpersonalinteresttoyou.Yougetenergizedbybeinginvolvedinundertakingsthathavealargeoruniqueimpact—especiallywhenyouareinchargeorareakeyplayeror,preferably,whentheundertakingsareyourown.Yournaturaltendencyistoact,takecharge,andcreatechangeinordertogainpersonalsatisfaction.Youenjoyafast-pacedenvironmentthatrespondstoyourinterests.Incontrast,youhavelittletolerancewithslower-pacedpeopleandenvironmentsandtendtobequitedemandingofothers.Youalsowantotherpeopletohandlethosedetailsandfollow-throughactionsthatbothdisinterestyouandyouviewasmoreappropriateforthemtohandle.

Youareespeciallycomfortableinroleswhereyoucanmakethedecisionsandtakethelead,suchasentrepreneurshipornegotiatingdealsorsituations.

Self-Motivator(s)

Beinginapositiontoexertyourpersonalpowertosignificantlyshapeandimpacttasks,initiatives,orventuresthatareofinteresttoyou

De-Motivator(s)

Notbeinginapositiontosignificantlyexertdirectandswiftcontrol,especiallywhenitaffectsyourownpersonalsuccessinthoseactivitiesyoudecidetoundertake

#2—Di DISCposition

Snapshot

YourDISCpositionessentiallyinvolvesadirect,action-orientedapproachtodealingwithbothtasksandpeople.Whileyourprimaryfocusisonachievingtasks,youaredrawntothosetasksthatyoucanbestaccomplishbyeitherdirectingpeopleorworkingwithandthroughthemtogetyourdesiredresults.Youtendtoattractpeoplewhoaredrawntoyoubyyourcharismaandself-confidence.Youcanalsobesensitivewhenworkingwithpeopletogettheresultsyouwant.Whileyouarecomfortablewithpeople,youviewrelationshipsasapracticalwayforgettingresultsthroughthem.

Youareespeciallycomfortableinrolesthatprimarilyinvolvedecidingorleadingandsecondarilyinfluencingothers.

Self-Motivator(s)

Continuallygettingtheresultsyouseekonyourownterms

De-Motivator(s)

Beingblockedbyothers,undermined,undervalued,orvulnerableinwaysthatnegativelyaffecttheachievementofyourdesiredresults

DISCPROFILE2011 APPENDIX

A–2 © 2009 The Ken Blanchard Companies and Life Associates, Inc. All rights reserved. Do not duplicate or transmit without written permission. Item # P82734 • V073011

#3—Ds DISCposition

Snapshot

Youareprimarilydirect-actingandtask-focused,withasecondaryrelatingtendency.Youareconstantlyfocusedonyourgoalsandaspirationsandtryingtomakethemhappen.Yourealizethatthisincludesconsistentlyandpredictablyachievingtheresultsandexpectationsthatothersmayhaveofyouanddiligentlytryingtodeliveronthese.Meetingtheexpectationsofothersfitswithyourownsenseofself-satisfactionwhenyoucanachievethesepersonalaccomplishmentsforwhichyoualsoholdyourselfaccountable.

Aspartofyourindustrious,take-charge,doerapproach,youthriveonbeinginconstantmotionasyoubecometotallyimmersedinthethingsyouwanttoaccomplish.Incontrast,yougetfrustratedwhenthingsslowdownorinterferewiththescheduleandplanforachievingtargetedresults.Youenjoyworkingalongside,beinginvolvedwith,andrelatingwithpeopleaspartofthisprocess.Otherpeopleappreciateyourowndemonstratedhard-workingapproachandwillingnesstopitchinwherenecessarytogetthejobdone.Insummary,yourapproachisdrivenbyproducing—themoreandfaster,thebetter.

Youareespeciallycomfortableinroleswhereyoumakedecisionsandareinaleadpositionwhilealsoparticipatingdirectlyintheimplementation,suchastheuseorallocationofresourcesandaccomplishingworkorprojects.

Self-Motivator(s)

Personalaccomplishmentsthatincreaseandpreferablyarealsosomewhatnewanddifferent

De-Motivator(s)

Failuretoachieveyourownexpectedpersonalachievementlevels

#4—Dc DISCposition

Snapshot

YourDISCpositionisthemosttask-focusedofalltheDISCpositions.Youareespeciallymotivatedtoexploreandachievenewfrontiersandbreakthroughsthatothershavenot—orattheleast,onesthatyouhavenotyetpioneeredforyourself.Youpreferusingamoredirectapproachtoreachyourtaskobjectives.however,whenfacedwithobstacles,threats,orpressures,youtendtobecomesomewhatmoreindirect—themorerisky,themoreindirect.Thisindirectnessissimplyatacticalshiftonyourparttoexploreothercreativewaysforachievingwhatyouwant,notanactofsettlingforanythingless.

Sinceyouseekcontroloverpeople,situations,andprocesses,accommodatingothersistypicallyapersonalstrategyto“willinglylosebattlesonlyifnecessarytomakesureIultimatelywinthewar.”Becauseofyourhightask-orientedandlow-relatingapproach,youtellpeoplewhatyouwantthemtodoandhowtodoit.Youcanbequitecriticalanddemanding—notjustofothersbutalsoofyourself—especiallywhenunderpressure.

Youareespeciallycomfortableinroleswhereyouareprimarilythedecisionmakerorleaderandsecondarilywhenyouareconductingtheoverallplanorevaluatingandmakingchangesbasedonactualresults.

Self-Motivator(s)

Ongoingpersonallychosenopportunitiesthatproducesignificantlygreater,new,andpreferablyuniqueresults

De-Motivator(s)

Actionsorsituationsthatlimitorinterferewithmeetingyourowntargetedsuccessexpectationsandefforts



ThEPRIMARYIDISCpositions

#5—I DISCposition

Snapshot

Yourprofileisthemostoutgoingandinterpersonal-focusedofalltheDISCpositions.Youareawarm,fun-loving,andpeople-orientedindividualwhoiscomfortableprovidingbothrecognitionandapprovaltoothers,whilealsoseekingthesamefromthemforyourself.Youareenergizedbyopportunitiestobewithothersinsocialandcasual,lightheartedsituations.Youenjoyconnectingwithothers,learningaboutthem,andparticipatinginexperienceswiththem.Youespeciallyenjoychancestoshareyourowninterests,feelings,hopes,andexperiences.You“comealive”whenyouarewithothersandfeelyourinteractionwithpeopleisyourmostimportanttask.

Youareespeciallycomfortableininterpersonalroleswhereyoucancommunicatewithpeople,forexamplebynetworkingorharmonizingwiththem.

Self-Motivator(s)

Personalpopularityandrecognitiongainedfromyourinteractionswithpeople

De-Motivator(s)

Failuretogainormaintainothers’recognitionorapproval

#6—Id DISCposition

Snapshot

Youhaveadirectapproachthatinvolvesconnectingwithothers,aswellasfocusingontasksthatareimportanttoyou.Youdemonstrateanenthusiastic,optimistic,confidentattitudewithalmosteveryoneyoumeet.Youhaveavarietyofinterestsandarecontinuallyattractedtonewopportunities.Youbecomeeasilyboredbyroutines,repetitiveness,andtoomanydetailsorcomplicationsthatlimityoufrompursuingyourinterests.Youseekprestigeandcanbequitepersuasiveasyouverbalizeaconvincingapproach.Inthefinalanalysis,peoplearemoreimportanttoyouthantasks.

Youareespeciallycomfortableinrolesthatrequireastrongcommunicatorandinfluencerofpeopleandsecondarilyasaleaderordecisionmaker,suchasaspokesperson,symbolicleader,orpromoterandrepresentativeofanorganization’sproductsorservices.

Self-Motivator(s)

Beinginfluentialwithpeople

De-Motivator(s)

Personalrestrictionsonyou,includingfreedomtopursueopportunitiesthatinterestyou



#7—Is DISCposition

Snapshot

TheessenceofyourDISCpositionisyourfocusonrelatingwithpeople.Whileyouarenaturallymorecomfortableactinginamoredirect,outgoingwaywithpeople,youtendtobecomemorereservedandlow-keyedwhenyouareanxious,afraid,stressed,orinapressure-filledsituation.Youareaninclusivepersonwhowantsotherstofeelcomfortableandsupported,especiallybyyou.Youarecomfortableexpressingyourselfeasilyandlisteningtoothers.Youhaveastrongdesiretopleasepeopleandcanbehurtattimesbythosefromwhomyouexpectsupport.Asaresult,youtrytoavoiddifficult,conflicted,orunnecessarilycomplexsituationsandrelationshipsthataremorerisk-prone.

Youareespeciallycomfortableinrolesthatbestfitwithyournaturaltalents,includingthosewhereyoucanprimarilyinfluenceothersthroughyourwarm,friendlycommunicationsandapproachandsecondarilyparticipatewiththeminactivitiesorprojects.

Self-Motivator(s)

Personalsenseofwell-beingandhappinessgainedthroughmultiplefriendlyrelationships

De-Motivator(s)

Innertensioncausedbydisapproval,disagreements,orpersonalcriticism

#8—Ic DISCposition

Snapshot

Yourapproachisdirectandoutgoing.Youareinterestedinbothrelatingwithpeopleandachievingtasksthatareimportanttoyou.Youtendtobenaturallycuriousandinterestedinavarietyofthings,especiallythosethatinvolvepeopleandofferexcitementornewopportunities.Asapeople-orientedthinker,youseekbalancebetweentheinnerprocessesofthinkingandfeeling,andbetweenbeingbothanalyticalandsensitivetoothers.Youaresociallycompetitiveandwanttoimpresspeoplewithyourpersonaltalents,includingyoursensitivity,diplomacy,andcomposure.Whileyouareoutgoingandinformal,youalsohaveaninwardlycautioussecondnaturethattendstobecomeaccentuatedwhenyouarefacedwithdifficultchoicesorpressure-filledsituations.

Youareespeciallycomfortableinroleswhereyoucaninfluenceothersprimarilythroughyourcommunicationspracticesandsecondarilybyyourtalenttoorganize,diagnose,andevaluatesituations.

Self-Motivator(s)

Lookinggood,bothtoothersandtoyou

De-Motivator(s)

Publicembarrassment,especiallywithotherswhoseopinionyouconsidertobeimportant



ThEPRIMARYSDISCpositions

#9—S DISCposition

Snapshot

Yourapproachisindirectandyoufocusonpeople.Youenjoyworkingwithotherswhereyoucanprovidemeaningfulserviceorsupport.Thisisespeciallytruewhenitinvolvescompletingpredictable,repeatableroutines.Youenjoybeingproficientatactivitiesthatenableyoutofunctioninadependableandsystematicway.Youseekcontinuityinbothrelationshipsandconditions.Youaremild-manneredandunassuming.

Youareespeciallycomfortableinroleswhereyoucanbeinvolvedintheactualimplementationofservices,tasks,orprojectswithothers.

Self-Motivator(s)

Stabilitybybeingincludedinongoingrelationshipsthatenableyoutomakesuccessfuluseofyourtalents

De-Motivator(s)

Changesorrisksthatdisruptyoursenseofsecurity,continuity,orposition

#10—Sd DISCpositions

Snapshot

YourDISCpositioninvolvesanindirect,butindustrious,task-focusedorientation.Youareanaturalaction-oriented,get-the-task-doneimplementer.Youdemonstrateabusyapproachtosituations.Whilemoderatelysupportive,youtendtobecomemorecontrollingwhenproducingorcompletingimportantestablishedobjectives.Youprefertohavemoreindependenceincontrollingresourcesorconditionsthatarekeyforachievingyourexpectedresults.

Youareespeciallycomfortableinroleswhereyouareprimarilyinvolvedintheactualimplementationasahands-ondoerandsecondarilyhaveasayinthedecisionsthataremadealongtheway.

Self-Motivator(s)

Increasingpersonalaccomplishments,initiallymeasuredbyachievingmoreand,lateron,byaccomplishingbiggerthings

De-Motivator(s)

Failuretoreachtargetedobjectives,especiallythoseyouhavepersonallysetforyourself



#11—Si DISCposition

Snapshot

Atyourcore,youareonewhocaresaboutothers.YourDISCpositionisoneofthemostacceptingofallDISCpositions.Youpreferacasual,friendly,andmorereservedapproachinyourrelationshipswithothers.Youbecomemoredirectwithotherswhenyouareverycomfortablewiththem.Youtrytomeetyourownneedsbybeingofservicetoothersthroughpositiveandcaringactions.Youenjoyhelpingrelationshipswhereyoucanmakeadifferencebylistening,understanding,caring,orassisting.And,youavoidhighlytenseordifficultsituationswhereconfrontationisnotwanted.

Youareespeciallycomfortableinroleswhereyouarebothdirectlyinvolvedintheimplementationprocessandabletopositivelyinfluenceothersthroughyourcommunicationswiththem.

Self-Motivator(s)

Acceptanceandgenuineappreciationbothfromyoutoothersandthemtoyou,typicallyinvolvingmultiple“good-will”relationships

De-Motivator(s)

Lossofapprovalbyothersordissensionandconflictbetweenyouandothers

#12—Sc DISCposition

Snapshot

Youdemonstrateanindirectandquitereservedapproach.Youpreferalimitednumberofpredictable,lower-riskrelationshipswhereyoucanfocusonselective,controllabletasks.Youaredetail-orientedandoperatebestinastructuredenvironmentwithroutinepractices.Youdislikeambiguity,surprises,andchange.Youprefertofocusonafewspecialized,well-definedareasofinterestandexpertisebycarryingoutfamiliarroutinesandacceptedwaysofdoingthings.

Youareespeciallycomfortableininformationaltypesofroleswhereyouprimarilyhavehands-oninvolvementinimplementingtasksorprojectsandsecondarilyareinvolvedinplanning,structuring,orevaluating.

Self-Motivator(s)

Steadyprogressandsuccessinvolvingobjectivesortasksinyourareaofspecializedinterest

De-Motivator(s)

Unexpected,unwantedchangesandunmanageabledemands



ThEPRIMARYCDISCpositions

#13—C DISCpositions

Snapshot

YourDISCpositionisthemostindirectandformal-acting.Asatask-focusedindividual,youareenergizedbyyourownpreferredinterests.Youalsoprefertofollowyourownprocessesandpracticesforcompletingtasksoractivities.Youfeelcomfortablewhenyouareanalyzingordeterminingthesolutionandmethodforachievingit.Facts,dates,anddetailsareresourcesyouuseforimplementingdecisionsandcapitalizingonyourlogicalproblem-solvingtalents.Youhaveastrongneedforpersonalprivacyandseekfreedomfromsignificantentanglementsorunnecessary,unwantedcomplications.

Youareespeciallycomfortableinroleswhereyoucanplanorevaluatetasks,projects,oractivities.

Self-Motivator(s)

Meaningfulopportunitiestobecorrectandaccurate

De-Motivator(s)

Personalcriticismofyourwork,otherpractices,orresults

#14—Cd DISCposition

Snapshot

YourDISCpositionistask-focusedwithastrongneedforcontrol,whichyouprefertosatisfythroughindirecttactics.Youliketoworkeitherindependentlyorinwayswhereyoucanexertcontrolthroughvariousmechanisms,suchasyourroleorprocedures.Wherepossible,youminimizeoravoidpersonalexposure,antagonism,orriskinyourinvolvementwithpeople.Youaremotivatedbydesigningordevelopingoriginal,qualitywork.however,youtendtobecomemoredirective,extroverted,andbluntintasksituationswhenyouareincontrol.

Youareespeciallycomfortableinroleswhereyouareprimarilyplanning,structuring,orevaluatingprogressandsecondarilymakingrelateddecisionsandexertingtheleadershiprequiredtoassuretargetedresults.

Self-Motivator(s)

Independentsuccessandcontinuingprogressforyourownkeyinterestsandobjectives

De-Motivator(s)

Unmanageableexternaldemandsorundesiredchangesaffectingyourobjectivesandplans



#15—Ci DISCposition

Snapshot

Yourapproachisamorecomplexcombinationofdifferingtendencies.Thestrongestisyourindirect,selective,andcautiouslytask-oriented,controllingtendency.Nextisyourtendencytobemoredirectwhenrelatingwithpeople.Youarehighlyanalytical,aswellassensitive,andrelatewellwithpeoplewhen you choose to do so.however,youalsoliketospendtimeinamoreindependent,privatemannerthatincludesalimitednumberofrelationships.Youaremotivatedtodowellintermsofbothqualityandaccuracy,butyouarealsoquiteresistanttodoingthingsthatdonotinterestyou.

Youareespeciallycomfortableinrolesthatinvolvediagnosing,assessing,andstructuring.Youtendtodowellatinfluencingothersthroughyourcommunicationsstrengths.

Self-Motivator(s)

Achievementofyourownself-selectedobjectivesbyyourownstandardsofsuccess

De-Motivator(s)

Personalembarrassmentordiminishedsenseofself-importanceduetofailuretoaccomplishordowellasyouseeit

#16—Cs DISCposition

Snapshot

Youdemonstrateaveryreserved,inward-actingapproachthatisdrivenbyyourneedforindirectcontrolthroughself-directedprocessesandprocedures.Youtrytoperfectthosetasksinwhichyougetinvolved.Yourneedtodothingscorrectlymakesyoulimitthenumberofcommitmentsandworkingrelationshipsthatyouundertakeatanyonetimeor,perhaps,atall.Youcomplywithotherswhenitisneededtominimizeconflictorotherproblemsthatmightinterferewiththeobjectivesandstandardsyouwanttoachieve.

Youareespeciallycomfortableinrolesthatinvolveprimarilyplanning,structuring,andevaluatingandsecondarilyimplementingworkoractivities.

Self-Motivator(s)

Predictableaccomplishmentsachievedthroughasteady-paced,preciseapproach

De-Motivator(s)

Limitationsplacedonyourownpersonalexpectations

DISC-Sami April 2015

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