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This document provides information about a DISC behavioral assessment. It discusses Dr. William Marston's research on four quadrants of behavior that help understand a person's preferences. The assessment helps the user understand their own behavioral style and maximize their potential. It provides a natural and adaptive style comparison, along with explanations of each behavioral dimension - decisive, interactive, stabilizing, and cautious.

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© 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 1 The DISC Index WHAT WHY HOW Ayla Riveira April 6, 2015 This Innermetrix Disc Index is a modern interpretation of Dr.William Marston's behavioral dimensions. Marston's research uncovered four quadrants of behavior which help to understand a person's behavioral preferences. This Disc Index will help you understand your behavioral style and how to maximize your potential. Anthony Robbins Coaching www.tonyrobbins.com Get a real estate specific version at www.WizeHire.com
Executive Summary AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 2 Natural and Adaptive Styles Comparison Natural Style 10 20 30 40 50 60 70 80 90 100 99 D 81 I 32 S 39 C Natural Style: The natural style is how you behave when you are being most natural. It is your basic style and the one you adopt when you are being authentic and true to yourself. It is also the style that you revert to when under stress or pressure. Behaving in this style, however, reduces your stress and tension and is comforting.When authentic to this style you will maximize your true potential more effectively. Adaptive Style 10 20 30 40 50 60 70 80 90 100 91 D 60 I 10 S 10 C Adaptive Style: The adaptive style is how you behave when you feel you are being observed or how you behave when you are aware of your behavior. This style is less natural and less authentic for you or your true tendencies and preferences.When forced to adapt to this style for too long you may become stressed and less effective.
Introduction AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 3 About This Report Research conducted by Innermetrix shows that the most successful people share the common trait of self-awareness.They recognize the situations that will make them successful, and this makes it easy for them to find ways of achieving objectives that fit their behavioral style. They also understand their limitations and where they are not effective and this helps them understand where not to go or how not to be as well. Those who understand their natural behavioral preferences are far more likely to pursue the right opportunities, in the right way, at the right time, and get the results they desire. This report measures four dimensions of your behavioral style. They are: • Decisive — your preference for problem solving and getting results • Interactive — your preference for interacting with others and showing emotion • Stability — your preference for pacing, persistence and steadiness • Cautious — your preference for procedures, standards and protocols This report includes: • The Elements of DISC — Educational background behind the profile, the science and the four dimensions of behavior • The DISC Dimensions — A closer look at each of your four behavioral dimensions • Style Summary — A comparison of your natural and adaptive behavioral styles • Behavioral Strengths — A detailed strengths-based description of your overall behavioral style • Communication — Tips on how you like to communicate and be communicated with • Ideal Job Climate — Your ideal work environment • Effectiveness — Insights into how you can be more effective by understanding your behavior • Behavioral Motivations — Ways to ensure your environment is motivational • Continual Improvement — Areas where you can focus on improving • Training & Learning Style — Your preferred means of sharing and receiving styles • Relevance Section — Making the information real and pertinent to you • Success Connection — Connecting your style to your own life
Four Components of Behavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 4 The Elements of the DISC-Index This DISC-Index report is unique in the marketplace for a number of reasons.You just completed the first ever click & drag DISC instrument on the market.This was constructed in a precise manner to allow for ease of responses, even in the midst of many difficult decisions.This intuitive interface allows you to focus on your answers, not the process. Also, unlike other DISC instruments, this instrument allows you to rank all four items instead. As a result, this instrument produces zero waste in responses. Some instruments ask you to choose two items out of four, and leave two items blank.Those instruments have a 50% waste of terms, and do not provide for an efficient response process. The DISC Index instrument eliminates that response problem. Another unique aspect of this DISC-Index report is that we present the DISC aspects of your behavior both as separate entities and as a dynamic combination of traits. This report presents the first time that each of the DISC elements are separated and developed as pure entities of themselves. This can serve as an important learning tool as you explore the deeper aspects of DISC. Your unique pattern of DISC traits is developed through the context of this report. Additionally, the following four pages will be devoted to exploring your DISC scores as separate components within the unique combination of traits that you exhibit. A comment on contradictions:You may read some areas of this report that may contradict other text.This isduetothefactthatmanyofusshowcontradictorybehaviorsinthenormalcourseofourdailyoperations. Each of us are at times talkative and other times more reflective, depending on how we are adapting our behavior. The expression of these contradictions is a demonstration of the sensitivity of this instrument to determine these subtle differences in our natural and adaptive style.
Four Components of Behavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 5 A closer look at the four components of your behavioral style Decisive Problems: How you tend to approach problems and makes decisions High D Demanding Driving Forceful Daring Determined Competitive Responsible Inquisitive Conservative Mild Agreeable Unobtrusive Low D Interactive People: How you tend to interact with others and share opinions High I Gregarious Persuasive Inspiring Enthusiastic Sociable Poised Charming Convincing Reflective Matter-of-fact Withdrawn Aloof Low I Stabilizing Pace: How you tend to pace things in your environment High S Patient Predictable Passive Complacent Stable Consistent Steady Outgoing Restless Active Spontaneous Impetuous Low S Cautious Procedures: Your preference for established protocol/ standards High C Cautious Perfectionist Systematic Careful Analytical Orderly Neat Balanced Independent Rebellious Careless Defiant Low C
Four Components of Behavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 6
Four Components of Behavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 7 Decisive Your approach to problem-solving and obtaining results The D in DISC represents Decisiveness. Your score on this scale, represented below, shows your location on the D spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher D — Tend to solve new problems very quickly and assertively. They take an active and direct approach to obtaining results. The key here is new problems such as those that are unprecedented or haven't happened before.There may also be an element of risk in taking the wrong approach or developing an incorrect solution, but those with a High D score are willing to take those risks, even if they may be incorrect. Lower D — Tend to solve new problems in a more deliberate, controlled, and organized manner. Again, thekeyhereisnewandunprecedentedproblems. TheLowerDstylewillsolveroutineproblems very quickly because the outcomes are already known.But, when the outcomes are unknown and the problem is an uncertain one, the Lower D style will approach the new problem in a calculated and deliberate manner by thinking things through very carefully before acting. 10 20 30 40 50 60 70 80 90 100 99 Natural 91 Adaptive Your score shows a very high score on the 'D' spectrum. The comments below highlight some of the traits specific to just your unique score. • Sometimes you become argumentative, even when you don't mean to be or notice that you are. • You are a very strong self-starter who always seems to have a high sense of urgency. • You love a good challenge, seek freedom, and look for a lot of variety. • You are practical - all about the business and getting results quickly without fluff or delay. • The more difficult the challenge, the more motivated you seem to become. • You can be very commanding and tend to take charge more than you follow.
Four Components of Behavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 8 Interactive Your approach to interacting with people and display of emotions. The I in DISC represents Interactive. Your score on this scale represented below shows your location on the I spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher I — Tend to meet new people in an outgoing, gregarious, and socially assertive manner.The key here is new people whom one hasn't met before. Many other styles are talkative, but more so with people that they've known for some time.The Higher I scores are talkative, interactive and open even with people whom they have just initially met.People scoring in this range may also be a bit impulsive. Generally speaking, those with the Higher I scores are generally talkative and outgoing. Lower I — Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the key word "new people" enters the equation.Those with Lower I scores are talkative with their friends and close associates, but tend to be more reserved with people they've just recently met.They tend to place a premium on the control of emotions, and approach new relationships with a more reflective approach than an emotional one. 10 20 30 40 50 60 70 80 90 100 81 Natural 60 Adaptive Your score shows a very high score on the 'I' spectrum. The comments below highlight some of the traits specific to just your unique score. • You most likely enjoy helping others as coach, counselor, or teacher. • You tend to not be very organized or attentive to details at all. • You express or talk about your emotions openly on the up-side or down-side. • You enjoy opportunities to motivate others. • You suffer from a fair amount of procrastination when it comes to tasks that require you to work with too many details all by yourself. • You have a very high trust level for others, but this could actually result in you being "burned."
Four Components of Behavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 9 Stabilizing Your approach to the pace of the work environment The S in DISC represents Stabilizing.Your score on this scale represented below shows your location on the S spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher S — Tend to prefer a more controlled, deliberative and predictable environment. They place a premium on security of a work situation and disciplined behavior. They also tend to show a sense of loyalty to a team or organization, and as a result, may have a greater longevity or tenure in a position than some other styles.They have an excellent listening style and are very patient coaches and teachers for others on the team. Lower S — Tend to prefer a more flexible, dynamic, unstructured work environment.They value freedom ofexpressionandtheabilitytochangequicklyfromoneactivitytoanother.Theytendtobecome bored with the same routine that brings security to the Higher S traits.As a result, they will seek opportunities and outlets for their high sense of urgency and high activity levels, as they have a preference for spontaneity. 10 20 30 40 50 60 70 80 90 100 32 Natural 10 Adaptive Your score shows a moderately low score on the 'S' spectrum. The comments below highlight some of the traits specific to just your unique score. • You bring a high sense of urgency to get things done now. • You prefer a more unstructured work environment. • You prefer to be mobile instead of chained to one desk or project for too long. • You desire the latitude to develop new and different directions or activities. • Unexpected things keep things interesting for you. • You are very good at multitasking.
Four Components of Behavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 10 Cautious Your approach to standards, procedures, and expectations. The C in DISC represents Cautiousness. Your score on the scale represented below shows your location on the C spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher C — Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom they respect. They like things to be done the right way according to the operating manual. "Rules are made to be followed" is an appropriate motto for those with higher C scores.They have some of the highest quality control interests of any of the styles and frequently wish others would do the same. Lower C — Tend to operate more independently from the rules and standard operating procedures.They tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by developing a variety of strategies as situations demand.To the Lower C scores, rules are only guidelines, and may be bent or broken as necessary to obtain results. 10 20 30 40 50 60 70 80 90 100 39 Natural 10 Adaptive Your score shows a low average score on the 'C' spectrum. The comments below highlight some of the traits specific to just your unique score. • You are practical and realistic. • To you, the end usually justifies the means. • You are persistent in trying to get a message across, even in the midst of resistance. • Youarefinewithchangewhenitisclearhowitwillimprove efficiency. • You might be perceived as a bit of a rule-bender by some on the team. • To you, rules are guidelines, not concrete.
Natural Style Pattern Overview AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 11 Natural Style Pattern: Your natural style is the way you tend to behave when you aren't thinking about it.This is where you are most comfortable (natural).This is also the style you will revert back to when under stress or moving too quickly to be consciously thinking about modifying your behavior. Finally, this is the style you should seek to be true to in your daily roles. Being natural will return better results with less effort and stress.The following statements are true to just your unique natural style: • Can be very charming in persuading others when climate is favorable and firm when confronting a hostile situation. • Tends to be a confident and independent person who is a self-starter and has a strong competitive edge. • High level of decisiveness, coupled with high influencing skills. The Higher D and I traits are nearly tied. • Projects emotional strength and a leadership power in working with others. • Able to project an image of openness and friendship to others, even while maintaining self control and an ability to distance from others when necessary. • Pace of personal operations is faster than many people and may be a primary example of 'multi-tasking.' • Likes to maintain control over the project or system activities. • A strong orientation toward getting the project completed quickly and successfully and maximizing the performance of the team in the process.
Adaptive Style Pattern Overview AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 12 Adaptive Style Pattern: This is the style of behavior you adapt to when you are conscious of your own behavior, when you feel you are being observed or whenever you are trying to better fit a situation. This is not a natural style for you, but still one of your two styles none-the-less. In other words, it is the way you feel you "should" behave when thinking about it.The statements below are specific to your individual Adaptive style: • Has a high expectation for others to keep up and maintain a rapid pace. • The High D traits bring a direct, bottom-line orientation, while the High I traits allow for a sensitivity to people. • Fueled by ego and optimism, she may be seen as a bold risk-taker. • Shows a need to be responsive and to move quickly to maximize results. • Forward-thinking on planning ideas and activities related to the big-picture. • Self-confident in actively seeking challenging projects. • Wants to bring a very high sense of urgency to projects and tasks. Gets things done… now. • Able to see the big picture and communicate it clearly work hard to make it a success.
Ideas for Being More Effective AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 13 Based on your behavioral style there are certain opportunities for becoming more effective by being aware of how you prefer, and enjoy, to behave. The items below may assist you in your professional development growth. By understanding these items you may find explanations for why you may be stuck in some areas of your life and why other aspects give you no trouble at all.You could be more effective by: • Watching how you express strong emotions. • Remembering that not everyone shares your high sense of urgency. • Freedom from repetitive tasks, routine, or details. • Having a system for record-keeping or organization. • Remembering not to be as abrupt and blunt sometimes. • Being aware of where your authority begins and ends. • Greater focus on the immediate work tasks and less on socializing at times. • Positions of leadership or higher responsibility.
Ideas for Staying More Motivated AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 14 Yourbehavioralstylewillcauseyoutobemotivatedbycertainfactorsinyourenvironment.Having these present may make you feel more motivated, and productive.The following are things that you may want in your surroundings to feel optimally motivated: • An environment with little or no routine work. • A climate allowing many contacts and meeting new people. • An environment that provides rapid advancement to positions of higher responsibility. • New challenges to address. • Recognition for the skills, insight, and problem-solving that she brings to the team. • Works best with a superior who is competent, optimistic, has a high sense of urgency, and is willing to delegate authority. • New problems to solve. • To be able to control her own career destiny, and make the necessary choices and decisions to make it happen.
Strength-based Insights AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 15 Each behavioral style contains certain unique strengths as a result of how your four behavioral dimensions relate to each other. Understanding your own unique behavioral strengths is an important part of putting your new level of self-awareness to work for your success and satisfaction.The following statements highlight specific strengths of your behavioral style: • Shows the rare ability of being able to manipulate people (in a positive way) without their noticing the manipulation. • Excellent in presentations to large or small groups. You bring a poised, confident, and engaging message to any audience. • Able to set high goals, then works hard with people to achieve those goals. • Able to juggle many projects and activities simultaneously and have a keen awareness of the status of each. • Works in an assertive and aggressive manner for the goals, the team, and the organization at large. • Able to carry a new initiative or message to a new audience in a new region and to build trust, credibility and rapport in a skillful manner. • Able to use discipline in an appropriate manner to achieve a win-win situation. • A very active agent in all that is do.
Ideal Job/Climate AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 16 Your behavioral style plays a significant role in determining what aspects of an environment you like. The items below will help you understand what will define an ideal working climate for you. Based on how you prefer to behave, an ideal climate for you is one that provides you with: • An environment with a high degree of people contacts, and problems to solve. • Assignments involving motivational skills in leading others. • Opportunity to see immediate results. • A climate that supports innovative ideas for success in the future. • Short cut methods, and reduction of potential bottlenecks. • Challenges in building new territory or networks of people. • Wide bandwidth of operation and influence. • Freedom from details.
Areas for Continual Improvement AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 17 Along with strengths, all behavioral styles come with areas that could become weaknesses - if depended upon or not acknowledged. The trick is not to manufacture a weakness in the first place by depending on these things. Here are a few items that could become problematic for you if not acknowledged or known.Your awareness of the potentials below is your best step in making sure they remain only potential problems. Due to your behavioral style, you may tend to: • Lack some follow-through with details or loose ends. • Set expectations for yourself and others that are overly ambitious or unrealistic. • Be somewhat intimidating to others due to your aggressiveness and dominance. • Lose interest in the project or initiative once the challenge is gone and it has become more of a routine. • Become impatient, especially with slower-moving or slower-thinking people. • Easily become restless and impatient with overly complex processes or slow-moving work. • Not be sensitive enough to others needs. • Be a selective listener, hearing only what you want to hear at times.
Preferred Training and Learning Style AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 18 Based on how you tend to behave you have certain preferences for how you like to convey information, teach, instruct or share knowledge with others. This is also true of how you like to receiveinformationandlearn.Understandingyourbehavioralpreferencesherewillhelpincrease your effectiveness in teaching or instructing others, and in being taught and learning. How you prefer to share knowledge or teach: • You can be accused of leaving out too many details or specifics. You prefer high-level discussions. • You don't like to teach on the same topic too much. • You connect learning to your own examples, self. • You are quick to anger and respond when frustrated by those you're teaching. • You tend to expect those you teach to move as quickly as you do, and not get stuck in any minutia. • You prefer a less structured, more free-flowing teaching style. • Youcanexpectotherstoberesponsiblefortheirownlearningandprofessionaldevelopment. How you prefer to receive knowledge or learn: • Interact frequently with others. • Integrate experiences with practical applications and ideas. • Prefer the concrete rather than the abstract. • Prefer learning with groups, but can work independently when necessary. • Seek inspiration and excitement in the learning process. • Respond actively to others, and tends to take learning risks. • Don't like cloudy or vague issues… will seek black and white alternatives.
Communication Insights for Others AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 19 This page is unique in this report because it is the only one that doesn't speak directly to you, rather to those who interact with you. The information below will help others communicate with you more effectively by appealing to your natural behavioral style.The first items are things others SHOULDdotobebetterunderstoodbyyou(Do's)andthesecondlistisofthingsothersSHOULD NOT do (Don'ts) if they want you to understand them well. Things to do to effectively communicate with Ayla: • Join in with some name-dropping, talk positively about people and their goals. • Be certain to conclude the communication with some modes of action and specific next- steps for all involved. • Offer specific evidence about the probability of success or effectiveness of some of the options. • Motivate and persuade by referring to objectives and expected results. • Offer input on how to make the ideas become reality. • Provide testimonials from people seen as important and prominent. • Plan to talk about things that support dreams and goals. Things to avoid to effectively communicate with Ayla: • Avoid getting bogged down in facts, figures, or abstractions. • Be certain all decision-points have reached closure and action-plans are the result. • Don't make decisions for anyone. • Don't direct or order. • Avoid being impersonal or judgmental. • Don't talk down to anyone. • When disagreeing, don't let it reflect on anyone personally.
Relevance Section AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 20 In order to make the most out of the information in this report it is important that you connect it to your life in a tangible way.To help you make this information your own, and pull out the most relevant parts, fill in the blanks below. Decisiveness: How is your 'D' score relevant to your life? _________________________________________________________________________ Interacting: How is your 'I' score relevant to your life? _________________________________________________________________________ Stabilizing: How is your 'S' score relevant to your life? _________________________________________________________________________ Cautiousness: How is your 'C' score relevant to your life? _________________________________________________________________________ Overall Natural Style: What is one way in which your natural style relates to your life? _________________________________________________________________________ Overall Adaptive Style: What is one way in which your adaptive style relates to your life? _________________________________________________________________________ Strength-based insights: What specific strengths do you think connect to your success more than any other? _________________________________________________________________________
Relevance Section AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 21 Communication Dos and Don'ts: What did you learn from understanding your preferred communication style? _________________________________________________________________________ Ideal Job Climate: How well does your current climate fit your behavioral style? _________________________________________________________________________ Effectiveness: What is one way in which you could become more effective? _________________________________________________________________________ Motivation: How can you stay more motivated? _________________________________________________________________________ Improvement: What is something you learned that you can use to improve your performance? _________________________________________________________________________ Training/Learning: What did you learn that could help you instruct others better, or learn more effectively? _________________________________________________________________________
Relevance Section AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 22 Your final step to making sure you really benefit from the information in this report is to understand how your behavioral style contributes to, and perhaps hinders, your overall success. Supporting Success: Overall, how can your unique behavioral style support your success? (cite specific examples) _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ Limiting Success: Overall, how could your unique behavioral style get in the way of your success? (cite specific examples) _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

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DISC-Ayla_Riveira

  • 1.
    © 2010-2011 CopyrightInnermetrix UK US South Africa Australia Asia Middle-East 1 The DISC Index WHAT WHY HOW Ayla Riveira April 6, 2015 This Innermetrix Disc Index is a modern interpretation of Dr.William Marston's behavioral dimensions. Marston's research uncovered four quadrants of behavior which help to understand a person's behavioral preferences. This Disc Index will help you understand your behavioral style and how to maximize your potential. Anthony Robbins Coaching www.tonyrobbins.com Get a real estate specific version at www.WizeHire.com
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    Executive Summary AylaRiveira © 2010-2011Copyright Innermetrix UK US South Africa Australia Asia Middle-East 2 Natural and Adaptive Styles Comparison Natural Style 10 20 30 40 50 60 70 80 90 100 99 D 81 I 32 S 39 C Natural Style: The natural style is how you behave when you are being most natural. It is your basic style and the one you adopt when you are being authentic and true to yourself. It is also the style that you revert to when under stress or pressure. Behaving in this style, however, reduces your stress and tension and is comforting.When authentic to this style you will maximize your true potential more effectively. Adaptive Style 10 20 30 40 50 60 70 80 90 100 91 D 60 I 10 S 10 C Adaptive Style: The adaptive style is how you behave when you feel you are being observed or how you behave when you are aware of your behavior. This style is less natural and less authentic for you or your true tendencies and preferences.When forced to adapt to this style for too long you may become stressed and less effective.
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    Introduction AylaRiveira © 2010-2011 CopyrightInnermetrix UK US South Africa Australia Asia Middle-East 3 About This Report Research conducted by Innermetrix shows that the most successful people share the common trait of self-awareness.They recognize the situations that will make them successful, and this makes it easy for them to find ways of achieving objectives that fit their behavioral style. They also understand their limitations and where they are not effective and this helps them understand where not to go or how not to be as well. Those who understand their natural behavioral preferences are far more likely to pursue the right opportunities, in the right way, at the right time, and get the results they desire. This report measures four dimensions of your behavioral style. They are: • Decisive — your preference for problem solving and getting results • Interactive — your preference for interacting with others and showing emotion • Stability — your preference for pacing, persistence and steadiness • Cautious — your preference for procedures, standards and protocols This report includes: • The Elements of DISC — Educational background behind the profile, the science and the four dimensions of behavior • The DISC Dimensions — A closer look at each of your four behavioral dimensions • Style Summary — A comparison of your natural and adaptive behavioral styles • Behavioral Strengths — A detailed strengths-based description of your overall behavioral style • Communication — Tips on how you like to communicate and be communicated with • Ideal Job Climate — Your ideal work environment • Effectiveness — Insights into how you can be more effective by understanding your behavior • Behavioral Motivations — Ways to ensure your environment is motivational • Continual Improvement — Areas where you can focus on improving • Training & Learning Style — Your preferred means of sharing and receiving styles • Relevance Section — Making the information real and pertinent to you • Success Connection — Connecting your style to your own life
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    Four Components ofBehavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 4 The Elements of the DISC-Index This DISC-Index report is unique in the marketplace for a number of reasons.You just completed the first ever click & drag DISC instrument on the market.This was constructed in a precise manner to allow for ease of responses, even in the midst of many difficult decisions.This intuitive interface allows you to focus on your answers, not the process. Also, unlike other DISC instruments, this instrument allows you to rank all four items instead. As a result, this instrument produces zero waste in responses. Some instruments ask you to choose two items out of four, and leave two items blank.Those instruments have a 50% waste of terms, and do not provide for an efficient response process. The DISC Index instrument eliminates that response problem. Another unique aspect of this DISC-Index report is that we present the DISC aspects of your behavior both as separate entities and as a dynamic combination of traits. This report presents the first time that each of the DISC elements are separated and developed as pure entities of themselves. This can serve as an important learning tool as you explore the deeper aspects of DISC. Your unique pattern of DISC traits is developed through the context of this report. Additionally, the following four pages will be devoted to exploring your DISC scores as separate components within the unique combination of traits that you exhibit. A comment on contradictions:You may read some areas of this report that may contradict other text.This isduetothefactthatmanyofusshowcontradictorybehaviorsinthenormalcourseofourdailyoperations. Each of us are at times talkative and other times more reflective, depending on how we are adapting our behavior. The expression of these contradictions is a demonstration of the sensitivity of this instrument to determine these subtle differences in our natural and adaptive style.
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    Four Components ofBehavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 5 A closer look at the four components of your behavioral style Decisive Problems: How you tend to approach problems and makes decisions High D Demanding Driving Forceful Daring Determined Competitive Responsible Inquisitive Conservative Mild Agreeable Unobtrusive Low D Interactive People: How you tend to interact with others and share opinions High I Gregarious Persuasive Inspiring Enthusiastic Sociable Poised Charming Convincing Reflective Matter-of-fact Withdrawn Aloof Low I Stabilizing Pace: How you tend to pace things in your environment High S Patient Predictable Passive Complacent Stable Consistent Steady Outgoing Restless Active Spontaneous Impetuous Low S Cautious Procedures: Your preference for established protocol/ standards High C Cautious Perfectionist Systematic Careful Analytical Orderly Neat Balanced Independent Rebellious Careless Defiant Low C
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    Four Components ofBehavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 6
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    Four Components ofBehavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 7 Decisive Your approach to problem-solving and obtaining results The D in DISC represents Decisiveness. Your score on this scale, represented below, shows your location on the D spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher D — Tend to solve new problems very quickly and assertively. They take an active and direct approach to obtaining results. The key here is new problems such as those that are unprecedented or haven't happened before.There may also be an element of risk in taking the wrong approach or developing an incorrect solution, but those with a High D score are willing to take those risks, even if they may be incorrect. Lower D — Tend to solve new problems in a more deliberate, controlled, and organized manner. Again, thekeyhereisnewandunprecedentedproblems. TheLowerDstylewillsolveroutineproblems very quickly because the outcomes are already known.But, when the outcomes are unknown and the problem is an uncertain one, the Lower D style will approach the new problem in a calculated and deliberate manner by thinking things through very carefully before acting. 10 20 30 40 50 60 70 80 90 100 99 Natural 91 Adaptive Your score shows a very high score on the 'D' spectrum. The comments below highlight some of the traits specific to just your unique score. • Sometimes you become argumentative, even when you don't mean to be or notice that you are. • You are a very strong self-starter who always seems to have a high sense of urgency. • You love a good challenge, seek freedom, and look for a lot of variety. • You are practical - all about the business and getting results quickly without fluff or delay. • The more difficult the challenge, the more motivated you seem to become. • You can be very commanding and tend to take charge more than you follow.
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    Four Components ofBehavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 8 Interactive Your approach to interacting with people and display of emotions. The I in DISC represents Interactive. Your score on this scale represented below shows your location on the I spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher I — Tend to meet new people in an outgoing, gregarious, and socially assertive manner.The key here is new people whom one hasn't met before. Many other styles are talkative, but more so with people that they've known for some time.The Higher I scores are talkative, interactive and open even with people whom they have just initially met.People scoring in this range may also be a bit impulsive. Generally speaking, those with the Higher I scores are generally talkative and outgoing. Lower I — Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the key word "new people" enters the equation.Those with Lower I scores are talkative with their friends and close associates, but tend to be more reserved with people they've just recently met.They tend to place a premium on the control of emotions, and approach new relationships with a more reflective approach than an emotional one. 10 20 30 40 50 60 70 80 90 100 81 Natural 60 Adaptive Your score shows a very high score on the 'I' spectrum. The comments below highlight some of the traits specific to just your unique score. • You most likely enjoy helping others as coach, counselor, or teacher. • You tend to not be very organized or attentive to details at all. • You express or talk about your emotions openly on the up-side or down-side. • You enjoy opportunities to motivate others. • You suffer from a fair amount of procrastination when it comes to tasks that require you to work with too many details all by yourself. • You have a very high trust level for others, but this could actually result in you being "burned."
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    Four Components ofBehavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 9 Stabilizing Your approach to the pace of the work environment The S in DISC represents Stabilizing.Your score on this scale represented below shows your location on the S spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher S — Tend to prefer a more controlled, deliberative and predictable environment. They place a premium on security of a work situation and disciplined behavior. They also tend to show a sense of loyalty to a team or organization, and as a result, may have a greater longevity or tenure in a position than some other styles.They have an excellent listening style and are very patient coaches and teachers for others on the team. Lower S — Tend to prefer a more flexible, dynamic, unstructured work environment.They value freedom ofexpressionandtheabilitytochangequicklyfromoneactivitytoanother.Theytendtobecome bored with the same routine that brings security to the Higher S traits.As a result, they will seek opportunities and outlets for their high sense of urgency and high activity levels, as they have a preference for spontaneity. 10 20 30 40 50 60 70 80 90 100 32 Natural 10 Adaptive Your score shows a moderately low score on the 'S' spectrum. The comments below highlight some of the traits specific to just your unique score. • You bring a high sense of urgency to get things done now. • You prefer a more unstructured work environment. • You prefer to be mobile instead of chained to one desk or project for too long. • You desire the latitude to develop new and different directions or activities. • Unexpected things keep things interesting for you. • You are very good at multitasking.
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    Four Components ofBehavior AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 10 Cautious Your approach to standards, procedures, and expectations. The C in DISC represents Cautiousness. Your score on the scale represented below shows your location on the C spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher C — Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom they respect. They like things to be done the right way according to the operating manual. "Rules are made to be followed" is an appropriate motto for those with higher C scores.They have some of the highest quality control interests of any of the styles and frequently wish others would do the same. Lower C — Tend to operate more independently from the rules and standard operating procedures.They tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by developing a variety of strategies as situations demand.To the Lower C scores, rules are only guidelines, and may be bent or broken as necessary to obtain results. 10 20 30 40 50 60 70 80 90 100 39 Natural 10 Adaptive Your score shows a low average score on the 'C' spectrum. The comments below highlight some of the traits specific to just your unique score. • You are practical and realistic. • To you, the end usually justifies the means. • You are persistent in trying to get a message across, even in the midst of resistance. • Youarefinewithchangewhenitisclearhowitwillimprove efficiency. • You might be perceived as a bit of a rule-bender by some on the team. • To you, rules are guidelines, not concrete.
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    Natural Style PatternOverview AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 11 Natural Style Pattern: Your natural style is the way you tend to behave when you aren't thinking about it.This is where you are most comfortable (natural).This is also the style you will revert back to when under stress or moving too quickly to be consciously thinking about modifying your behavior. Finally, this is the style you should seek to be true to in your daily roles. Being natural will return better results with less effort and stress.The following statements are true to just your unique natural style: • Can be very charming in persuading others when climate is favorable and firm when confronting a hostile situation. • Tends to be a confident and independent person who is a self-starter and has a strong competitive edge. • High level of decisiveness, coupled with high influencing skills. The Higher D and I traits are nearly tied. • Projects emotional strength and a leadership power in working with others. • Able to project an image of openness and friendship to others, even while maintaining self control and an ability to distance from others when necessary. • Pace of personal operations is faster than many people and may be a primary example of 'multi-tasking.' • Likes to maintain control over the project or system activities. • A strong orientation toward getting the project completed quickly and successfully and maximizing the performance of the team in the process.
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    Adaptive Style PatternOverview AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 12 Adaptive Style Pattern: This is the style of behavior you adapt to when you are conscious of your own behavior, when you feel you are being observed or whenever you are trying to better fit a situation. This is not a natural style for you, but still one of your two styles none-the-less. In other words, it is the way you feel you "should" behave when thinking about it.The statements below are specific to your individual Adaptive style: • Has a high expectation for others to keep up and maintain a rapid pace. • The High D traits bring a direct, bottom-line orientation, while the High I traits allow for a sensitivity to people. • Fueled by ego and optimism, she may be seen as a bold risk-taker. • Shows a need to be responsive and to move quickly to maximize results. • Forward-thinking on planning ideas and activities related to the big-picture. • Self-confident in actively seeking challenging projects. • Wants to bring a very high sense of urgency to projects and tasks. Gets things done… now. • Able to see the big picture and communicate it clearly work hard to make it a success.
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    Ideas for BeingMore Effective AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 13 Based on your behavioral style there are certain opportunities for becoming more effective by being aware of how you prefer, and enjoy, to behave. The items below may assist you in your professional development growth. By understanding these items you may find explanations for why you may be stuck in some areas of your life and why other aspects give you no trouble at all.You could be more effective by: • Watching how you express strong emotions. • Remembering that not everyone shares your high sense of urgency. • Freedom from repetitive tasks, routine, or details. • Having a system for record-keeping or organization. • Remembering not to be as abrupt and blunt sometimes. • Being aware of where your authority begins and ends. • Greater focus on the immediate work tasks and less on socializing at times. • Positions of leadership or higher responsibility.
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    Ideas for StayingMore Motivated AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 14 Yourbehavioralstylewillcauseyoutobemotivatedbycertainfactorsinyourenvironment.Having these present may make you feel more motivated, and productive.The following are things that you may want in your surroundings to feel optimally motivated: • An environment with little or no routine work. • A climate allowing many contacts and meeting new people. • An environment that provides rapid advancement to positions of higher responsibility. • New challenges to address. • Recognition for the skills, insight, and problem-solving that she brings to the team. • Works best with a superior who is competent, optimistic, has a high sense of urgency, and is willing to delegate authority. • New problems to solve. • To be able to control her own career destiny, and make the necessary choices and decisions to make it happen.
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    Strength-based Insights AylaRiveira © 2010-2011Copyright Innermetrix UK US South Africa Australia Asia Middle-East 15 Each behavioral style contains certain unique strengths as a result of how your four behavioral dimensions relate to each other. Understanding your own unique behavioral strengths is an important part of putting your new level of self-awareness to work for your success and satisfaction.The following statements highlight specific strengths of your behavioral style: • Shows the rare ability of being able to manipulate people (in a positive way) without their noticing the manipulation. • Excellent in presentations to large or small groups. You bring a poised, confident, and engaging message to any audience. • Able to set high goals, then works hard with people to achieve those goals. • Able to juggle many projects and activities simultaneously and have a keen awareness of the status of each. • Works in an assertive and aggressive manner for the goals, the team, and the organization at large. • Able to carry a new initiative or message to a new audience in a new region and to build trust, credibility and rapport in a skillful manner. • Able to use discipline in an appropriate manner to achieve a win-win situation. • A very active agent in all that is do.
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    Ideal Job/Climate AylaRiveira © 2010-2011Copyright Innermetrix UK US South Africa Australia Asia Middle-East 16 Your behavioral style plays a significant role in determining what aspects of an environment you like. The items below will help you understand what will define an ideal working climate for you. Based on how you prefer to behave, an ideal climate for you is one that provides you with: • An environment with a high degree of people contacts, and problems to solve. • Assignments involving motivational skills in leading others. • Opportunity to see immediate results. • A climate that supports innovative ideas for success in the future. • Short cut methods, and reduction of potential bottlenecks. • Challenges in building new territory or networks of people. • Wide bandwidth of operation and influence. • Freedom from details.
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    Areas for ContinualImprovement AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 17 Along with strengths, all behavioral styles come with areas that could become weaknesses - if depended upon or not acknowledged. The trick is not to manufacture a weakness in the first place by depending on these things. Here are a few items that could become problematic for you if not acknowledged or known.Your awareness of the potentials below is your best step in making sure they remain only potential problems. Due to your behavioral style, you may tend to: • Lack some follow-through with details or loose ends. • Set expectations for yourself and others that are overly ambitious or unrealistic. • Be somewhat intimidating to others due to your aggressiveness and dominance. • Lose interest in the project or initiative once the challenge is gone and it has become more of a routine. • Become impatient, especially with slower-moving or slower-thinking people. • Easily become restless and impatient with overly complex processes or slow-moving work. • Not be sensitive enough to others needs. • Be a selective listener, hearing only what you want to hear at times.
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    Preferred Training andLearning Style AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 18 Based on how you tend to behave you have certain preferences for how you like to convey information, teach, instruct or share knowledge with others. This is also true of how you like to receiveinformationandlearn.Understandingyourbehavioralpreferencesherewillhelpincrease your effectiveness in teaching or instructing others, and in being taught and learning. How you prefer to share knowledge or teach: • You can be accused of leaving out too many details or specifics. You prefer high-level discussions. • You don't like to teach on the same topic too much. • You connect learning to your own examples, self. • You are quick to anger and respond when frustrated by those you're teaching. • You tend to expect those you teach to move as quickly as you do, and not get stuck in any minutia. • You prefer a less structured, more free-flowing teaching style. • Youcanexpectotherstoberesponsiblefortheirownlearningandprofessionaldevelopment. How you prefer to receive knowledge or learn: • Interact frequently with others. • Integrate experiences with practical applications and ideas. • Prefer the concrete rather than the abstract. • Prefer learning with groups, but can work independently when necessary. • Seek inspiration and excitement in the learning process. • Respond actively to others, and tends to take learning risks. • Don't like cloudy or vague issues… will seek black and white alternatives.
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    Communication Insights forOthers AylaRiveira © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 19 This page is unique in this report because it is the only one that doesn't speak directly to you, rather to those who interact with you. The information below will help others communicate with you more effectively by appealing to your natural behavioral style.The first items are things others SHOULDdotobebetterunderstoodbyyou(Do's)andthesecondlistisofthingsothersSHOULD NOT do (Don'ts) if they want you to understand them well. Things to do to effectively communicate with Ayla: • Join in with some name-dropping, talk positively about people and their goals. • Be certain to conclude the communication with some modes of action and specific next- steps for all involved. • Offer specific evidence about the probability of success or effectiveness of some of the options. • Motivate and persuade by referring to objectives and expected results. • Offer input on how to make the ideas become reality. • Provide testimonials from people seen as important and prominent. • Plan to talk about things that support dreams and goals. Things to avoid to effectively communicate with Ayla: • Avoid getting bogged down in facts, figures, or abstractions. • Be certain all decision-points have reached closure and action-plans are the result. • Don't make decisions for anyone. • Don't direct or order. • Avoid being impersonal or judgmental. • Don't talk down to anyone. • When disagreeing, don't let it reflect on anyone personally.
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    Relevance Section AylaRiveira © 2010-2011Copyright Innermetrix UK US South Africa Australia Asia Middle-East 20 In order to make the most out of the information in this report it is important that you connect it to your life in a tangible way.To help you make this information your own, and pull out the most relevant parts, fill in the blanks below. Decisiveness: How is your 'D' score relevant to your life? _________________________________________________________________________ Interacting: How is your 'I' score relevant to your life? _________________________________________________________________________ Stabilizing: How is your 'S' score relevant to your life? _________________________________________________________________________ Cautiousness: How is your 'C' score relevant to your life? _________________________________________________________________________ Overall Natural Style: What is one way in which your natural style relates to your life? _________________________________________________________________________ Overall Adaptive Style: What is one way in which your adaptive style relates to your life? _________________________________________________________________________ Strength-based insights: What specific strengths do you think connect to your success more than any other? _________________________________________________________________________
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    Relevance Section AylaRiveira © 2010-2011Copyright Innermetrix UK US South Africa Australia Asia Middle-East 21 Communication Dos and Don'ts: What did you learn from understanding your preferred communication style? _________________________________________________________________________ Ideal Job Climate: How well does your current climate fit your behavioral style? _________________________________________________________________________ Effectiveness: What is one way in which you could become more effective? _________________________________________________________________________ Motivation: How can you stay more motivated? _________________________________________________________________________ Improvement: What is something you learned that you can use to improve your performance? _________________________________________________________________________ Training/Learning: What did you learn that could help you instruct others better, or learn more effectively? _________________________________________________________________________
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    Relevance Section AylaRiveira © 2010-2011Copyright Innermetrix UK US South Africa Australia Asia Middle-East 22 Your final step to making sure you really benefit from the information in this report is to understand how your behavioral style contributes to, and perhaps hinders, your overall success. Supporting Success: Overall, how can your unique behavioral style support your success? (cite specific examples) _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ Limiting Success: Overall, how could your unique behavioral style get in the way of your success? (cite specific examples) _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________