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This document discusses an Innermetrix DISC Index report. It provides information about the DISC model, which analyzes four dimensions of behavior: Decisive (D), Interactive (I), Stability (S), and Cautious (C). The report examines an individual's natural and adaptive behavioral styles based on their scores in these four areas. It also provides tips on communication, ideal work environment, effectiveness, and areas for improvement based on the individual's specific DISC scores and profile.

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© 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 1 The DISC Index WHAT WHY HOW Nase Rapos May 25, 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 NaseRapos © 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 35 D 60 I 63 S 77 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 42 D 39 I 25 S 81 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 NaseRapos © 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 NaseRapos © 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 NaseRapos © 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 NaseRapos © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 6
Four Components of Behavior NaseRapos © 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 35 Natural 42 Adaptive Your score shows a moderately low score on the 'D' spectrum. The comments below highlight some of the traits specific to just your unique score. • You like to carefully weigh the pros and cons on important issues before forming an opinion. • Youmightbehesitanttomakeimportantdecisionsquickly under time pressure. • Youmaysometimeshesitatetoshareopinionsondivisive topics with the team. • You may be somewhat conservative in decision-making on important issues. • Unlesscompletelywrong,youprefertosupportdecisions made by others rather than argue or disagree. • When you lead, you tend to do so by doing, not by delegating.
Four Components of Behavior NaseRapos © 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 60 Natural 39 Adaptive Your score shows a high average score on the 'I' spectrum. The comments below highlight some of the traits specific to just your unique score. • People may find you charming to meet and to converse with on a variety of topics. • You tend to be generous with your time in helping others. • You may sometimes promise a bit more than you can deliver because of your natural optimism. • You tend to meet new people in a confident and appropriate manner. • You prefer an environment with ample people contact. • Youlikedemocraticnotdictatorialrelationshipsonthejob.
Four Components of Behavior NaseRapos © 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 63 Natural 25 Adaptive Your score shows a high average score on the 'S' spectrum. The comments below highlight some of the traits specific to just your unique score. • You are consistent and predictable over the long haul, even in the midst of change. • You are generally known as steadfast and dependable. • If insufficient structure and order exist, you will create it. • You prefer setting minimum levels of consistency and stability or control. • When you need to, you can be flexible to change or new ideas. • You think it is important to follow established procedures and processes.
Four Components of Behavior NaseRapos © 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 77 Natural 81 Adaptive Your score shows a moderately high score on the 'C' spectrum. The comments below highlight some of the traits specific to just your unique score. • You are somewhat restrained in expressing emotions. • You like to use a lot of detail when explaining processes and tasks to others. • You like to work in an environment that is very precise and more structured. • You believe in maintaining high standards of quality control. • You desire a great deal of explanation before beginning new tasks. • You are excellent at gathering detailed information and examples.
Natural Style Pattern Overview NaseRapos © 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: • Will be verbal if workload or areas of responsibility need partial delegation to other professionals on the team, otherwise, tendency may be to stay focused on the tasks at hand. • You tend to be verbal and articulate about many different topics and issues. • You have the ability to handle people with patience, and demonstrate high technical competence in your area of expertise. • You demonstrate a high degree of competence in your area of expertise. • You score like those who desire to become the best they can, or an expert, in a specific area. • Tend to be rather friendly and easy-going in interacting with others. • You have the ability to self-manage much of your own organizational activity and workload. • May become verbally disappointed when standards aren't met, or when the team project becomes delayed.
Adaptive Style Pattern Overview NaseRapos © 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: • Inworksituationsyouaresomewhatconventional,andabitcautiousaboutsuddendecisions that impact quality or policy. • You demonstrate excellent critical thinking ability. • May tend to be a 'worrier' (in a positive way), giving thought and mind-share on projects even when away from the job. You may come in after a weekend of thinking, and offer an ideal solution. • Demonstrates to others the completion of projects with a high degree of precision and accuracy, and expects the same from them. • Places importance on having accurate data on which to make decisions. • You have a rare skill of being able to weigh both intuition and data in very skillful ways when making decisions. • Very well prepared for meetings and appointments: You do your homework. • May show a lower trust level with newer people in the organization until they have established their credibility.
Ideas for Being More Effective NaseRapos © 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: • An increased sense of urgency to get things done… now. • Associating with friendly, active people. • Complete explanations of the nature of a process or systems used. • Clear and specific job descriptions, and role responsibilities. • Learning to say "no" more often to requests from others, to prevent spreading yourself too thin. • Having sufficient time to consider alternatives prior to making changes. • A greater emphasis on tasks, organizational work, business, or profits. • Having an efficient system in place to handle routine work more effectively.
Ideas for Staying More Motivated NaseRapos © 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: • Sufficient time to consider all options before making a final decision. • Detailed examples and specific information about suggested changes to be made in processes that may have an impact on quality. • Changes should be controlled changes, and made only when proven to be necessary changes. • Security in knowing that the products and services are of highest quality. • A work environment with minimal hostility and pressure that sometimes reduce quality and effectiveness. • Quality control standard that are adhered to by all members of the organization, not just by a few people. • Standard operating procedures that can support a quality initiative without being changed dramatically. • Tasks completed the 'right' way the first time, so that errors don't have to be corrected later.
Strength-based Insights NaseRapos © 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: • Able to get along with a variety of other styles. • Can be seen as the hub of the wheel with many activities occurring simultaneously. • Believes that things should be done the 'right way' the first time, so as to reduce errors later on. • Brings appropriate people skills, patience in working with others, quality control, and attention to the details in a versatile blend of talents and expertise. • Able to negotiate through conflicts to create a win-win solution. • Canbecharmingandpersuasiveinavarietyofsituations,andbuildsexcellentsocialrapport. • Solves problems with people in mind. • Has the ability to get along well with a wide variety of other behavioral styles.
Ideal Job/Climate NaseRapos © 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: • Time to reflect and think about the pros and cons of solutions. • Complete information, details, and examples with no gaps or surprises. • A work group providing close relationships with a small group of associates, rather than superficial relationships with a large group of people. • Security in the work setting to maintain high quality control standards. • Freedom from intense time-pressured decisions. • Quality standards in which to support and maintain. • Standard, accepted operating procedures that support the more complex processes. • An environment that supports your critical thinking skills.
Areas for Continual Improvement NaseRapos © 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: • Trust people a bit too much, and may get burned in the process. • Promise a bit more than you can deliver, bite off more than you can chew. • Require an overly complete explanation of details before changes are made. • Become overly aggressive when the climate becomes unfavorable. • Be overly optimistic in ability to persuade or manage others. • Oversell your own ideas too strongly. • Set unreasonable expectations of the capability or capacity of others on the team. • Become indecisive in times of significant change or pressure.
Preferred Training and Learning Style NaseRapos © 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: • Enriches the content with stories and experiences. • Balances individual and group work for the participants. • Appreciates intellectual recognition. • Evaluationsaremadebasedonmaximizingtheindividual'sgrowthmorethancomparatively. • Likes to have an active learning environment. • Shows patience with tedious, technical, and specialty tasks and helping others to learn. • Knowledgegivestheparticipantstheabilitytomaximizetheirpotentialandsharewithothers. How you prefer to receive knowledge or learn: • Learns by considering possibilities and thinking through ideas. • Needs details and time to reflect on learning. • Likes controlled variety in the learning environment. • More accepting of a more impersonal training or learning venue than others. • Wants to know what the experts think about the topic area or subject. • Collects data and analyzes information. • Emphasizes cognitive activity and theoretical perspectives.
Communication Insights for Others NaseRapos © 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 Nase: • Provide testimonials from people seen as important and prominent. • Break the ice with a brief personal comment. • Allow time to verify the issues and potential outcomes. • Ask for input regarding people and specific assignments. • Use the conversation to direct you back to the topic or issue at hand. • Be candid, open, and patient. • Offer input on how to make the ideas become reality. Things to avoid to effectively communicate with Nase: • Don't whine about all of the work you have to do. • Don't use unreliable evidence or testimonials. • Avoid being impersonal or judgmental. • Don't rush the issues or the decision-making process. • Don't leave things up in the air, or to work out by chance. • Don't use quick manipulations of ideas. • Don't be vague about what's expected.
Relevance Section NaseRapos © 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 NaseRapos © 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 NaseRapos © 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-Nase_Rapos

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    © 2010-2011 CopyrightInnermetrix UK US South Africa Australia Asia Middle-East 1 The DISC Index WHAT WHY HOW Nase Rapos May 25, 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 NaseRapos © 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 35 D 60 I 63 S 77 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 42 D 39 I 25 S 81 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 NaseRapos © 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 NaseRapos © 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 NaseRapos © 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 NaseRapos © 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 6
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    Four Components ofBehavior NaseRapos © 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 35 Natural 42 Adaptive Your score shows a moderately low score on the 'D' spectrum. The comments below highlight some of the traits specific to just your unique score. • You like to carefully weigh the pros and cons on important issues before forming an opinion. • Youmightbehesitanttomakeimportantdecisionsquickly under time pressure. • Youmaysometimeshesitatetoshareopinionsondivisive topics with the team. • You may be somewhat conservative in decision-making on important issues. • Unlesscompletelywrong,youprefertosupportdecisions made by others rather than argue or disagree. • When you lead, you tend to do so by doing, not by delegating.
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    Four Components ofBehavior NaseRapos © 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 60 Natural 39 Adaptive Your score shows a high average score on the 'I' spectrum. The comments below highlight some of the traits specific to just your unique score. • People may find you charming to meet and to converse with on a variety of topics. • You tend to be generous with your time in helping others. • You may sometimes promise a bit more than you can deliver because of your natural optimism. • You tend to meet new people in a confident and appropriate manner. • You prefer an environment with ample people contact. • Youlikedemocraticnotdictatorialrelationshipsonthejob.
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    Four Components ofBehavior NaseRapos © 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 63 Natural 25 Adaptive Your score shows a high average score on the 'S' spectrum. The comments below highlight some of the traits specific to just your unique score. • You are consistent and predictable over the long haul, even in the midst of change. • You are generally known as steadfast and dependable. • If insufficient structure and order exist, you will create it. • You prefer setting minimum levels of consistency and stability or control. • When you need to, you can be flexible to change or new ideas. • You think it is important to follow established procedures and processes.
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    Four Components ofBehavior NaseRapos © 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 77 Natural 81 Adaptive Your score shows a moderately high score on the 'C' spectrum. The comments below highlight some of the traits specific to just your unique score. • You are somewhat restrained in expressing emotions. • You like to use a lot of detail when explaining processes and tasks to others. • You like to work in an environment that is very precise and more structured. • You believe in maintaining high standards of quality control. • You desire a great deal of explanation before beginning new tasks. • You are excellent at gathering detailed information and examples.
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    Natural Style PatternOverview NaseRapos © 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: • Will be verbal if workload or areas of responsibility need partial delegation to other professionals on the team, otherwise, tendency may be to stay focused on the tasks at hand. • You tend to be verbal and articulate about many different topics and issues. • You have the ability to handle people with patience, and demonstrate high technical competence in your area of expertise. • You demonstrate a high degree of competence in your area of expertise. • You score like those who desire to become the best they can, or an expert, in a specific area. • Tend to be rather friendly and easy-going in interacting with others. • You have the ability to self-manage much of your own organizational activity and workload. • May become verbally disappointed when standards aren't met, or when the team project becomes delayed.
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    Adaptive Style PatternOverview NaseRapos © 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: • Inworksituationsyouaresomewhatconventional,andabitcautiousaboutsuddendecisions that impact quality or policy. • You demonstrate excellent critical thinking ability. • May tend to be a 'worrier' (in a positive way), giving thought and mind-share on projects even when away from the job. You may come in after a weekend of thinking, and offer an ideal solution. • Demonstrates to others the completion of projects with a high degree of precision and accuracy, and expects the same from them. • Places importance on having accurate data on which to make decisions. • You have a rare skill of being able to weigh both intuition and data in very skillful ways when making decisions. • Very well prepared for meetings and appointments: You do your homework. • May show a lower trust level with newer people in the organization until they have established their credibility.
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    Ideas for BeingMore Effective NaseRapos © 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: • An increased sense of urgency to get things done… now. • Associating with friendly, active people. • Complete explanations of the nature of a process or systems used. • Clear and specific job descriptions, and role responsibilities. • Learning to say "no" more often to requests from others, to prevent spreading yourself too thin. • Having sufficient time to consider alternatives prior to making changes. • A greater emphasis on tasks, organizational work, business, or profits. • Having an efficient system in place to handle routine work more effectively.
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    Ideas for StayingMore Motivated NaseRapos © 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: • Sufficient time to consider all options before making a final decision. • Detailed examples and specific information about suggested changes to be made in processes that may have an impact on quality. • Changes should be controlled changes, and made only when proven to be necessary changes. • Security in knowing that the products and services are of highest quality. • A work environment with minimal hostility and pressure that sometimes reduce quality and effectiveness. • Quality control standard that are adhered to by all members of the organization, not just by a few people. • Standard operating procedures that can support a quality initiative without being changed dramatically. • Tasks completed the 'right' way the first time, so that errors don't have to be corrected later.
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    Strength-based Insights NaseRapos © 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: • Able to get along with a variety of other styles. • Can be seen as the hub of the wheel with many activities occurring simultaneously. • Believes that things should be done the 'right way' the first time, so as to reduce errors later on. • Brings appropriate people skills, patience in working with others, quality control, and attention to the details in a versatile blend of talents and expertise. • Able to negotiate through conflicts to create a win-win solution. • Canbecharmingandpersuasiveinavarietyofsituations,andbuildsexcellentsocialrapport. • Solves problems with people in mind. • Has the ability to get along well with a wide variety of other behavioral styles.
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    Ideal Job/Climate NaseRapos © 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: • Time to reflect and think about the pros and cons of solutions. • Complete information, details, and examples with no gaps or surprises. • A work group providing close relationships with a small group of associates, rather than superficial relationships with a large group of people. • Security in the work setting to maintain high quality control standards. • Freedom from intense time-pressured decisions. • Quality standards in which to support and maintain. • Standard, accepted operating procedures that support the more complex processes. • An environment that supports your critical thinking skills.
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    Areas for ContinualImprovement NaseRapos © 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: • Trust people a bit too much, and may get burned in the process. • Promise a bit more than you can deliver, bite off more than you can chew. • Require an overly complete explanation of details before changes are made. • Become overly aggressive when the climate becomes unfavorable. • Be overly optimistic in ability to persuade or manage others. • Oversell your own ideas too strongly. • Set unreasonable expectations of the capability or capacity of others on the team. • Become indecisive in times of significant change or pressure.
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    Preferred Training andLearning Style NaseRapos © 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: • Enriches the content with stories and experiences. • Balances individual and group work for the participants. • Appreciates intellectual recognition. • Evaluationsaremadebasedonmaximizingtheindividual'sgrowthmorethancomparatively. • Likes to have an active learning environment. • Shows patience with tedious, technical, and specialty tasks and helping others to learn. • Knowledgegivestheparticipantstheabilitytomaximizetheirpotentialandsharewithothers. How you prefer to receive knowledge or learn: • Learns by considering possibilities and thinking through ideas. • Needs details and time to reflect on learning. • Likes controlled variety in the learning environment. • More accepting of a more impersonal training or learning venue than others. • Wants to know what the experts think about the topic area or subject. • Collects data and analyzes information. • Emphasizes cognitive activity and theoretical perspectives.
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    Communication Insights forOthers NaseRapos © 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 Nase: • Provide testimonials from people seen as important and prominent. • Break the ice with a brief personal comment. • Allow time to verify the issues and potential outcomes. • Ask for input regarding people and specific assignments. • Use the conversation to direct you back to the topic or issue at hand. • Be candid, open, and patient. • Offer input on how to make the ideas become reality. Things to avoid to effectively communicate with Nase: • Don't whine about all of the work you have to do. • Don't use unreliable evidence or testimonials. • Avoid being impersonal or judgmental. • Don't rush the issues or the decision-making process. • Don't leave things up in the air, or to work out by chance. • Don't use quick manipulations of ideas. • Don't be vague about what's expected.
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    Relevance Section NaseRapos © 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 NaseRapos © 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 NaseRapos © 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) _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________