ShannonParadisDiSCProfile

Classic 2.0 Plus
Shannon Paradis
Sunday, September 07, 2014
This report is provided by:
RELATE RX
Executive Coaching
Organization Development
Psychotherapy
Phone: 612-460-7271
Email: Help@RelateRx.com
This Report
Contains
• DiSC Classic 2
• Strategies for Creating a Positive Relationship
• Relating to People and the Environment
• Strategies for Managing
• Strategies for Sales Management
• Approach to Selling

© 2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Shannon Paradis 2
Overview
DiSC® Classic 2.0 Plus
Welcome! You’ve just completed the first step of DiSC® Classic. You are now on your way toward increased
self-awareness and personal effectiveness.
Your report is organized into four main sections:
Section I is devoted entirely to you and your unique behavioral style based on your responses to DiSC
Classic. First you will see your DiSC Graph, the basis of your feedback. Then, in Stage 1, you will learn about
your Highest DiSC Dimension and your tendencies, needs, preferred environment, and strategies for
effectiveness. In Stage 2 you’ll be able to explore your Intensity Index to become more aware of your
potential strengths and weaknesses. Stage 3 will help you discover how your D, i, S, and C dimensions
combine to form your unique Classical Profile Pattern.
Section II covers the DiSC model and descriptions of the four DiSC Dimensions with corresponding
tendencies, needs, preferred environments, and effectiveness strategies for each.
Section III overviews all 15 Classical Profile Patterns.
Section IV provides the scoring and data analysis behind your report.
Section V provides optional supplemental reports.
As you read your report, please keep in mind that no dimension or pattern in DiSC Classic is better or worse
than another and there are no right or wrong answers. Rather, the report shows your unique responses to
your environment. You may want to read your report through once, then use a pen or highlighter to
customize the results by crossing out any statements that don’t apply and highlighting all those that do.
Now, let’s get started.

Your DiSC® Graph Section I
Below is your DiSC® Graph, which shows your scores on each of the DiSC dimensions based on your
responses. Each of the following interpretation stages is based on these scores. Read on to learn about your
highest DiSC dimension(s), your potential strengths and weaknesses, and your Classical Profile Pattern.
6 5 1 4
Segment
Number
Result-Oriented
Classical
Pattern

Stage I: Your Highest DiSC Dimension Section I
Shannon, your highest dimension(s) - based on your responses to your perceptions of the environment and
the amount of control you feel you have in that environment - is Dominance (D). Read the description of
Dominance and see how it fits with the way you see yourself. Then read about the other dimensions on page
14 to become familiar with them.
Dominance (D)
Shannon, you are high in the Dominance dimension. As a result, you are likely to be focused on shaping your
environment by overcoming opposition to achieve results.
Those who are strong in Dominance (“high D’s”) like to take action to achieve the results they desire. They
seek opportunities for advancement and individual accomplishment, and they often aspire to positions of
power and authority. The main objectives for people high in Dominance are typically control and results,
with the freedom to make quick decisions whenever necessary.
Troubleshooting issues and solving problems do not intimidate high D’s, even if this means questioning the
status quo. People high in Dominance have no problem tackling varied activities and embracing a wide
range of tasks. In fact, they work best when receiving difficult assignments or getting the occasional shock to
their worldview.
To produce their highest quality work, high D’s need to identify with a group and to pace themselves. This
can be challenging, though, because people high in Dominance dislike being controlled or limited by others.
Bosses and co-workers can complement these individuals by helping to structure a predictable environment
for themselves when needed.
Because calculating risks and employing caution are not their strong suits, those high in Dominance would
be wise to surround themselves with people who have these skills. Similarly, weighing the pros and cons of a
situation is probably not in their nature, as they are fond of action rather than deliberation. So help in that
area would also be valuable. A person high in Dominance should verbalize reasons for conclusions whenever
possible.
Often it might be difficult for high D’s to understand that they have to depend on people, but if aided by
individuals who recognize the needs of others, it may become clear. Of course, it also helps if those high in
Dominance just learn to relax more often.

Stage II: Your Intensity Index Section I
Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our
strengths, as well as feel effective in our environment. However, any strength, when used excessively or
inappropriately, can be perceived as a weakness. Read over the highlighted words in the four columns
below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Then turn
the page to learn more about your Intensity Index and how you can become more aware of your potential
strengths and weaknesses.
D i S C
28 egocentric 28 enthusiastic 28 passive 28 perfectionist
27 direct 27 gregarious 27 patient 27 accurate
26 daring 26 persuasive 26 loyal 26 fact-finder
25 domineering 25 impulsive 25 predictable 25 diplomatic
24 demanding 24 emotional 24 team-person 24 systematic
23 forceful 23 self-promoting 23 serene 23 conventional
22 risk-taker 22 trusting 22 possessive 22 courteous
21 adventuresome 21 influential 21 complacent 21 careful
20 decisive 20 pleasant 20 inactive 20 restrained
19 inquisitive 19 sociable 19 relaxed 19 high standards
18 self-assured 18 generous 18 nondemonstrative 18 analytical
17 competitive 17 poised 17 deliberate 17 sensitive
16 quick 16 charming 16 amiable 16 mature
15 self-reliant 15 confident 15 stable 15 evasive
14 calculated risk-taker 14 convincing 14 mobile 14 “own person”
13 self-critical 13 observing 13 outgoing 13 self-righteous
12 unassuming 12 discriminating 12 alert 12 opinionated
11 self-effacing 11 reflective 11 eager 11 persistent
10 realistic 10 factual 10 critical 10 independent
9 weighs pros and cons 9 logical 9 discontented 9 rigid
8 meek 8 controlled 8 fidgety 8 firm
7 conservative 7 retiring 7 impetuous 7 stubborn
6 peaceful 6 suspicious 6 restless 6 arbitrary
5 mild 5 pessimistic 5 change-oriented 5 rebellious
4 quiet 4 aloof 4 fault-finding 4 defiant
3 unsure 3 withdrawn 3 spontaneous 3 obstinate
2 dependent 2 self-conscious 2 frustrated by status quo 2 tactless
1 modest 1 reticent 1 active 1 sarcastic

On the next four pages are explanations of the words that indicate your level of intensity for each DiSC®
dimension.
D Dimension
People with your score on the D Dimension may be generally described by the following adjectives. Circle
those that you see as your strengths and highlight potential areas of challenge.
Daring: You usually don’t limit yourself by doing things the same old way. In fact, you’re not afraid to rock
the boat, or even tip it, if the urge hits you. This may be an inspiration to others who may shy away from
taking chances and trying new things. Don’t forget, though, to keep your bravado in check so you don’t act in
a reckless manner that could alienate your co-workers.
Domineering: Being goal-oriented and decisive can benefit the bottom line for a team or organization.
However, if you’re not listening to the input of others or valuing their opinions when consensus is needed,
you’re likely to encounter resentment or even dissent.
Demanding: Often this means applying pressure to others to achieve desired results. This can be viewed as a
strength when you are working with others toward a common goal or deadline, provided you don’t disregard
the feelings of others or become overbearing.
Forceful: In the work setting, this can mean not taking "no" for an answer. It can be viewed as a strength
when working against negative input or when upholding quality standards against a very short turnaround. It
is no longer a strength when it becomes overbearing or rigid.
Risk-taker: Being the one who makes bold decisions and executes them can be a definite strength,
especially when others are not in a position to do so. However, when taken to an extreme or used
inappropriately, risk-taking can be perceived as self-serving or reckless.
Adventuresome: Many of us want to be around people with this trait because we feel more alive and
energized. It can even rub off on others so that the whole team becomes more willing to take risks in
achieving a shared goal. However, when taken too far, others may become exhausted by your extreme need
for excitement.
Decisive: We often look toward decisive people as leaders because they seem so sure of themselves. This can
be a boon when working with others who would prefer to follow rather than take the lead. You need to be
careful, though, not to run roughshod over the feelings of others or become stubborn when they don’t agree
with your way of doing things.

i Dimension
People with your score on the i Dimension may be generally described by the following adjectives. Circle
Self-promoting: This means that you may inform others about yourself and offer your expertise to the group
as often as possible. It is a strength when used to forge communications with others, who won't have to dig
for information from you. Be careful not to be conceited, though, because people may start to tune you out.
Trusting: Believing in others without hesitation is a refreshing trait, especially when working with those who
are more skeptical. Real trust is built from positive experiences. There's such a thing as being too trusting,
however, in which case you run the risk of being viewed as naive.
Influential: The ability to inspire others and move them to action is a quality found in effective leaders.
Having this skill means that you can mentor individuals, or act on their behalf when they aren't able to do so.
However, it is important that you also see this as a responsibility to stay truthful and accountable, so that
others are not misled or misrepresented.
Pleasant: Being cheerful and agreeable are traits that will allow you to fit in almost everywhere and
contribute to a shared goal. However, if you never share your real thoughts and opinions for fear of being
disagreeable, you run the risk of being perceived as wishy-washy or lacking in substance.
Sociable: Not one to shy away from lively interaction with others, you’re likely to be found in the center of
activities with lots of ideas to share. This is welcome, especially with introverted types who might need you
to help them get comfortable in groups. Being sociable is not appropriate, however, when you need to be
deadline-oriented or the focus is strictly on the task at hand.
Generous: In a work setting, this can mean giving your time and energy without expecting something in
return. It’s an admirable trait that works well toward achieving a common goal. But you need to conserve
your time and energy by saying “no” when there are multiple projects and your name is on all of them.
Poised: This may refer to your self-assurance as you encounter new situations, people, or problems. Rarely
reactive, you’re likely to respond calmly to whatever comes your way, which often earns you respect and
emulation. Still, if your responses don’t show an appreciation for others’ worries, you risk losing your
credibility.

S Dimension
People with your score on the S Dimension may be generally described by the following adjectives. Circle
Change-oriented: Avoiding the pitfalls of stagnation necessitates employing this skill, which keeps you
always on the lookout for novel ideas and innovative solutions. But take care that you do not become so
change-oriented that you dismiss the positive aspects of tradition.
Fault-finding: When you uncover errors or identify flaws that others may have missed, you are using this
trait to its fullest, most positive potential. The flip side is that you run the risk of becoming nitpicky or cynical,
which can keep others from sharing ideas or work with you.
Spontaneous: You may find that your best ideas come in a burst of inspiration and activity. In this way, you
can keep things vibrant and fresh while still creating great solutions to vexing problems. However, when you
have to work within a predictable routine or set system, you may find these limitations frustrating
Frustrated by status quo: Creative breakthroughs are often the result of discontent with the status quo, and
you may often innovate your way around former barriers. Be careful to temper your irritation, though, if your
attempts at change are thwarted. This can help you avoid a run-in with higher-ups.
Active: Meeting deadlines and finishing projects are not problems when the positive aspects of this trait are
employed. But efficiency can suffer when careful thought and deliberation are neglected in favor of blind
action.

C Dimension
People with your score on the C Dimension may be generally described by the following adjectives. Circle
Sensitive: This trait is a strength when it allows you to get in touch with the intricacies and nuances of a
project. It becomes a weakness if you get flustered over petty difficulties or obstacles.
Mature: To use your experience and wisdom to solve complex problems is an excellent application of this
quality. Bear in mind, however, that reliance on your experience can backfire if you close your mind to new
ideas.
Evasive: This means that you often stay out of personality conflicts or infighting, which is to your benefit.
Being too vague, however, can lead to communication breakdowns or questions about your credibility.
“Own person”: You may often stand up for yourself and feel confident in expressing your opinions. While
these are clear strengths, it is important to remember that even the most independent of people still require
positive interactions with others on the job.
Self-righteous: You may often believe that your way is the correct way, a hallmark of this trait. Such feelings
can lead to a strong sense of leadership and decisiveness. But embracing this trait too strongly can create a
smug or condescending person.
Opinionated: Offering firm ideas on any topic can be a strength for you when compromise would lead to
disaster. In addition, your ability to articulate a position is welcome at any time in a work environment. The
risk is that such behavior can lead to acrimony when used excessively in a team setting.
Persistent: This means that you usually work hard toward a goal until your expected results are achieved. It
is a strength when daunting projects appear, because you may succeed where others would fail. Still, a
person who is too persistent sometimes crosses over into obstinate or foolishly stubborn.

Stage III: Your Classical Profile Pattern Section I
The way in which a person’s four dimensions of Dominance, Influence, Steadiness, and Conscientiousness
combine creates a profile pattern that is different for each combination. Research has discovered 15 unique
patterns that most commonly occur. Additional theoretical and clinical research then helped develop
descriptions for each “classical profile” pattern to help individuals understand and describe their styles.
Shannon, your Classical Profile Pattern is the Result-Oriented Pattern. Please read the description below and
highlight those areas that most closely match the way you see yourself.
Result-Oriented Pattern
Shannon’s Motivation
As someone with a Result-Oriented Pattern, Shannon, you tend to be a quick thinker who displays self-
confidence. You are usually determined and persistent, to the point that you most likely embrace a persona
of rugged individualism. You may frequently display a dominant personality that increases the odds you will
be viewed as forceful and direct.
Often, you may crave positions of importance and authority. In addition, you probably relish competitive
situations or the chance to be number one. You probably look forward to undertaking responsibilities, and
you are usually not intimidated easily. Because you tend to verbalize your true feelings, you most likely have
no trouble asserting your authority and ego strength.
Your tendency to be fiercely independent may frequently give you an air of self-importance. Adding to this
perception is that you may often become impatient or haughty. In extreme circumstances, you may seem
blunt or even uncaring in your relationships with others.

Shannon’s Work Habits
You probably look for new ways to test your abilities and better develop your skills to accomplish results.
Unique assignments tend to intrigue you, and fresh opportunities usually warrant your attention. For this
reason, you most likely avoid static routines or predictable work. In fact, you probably appreciate difficult
tasks that require you to strive toward a definite goal.
A fast pace tends to keep your spirits up and your energy focused. So you most likely disdain slow or
methodical work. In addition, direct controls and time-consuming details usually annoy you. Whenever
possible, you probably attempt to avoid constraining factors altogether. Regardless of your comfort level
when performing a task, you may frequently display a great deal of self-satisfaction when you complete the
project.
In all likelihood, you strenuously push yourself to accomplish solid results. You are probably persistent in the
face of obstacles, and you are usually uncompromising in your drive for quality solutions. Of course, this
tenacity frequently benefits your organization.
You tend to prize your independence, and you probably prefer to work alone. Therefore, committees and
team projects are usually not the ideal settings for you. But although you frequently become restless when
you are placed in a group setting, you most likely have little hesitation in persuading others to support your
efforts when needed. This is especially common behavior whenever you seek help in performing routine
activities.
The chief way that you influence your colleagues is most likely by sheer force of character. You are probably
quite impatient or fault-finding with those you consider to be uninspired or slow workers. On the other hand,
you usually appreciate those colleagues who can achieve dependable results. For the most part, the primary
way for people to earn your respect is to get the task done quickly and to achieve results.

Insights for Shannon
Because you tend to see many projects as competitive situations, you may run into conflicts with your
colleagues. You probably have a powerful drive to be the top performer or undisputed victor. However, it
may benefit you to realize that most activities are not win-lose situations.
Your strong desire for independence means that you frequently do not bond well with a team. Often, you
may not even like to participate in group activities. Your attitude may sometimes strike others as arrogant or
condescending, a perception that is strengthened if you indulge your tendency to be extremely critical of
your colleagues. A possible remedy could be for you to consider your colleagues’ views and refrain from
automatically dismissing their input. You could further help your cause by showing genuine concern for your
colleagues. In addition, you could perhaps look at others’ ideas and solutions as potential problem solvers.
You are probably quick to point out flaws or errors that might delay the results you want. This may often be
your justification for taking command of the situation, if you think it is necessary. However, you may
sometimes assume responsibility for a project even when you do not have the authority to take charge. One
reason for this action could be that you do not want to be viewed as pushover. You also may fear that your
colleagues might take advantage of you if given a chance.
Rather than overstep your boundaries or exceed your authority, it might be beneficial for you to verbalize
your reasoning. Explaining your rationale may frequently prevent conflicts from arising. An additional way to
boost your efficiency would be to increase your patience and improve your sense of humility.
Shannon, you tend to be a confident and individualistic person whose persistence is likely to get results for
your organization.

The DiSC Model Section II
DiSC Classic is based on a four-quadrant model that reliably describes four styles of human behavior: Dominance (D),
Influence (i), Steadiness (S), and Conscientiousness (C). Some people fall into one style, others fall into two, and some
may fall into three.
How is your DiSC style different from the other DiSC styles? What do you have in common with the other DiSC styles?
The DiSC model explained here will help you understand these important questions. In the square below, each DiSC
style has something in common with the styles that are next to it. You can see that the C and S styles tend to perceive
themselves as less powerful than their environment. That is, they may be more inclined to adapt their surroundings
because they feel that they have little direct control over them. On the other hand, the D and i styles tend to perceive
themselves as more powerful than their environment. That is, they may be more assertive because they feel they have
more control over their surroundings. In addition, the D and C styles tend to perceive their environment as unfavorable
(or unwelcoming and resistant), and the i and S styles tend to view their environment as favorable (or friendly and
supportive).
The illustration below elaborates on the DiSC model. It describes the four styles in a way that is more observable and
behavioral. You will notice that while the C and S styles are both thoughtful and moderate paced, the D and i styles are
more active and fast paced. In addition, the D and C styles tend to be questioning and logic focused, but the i and S
styles tend to be more accepting and people focused.
D i
C S
Perceives Self as More Powerful
than the
Environment
Perceives
Environment as
Favorable
Perceives Self as Less Powerful
than the
Environment
Perceives
Environment as
Unfavorable
D i
C S
Active
Fast Paced
Assertive
Bold
Accepting
People Focused
Receptive
Agreeable
Questioning
Logic Focused
Skeptical
Challenging
Thoughtful
Moderate Paced
Calm
Careful

The DiSC Model Section II
The table below gives an overview of all four DiSC® dimensions. Read all the dimension descriptions to better
understand others who are like and unlike you.
D DOMINANCE i INFLUENCE
Emphasis is on shaping the environment by
overcoming opposition to accomplish results.
Emphasis is on shaping the environment by
influencing or persuading others.
DESCRIPTION
This person’s tendencies include
• getting immediate results
• causing action
• accepting challenges
• making quick decisions
• questioning the status quo
• taking authority
• managing trouble
• solving problems
ACTION PLAN
This person needs others who
• weigh pros and cons
• calculate risks
• use caution
• structure a predictable
environment
• research facts
• deliberate before deciding
• recognize the needs of others
DESCRIPTION
• contacting people
• making a favorable impression
• being articulate
• creating a motivational
environment
• generating enthusiasm
• entertaining people
• viewing people and situations
with optimism
• participating in a group
ACTION PLAN
■ concentrate on the task
■ seek facts
■ speak directly
■ respect sincerity
■ develop systematic approaches
■ prefer to deal with things
instead of people
■ take a logical approach
■ demonstrate individual follow-
through
This person desires an environment
that includes
• power and authority
• prestige and challenge
• opportunities for individual
accomplishments
• wide scope of operations
• direct answers
• opportunities for advancement
• freedom from controls and
supervision
• many new and varied activities
To be more effective, this person
needs
• to receive difficult assignments
• to understand that they need
people
• to base techniques on practical
experience
• to receive an occasional shock
• to identify with a group
• to verbalize reasons for
conclusions
• to be aware of existing sanctions
• to pace self and to relax more
that includes
• popularity, social recognition
• public recognition of ability
• freedom of expression
• group activities outside of the
job
• democratic relationships
• freedom from control and detail
• opportunities to verbalize
proposals
• coaching and counseling
• favorable working conditions
To be more effective, this
person needs
■ to control time, if D or S is low
■ to make objective decisions
■ to use hands-on management
■ to be more realistic appraising
others
■ to make priorities and deadlines
■ to be more firm with others, if D
is low
C CONSCIENTIOUSNESS S STEADINESS
Emphasis is on working conscientiously within
existing circumstances to ensure quality and accuracy.
Emphasis is on cooperating with others within existing
circumstances to carry out the task.
DESCRIPTION
• adhering to key directives and
standards
• concentrating on key details
• thinking analytically, weighing
pros and cons
• being diplomatic with people
• using subtle or indirect
approaches to conflict
• checking for accuracy
• analyzing performance critically
• using a systematic approach to
situations or activities
ACTION PLAN
• delegate important tasks
• make quick decisions
• use policies only as guidelines
• compromise with the opposition
• state unpopular positions
• initiate and facilitate discussions
• encourage teamwork
DESCRIPTION
• performing in a consistent,
predictable manner
• demonstrating patience
• developing specialized skills
• helping others
• showing loyalty
• being a good listener
• handling excited people
• creating a stable, harmonious
work environment
ACTION PLAN
■ react quickly to unexpected
change
■ stretch toward the challenges of
accepted tasks
■ become involved in more than
one thing
■ are self-promoting
■ apply pressure on others
■ work comfortably in an
unpredictable environment
■ help prioritize work
■ are flexible in work procedures
that includes
• clearly defined performance
expectations
• values on quality and accuracy
• reserved, business-like
atmosphere
• opportunities to demonstrate
expertise
• control over those factors that
affect their performance
• opportunity to ask “why”
questions
• recognition for specific skills and
accomplishments
To be more effective, this person
needs
• to plan carefully
• to know exact job descriptions
and performance objectives
• to schedule performance
appraisals
• to receive specific feedback on
performance
• to respect people’s personal
worth as much as their
accomplishments
• to develop tolerance for conflict
that includes
• maintenance of the status quo
unless given reasons for change
• predictable routines
• credit for work accomplished
• minimal work infringement on
home life
• sincere appreciation
• identification with a group
• standard operating procedures
• minimal conflict
To be more effective, this
person needs
■ to be conditioned prior to
change
■ to validate self-worth
■ to know how personal effort
contributes to the group effort
■ to have colleagues of similar
competence and sincerity
■ to know task guidelines
■ to have creativity encouraged

The Classical Profile Patterns Section III
On the following pages are descriptions of all 15 Classical Profile Patterns, each portraying the behavior of
people with a specific blend of the four DiSC® dimensions.
Achiever
Pattern
Emotions: is industrious and diligent; displays
frustration
Goal: personal accomplishments, sometimes at the
expense of the group’s goal
Judges others by: ability to achieve concrete
results
Influences others by: accountability for own work
Value to the organization: sets and completes key
result areas for self
Overuses: reliance on self; absorption in the task
Under Pressure: becomes frustrated and
impatient; becomes more of a "do-er" and less of a
"delegator"
Fears: others with competing or inferior work
standards affecting results
Would increase effectiveness with more:
reduction of "either-or" thinking; clarity of task
priority; consideration of optional approaches;
willingness to compromise short-term for long-
range benefits
The motivation of Achievers is largely internal and flows from
deeply felt personal goals. Their commitment to their own
goals precludes an automatic acceptance of the group’s goals.
Achievers need to see how they can blend their personal goals
with the organization’s goals. By retaining control over the
direction of their lives, Achievers develop a strong sense of
accountability.
Achievers demonstrate a keen interest in their work and an
intense, continual pursuit of accomplishment. They have a
high opinion of their work and under pressure may hesitate to
delegate tasks. Instead, they take on the work themselves to
ensure that things are done right. When they delegate, they
have a tendency to take back the task if it does not go
according to their expectations. Their guiding premise is, "If I
succeed, I want the credit, and if I fail, I will take the blame."
An Achiever should communicate more with others to expand
their thinking beyond either "I have to do it myself" or "I want
all the credit." They may need assistance to find new
approaches for achieving their desired results. Achievers
function at peak efficiency, and they expect recognition equal
to their contribution -- high wages in profit organizations and
leadership positions in other groups.
Agent
Pattern
Emotions: accepts affection; rejects aggression
Goal: group acceptance
Judges others by: commitment to tolerate and
include everyone
Influences others by: empathy; friendship
Value to the organization: supports, harmonizes,
empathizes; focuses on service
Overuses: kindness
Under Pressure: becomes persuasive, using
information or key friendships if necessary
Fears: dissension; conflict
Would increase effectiveness with more: strength
in the realization of who they are and what they can
do; firmness and self-assertion; ability to say "no"
when appropriate
Agents are attentive to both the human relations and task
aspects of their work situation. Empathetic and supportive,
they are good listeners and known for their willing ear. Agents
make people feel wanted and needed. Because Agents
respond to others’ needs, people do not fear being rejected by
Agents. Agents offer friendship and are willing to perform
services for others.
Agents have excellent potential for effectively organizing and
completing tasks. Agents naturally promote harmony and
teamwork and are particularly good at doing for others what
they find difficult to do for themselves.
Agents fear conflict and dissension. Their supportive approach
may enable others tolerate a situation, rather than
encouraging them in active problem-solving. In addition, the
Agent’s tendency to adopt a "low" profile -- instead of having
open confrontations with aggressive individuals -- may be
perceived as a lack of "toughness." Although they are
concerned with fitting into the group, Agents have a fair degree
of independence.
Example
Example

Appraiser
Pattern
Emotions: is driven to look good
Goal: "victory" with flair
Judges others by: ability to initiate activities
Influences others by: competitive recognition
Value to the organization: accomplishes goals
with the team
Overuses: authority; ingenuity
Under Pressure: becomes restless, critical,
impatient
Fears: "loss" or "failure"; others’ disapproval
individual follow-through; empathy when showing
disapproval; steadier pace
Appraisers make creative ideas serve practical purposes. They
use direct methods to accomplish results. Appraisers are
competitive, but other people tend to view Appraisers as
assertive rather than aggressive because Appraisers are
considerate of others. Instead of giving orders or commands,
Appraisers involve people in the task through persuasion. They
elicit the cooperation of those around them by explaining the
rationale of the proposed activities.
Appraisers help others visualize the steps that are necessary to
accomplish results. Appraisers usually speak from a detailed
plan of action that they have developed to ensure an orderly
progression toward results. In their eagerness to win,
Appraisers can become impatient when their standards are not
maintained or when extensive follow-through is required.
Appraisers are good critical thinkers. They are verbal in their
criticisms, and their words occasionally may be caustic.
Appraisers have better control of the situation if they relax and
pace themselves. A helpful axiom to achieve this is, "You win
some and you lose some."
Counselor
Pattern
Emotions: being approachable; showing affection
and understanding
Goal: friendship; happiness
Judges others by: positive acceptance of others;
ability to look for the good in people
Influences others by: personal relationships;
"open door" policy
Value to the organization: remaining stable and
predictable; developing a wide range of friendships;
listening to others’ feelings
Overuses: indirect approach; tolerance
Under Pressure: becomes overly flexible and
intimate; is too trusting without differentiating
among people
Fears: pressuring people; being accused of causing
harm
attention to realistic deadlines; initiative to
complete the task
Counselors are particularly effective in solving people
problems. They impress others with their warmth, empathy,
and understanding. Their optimism makes it easy to look for
the good in others. Counselors prefer to deal with others by
building long-standing relationships. As a good listener with a
willing ear for problems, a Counselor offers suggestions gently
and refrains from imposing his or her ideas on others.
Counselors tend to be overly tolerant and patient with non-
producers. Under pressure, they may have difficulty
confronting performance problems. Counselors may be
indirect when issuing orders, making demands, or disciplining
others. By adopting the attitude that "people are important,"
Counselors may place less emphasis on task accomplishment.
They sometimes require assistance to set and meet realistic
deadlines.
Counselors often take criticism as a personal affront, but they
respond well to attention and compliments for completed
assignments. When in a position of responsibility, Counselors
tend to be attentive to the quality of working conditions and
provide adequate recognition for members of their group.
Example
Example

Creative
Pattern
Emotions: accepts aggression; restrains expression
Goal: dominance; unique accomplishments
Judges others by: personal standards; progressive
ideas for accomplishing tasks
Influences others by: ability to pace development
of systems and innovative approaches
Value to the organization: initiates or designs
changes
Overuses: bluntness; critical or condescending
attitude
Under Pressure: becomes bored with routine
work; sulks when restrained; acts independently
Fears: lack of influence; failure to achieve their
standards
Would increase effectiveness with more: warmth;
tactful communication; effective team cooperation;
recognition of existing sanctions
Persons with a Creative Pattern display opposite forces in their
behavior. Their desire for tangible results is counterbalanced
by an equally strong drive for perfection and their
aggressiveness is tempered by sensitivity. Although they think
and react quickly, they are restrained by the wish to explore all
possible solutions before making a decision.
Creative persons exhibit foresight when focusing on projects,
and they bring about change. Since individuals with a Creative
Pattern have a drive for perfection and demonstrate
considerable planning ability, the changes they make are likely
to be sound, but the method may lack attention to
interpersonal relationships.
Creative persons want freedom to explore, and they want the
authority to examine and retest findings. They can make daily
decisions quickly but may be extremely cautious when making
bigger decisions: "Should I take that promotion?" "Should I
move to another location?" In their drive for results and
perfection, Creative persons may not be concerned about
social poise. As a result, they may be cool, aloof, or blunt.
Developer
Pattern
Emotions: is concerned with meeting personal
needs
Goal: new opportunities
Judges others by: ability to meet the Developer’s
standards
Influences others by: pursuit of solutions for
problems; projection of personal sense of power
Value to the organization: avoids "passing the
buck"; seeks new or innovative problem-solving
methods
Overuses: control over people and situations to
accomplish his or her own results
Under Pressure: works alone to complete tasks; is
belligerent if individualism is threatened or
challenging opportunities disappear
Fears: boredom; loss of control
patience, empathy; participation and collaboration
with others; follow-through and attention to quality
control
Developers tend to be strong-willed individuals, continually
seeking new horizons. As self-reliant, independent thinkers,
they prefer to find their own solutions. Relatively free of the
constraining influence of the group, Developers are able to
bypass convention and often create innovative solutions.
While they most often use direct, forceful behavior, Developers
can also shrewdly manipulate people and situations. When
required to participate with others in situations that limit their
individualism, Developers are apt to become belligerent. They
are persistent when pursuing the results they desire and will
do whatever is necessary to overcome obstacles to success. In
addition, they have high expectations of others and can be
critical when their standards are not met.
Developers are most interested in achieving their own goals.
Opportunities for advancement and challenge are important
to them. By focusing on results, they may lack empathy or
seem uncaring by dismissing others’ concerns.
Example
Example

Inspirational
Pattern
Emotions: accepts aggression; downplays need for
affection
Goal: control of their environment or audience
Judges others by: projection of personal strength,
character, and social power
Influences others by: charm, direction,
intimidation; use of rewards
Value to the organization: acts as a "people
mover"; initiates, demands, compliments,
disciplines
Overuses: attitude that "the ends justify the
means"
Under Pressure: becomes manipulative,
quarrelsome, or belligerent
Fears: weak behavior; loss of social status
Would increase effectiveness with more: genuine
sensitivity; willingness to help others succeed in
their own personal development
Persons with the Inspirational Pattern consciously attempt to
modify the thoughts and actions of others. They want to
control their environment. They are astute at identifying and
manipulating an individual’s existing motives in order to direct
that person’s behavior toward a predetermined end.
Inspirational persons are clear about the results they want, but
they do not always immediately verbalize them. They
introduce the results they want only after they have primed the
other person, offering friendship to those who desire
acceptance, authority to those who seek power, and security
to those who want a predictable environment.
Inspirational persons can be charming in their interactions.
They are persuasive when obtaining assistance for repetitive
and time-consuming details. People often experience a
conflicting sensation by feeling drawn to Inspirational people
and yet being curiously distanced. Others may feel "used" by
Inspirational persons’ manipulation powers. While they
sometimes inspire fear in others and override their decisions,
Inspirational persons are generally well-liked by co-workers
because they use their considerable verbal skills to persuade
others whenever possible. Inspirational persons clearly prefer
to accomplish goals through cooperation and persuasion, not
domination.
Investigator
Pattern
Emotions: is dispassionate; demonstrates self-
discipline
Goal: power through formal roles and positions of
authority
Judges others by: use of factual information
Influences others by: determination, tenacity
Value to the organization: offers comprehensive
follow-through; works determinedly on tasks
individually or in a small group
Overuses: bluntness; suspicion of others
Under Pressure: tends to internalize conflict; holds
on to grudges
Fears: involvement with the masses; responsibility
to sell abstract ideas
flexibility; acceptance of others; personal
involvement with others
Objective and analytical, Investigators are dispassionate
"anchors of reality." Generally undemonstrative, they calmly
and steadily pursue an independent path toward a fixed goal.
Investigators are successful at many things, not because of
versatility but due to their dogged determination to follow
through. They seek a clear purpose or goal from which they
can develop an orderly plan and organize their actions. Once a
project has begun, Investigators fight tenaciously to achieve
their objectives. Intervention is sometimes necessary to
change their direction. As a result, they can be perceived as
stubborn and opinionated.
Investigators do well with challenging technical assignments in
which they can use actual data to interpret the information
and draw conclusions. They respond to logic rather than
emotion. When selling or marketing an idea, they are most
successful with a concrete product.
Investigators are not especially interested in pleasing people
and prefer to work alone. They can be perceived as cold, blunt,
and tactless. Because they value their own thinking ability,
Investigators evaluate others by how they use facts and logic.
To increase their effectiveness in personal interactions, they
need to develop a greater understanding of other people,
especially others’ emotions.
Example
Example

Objective Thinker
Pattern
Emotions: rejects interpersonal aggression
Goal: correctness
Judges others by: ability to think logically
Influences others by: use of facts, data, and logical
arguments
Value to the organization: defines and clarifies;
obtains, evaluates, and tests information
Overuses: analysis
Under Pressure: becomes worrisome
Fears: irrational acts; ridicule
Would increase effectiveness with more: self-
disclosure; public discussion of their insights and
opinions
Objective Thinkers tend to have highly developed critical
thinking abilities. They emphasize the importance of facts
when drawing conclusions and planning actions, and they seek
correctness and accuracy in everything they do. To manage
their work activities effectively, Objective Thinkers often
combine intuitive information with the facts they have
gathered. When they are in doubt about a course of action,
they avoid public failure by preparing meticulously. For
example, Objective Thinkers will master a new skill privately
before they use it in a group activity.
Objective Thinkers prefer to work with people who, like
themselves, are interested in maintaining a peaceful work
environment. Considered shy by some, they may be reticent in
expressing their feelings. They are particularly uncomfortable
with aggressive people. Despite being mild-mannered,
Objective Thinkers have a strong need to control their
environment. They tend to exert this control indirectly by
requiring others to adhere to rules and standards.
Objective Thinkers are concerned with the "right" answer and
may have trouble making decisions in ambiguous situations.
With their tendency to worry, they may get bogged down in
"analysis paralysis." When they make a mistake, Objective
Thinkers often hesitate to acknowledge it. Instead, they
immerse themselves in a search for information that supports
their position.
Perfectionist
Pattern
Emotions: displays competence; is restrained and
cautious
Goal: stability; predictable accomplishments
Judges others by: precise standards
Influences others by: attention to detail; accuracy
Value to the organization: is conscientious;
maintains standards; controls quality
Overuses: procedures and "fail-safe" controls;
overdependence on people, products, and
processes that have worked in the past
Under Pressure: becomes tactful and diplomatic
Fears: antagonism
Would increase effectiveness with more: role
flexibility; independence and interdependence;
belief in self-worth
Perfectionists are systematic, precise thinkers and workers
who follow procedure in both their personal and work lives.
Extremely conscientious, they are diligent in work that requires
attention to detail and accuracy. Because they desire stable
conditions and predictable activities, Perfectionists are most
comfortable in a clearly defined work environment. They want
specifics on work expectations, time requirements, and
evaluation procedures.
Perfectionists may bog down in the details of the decision-
making process. They can make major decisions but may be
criticized for the amount of time they take to gather and
analyze information. Although they like to hear the opinions of
their managers, Perfectionists take risks when they have facts
that they can interpret and use to draw conclusions.
Perfectionists evaluate themselves and others by precise
standards for achieving concrete results while adhering to
standard operating procedures. This conscientious attention
to standards and quality is valuable to the organization.
Perfectionists may define their worth too much by what they
do and not by who they are as people. As a result, they tend to
react to personal compliments by thinking, "What does this
person want?" By accepting sincere compliments,
Perfectionists can increase their self-confidence.
Example
Example

Persuader
Pattern
Emotions: trusts others; is enthusiastic
Goal: authority and prestige; status symbols
Judges others by: ability to verbalize; flexibility
Influences others by: friendly, open manner;
verbal adeptness
Value to the organization: sells and closes;
delegates responsibility; is poised and confident
Overuses: enthusiasm; selling ability; optimism
Under Pressure: becomes indecisive and is easily
persuaded; becomes organized to look good
Fears: fixed environment; complex relationships
challenging assignments; attention to task-directed
service and key details; objective data analysis
Persuaders work with people, striving to be friendly while
pushing forward their own objectives. Outgoing and interested
in people, Persuaders have the ability to gain the respect and
confidence of various types of people. Persuaders can impress
their thoughts on others, drawing people to them and
retaining them as clients or friends. This ability is particularly
helpful when Persuaders sell themselves or their ideas to win
positions of authority.
The most favorable environment for Persuaders includes
working with people, receiving challenging assignments, and
experiencing a variety of work activities that require mobility.
They seek work assignments that will give them the
opportunity to look good. As a result of their natural positive
outlook, Persuaders may be too optimistic about a project’s
results and others’ potential. Persuaders also tend to over-
estimate their ability to change the behavior of others.
While Persuaders desire freedom from routine and
regimentation, they do need to receive analytical data on a
systematic basis. Once alerted to the importance of the "little
things," Persuaders can use the information to balance their
enthusiasm with a realistic assessment of the situation.
Practitioner
Pattern
Emotions: wants to keep up with others in effort
and technical performance
Goal: personal growth
Judges others by: self-discipline; position and
promotions
Influences others by: confidence in their ability to
master new skills; development of "proper"
procedures and actions
Value to the organization: is skilled in technical
and people problem-solving; displays proficiency
and specialization
Overuses: overattention to personal objectives;
unrealistic expectations of others
Under Pressure: becomes restrained; is sensitive
to criticism
Fears: predictability; no recognition as an "expert"
Would increase effectiveness with more: genuine
collaboration for common benefit; delegation of
key tasks to appropriate individuals
Practitioners value proficiency in specialized areas. Spurred by
a desire to be "good at something," they carefully monitor
their own work performance. Although their aim is to be "the"
expert in an area, Practitioners frequently give the impression
that they know something about everything. This image is
particularly strong when they verbalize their knowledge on a
variety of subjects.
As Practitioners interact with others, they project a relaxed,
diplomatic, and easygoing style. This congenial attitude may
change quickly in their own work area when they become
intensely focused in order to meet high standards for
performance. Because they value self-discipline, Practitioners
evaluate others on the basis of their ability to focus on daily
performance. They have high expectations of themselves and
others, and they tend to verbalize their disappointment.
While they naturally concentrate on developing an organized
approach to work and increasing their own skills, Practitioners
also need to help others build skills. In addition, they need to
increase their appreciation of those who contribute to the
work effort even though they may not use the Practitioner’s
preferred methods.
Example
Example

Promoter
Pattern
Emotions: is willing to accept others
Goal: approval, popularity
Judges others by: verbal skills
Influences others by: praise, opportunities, favors
Value to the organization: relieves tension;
promotes projects and people, including him or
herself
Overuses: praise, optimism
Under Pressure: becomes careless and
sentimental; is disorganized
Fears: loss of social acceptance and self-worth
Would increase effectiveness with more: control
of time; objectivity; sense of urgency; emotional
control; follow-through on promises, tasks
Promoters have an extensive network of contacts. They are
usually gregarious and socially adept, and they develop
friendships easily. They rarely antagonize others intentionally.
Promoters seek favorable social environments where they can
develop and maintain their contacts. Verbally skilled, they
promote their own ideas and create enthusiasm for others’
projects. With their wide range of contacts, Promoters have
access to the people who can help them.
Since Promoters prefer to participate and interact with others
in activities, they may be less interested in task
accomplishment. They may continue to seek out any situation
that involves meeting people and socializing, even though
their job requires attention to more solitary activities. They
thrive on meetings, committees, and conferences.
Usually optimistic, Promoters tend to overestimate the ability
of others. They often leap to favorable conclusions without
considering all the facts. Promoters will learn to be objective
and emphasize results with coaching and direction. Time
management may present challenges for Promoters. By setting
a time limit on conversation and discussion, they can remind
themselves of the urgency of "closing" and accomplishing the
task.
Result-Oriented
Pattern
Emotions: verbalizes ego strength; displays rugged
individualism
Goal: dominance and independence
Judges others by: ability to accomplish the task
quickly
Influences others by: force of character;
persistence
Value to the organization: persistence;
doggedness
Overuses: impatience; win-lose competition
Under Pressure: becomes critical and fault-
finding; resists participating with a team; may
overstep boundaries
Fears: others will take advantage of them;
slowness, especially in task activities; being a
pushover
verbalization of their reasoning; consideration of
other views and ideas about goals and problem
solutions; genuine concern for others; patience and
humility
Result-Oriented people display self-confidence, which some
may interpret as arrogance. They actively seek opportunities
that test and develop their abilities to accomplish results.
Result-Oriented persons like difficult tasks, competitive
situations, unique assignments, and "important" positions.
They undertake responsibilities with an air of self-importance
and display self-satisfaction once they have finished.
Result-Oriented people tend to avoid constraining factors,
such as direct controls, time-consuming details, and routine
work. Because they are forceful and direct, they may have
difficulties with others. Result-Oriented people prize their
independence and may become restless when involved with
group activities or committee work. Although Result-Oriented
people generally prefer to work alone, they may persuade
others to support their efforts, especially when completing
routine activities.
Result-Oriented people are quick-thinkers, and they are
impatient and fault-finding with those who are not. They
evaluate others on their ability to get results. Result-Oriented
people are determined and persistent even in the face of
antagonism. They take command of the situation when
necessary, whether or not they are in charge. In their
uncompromising drive for results, they may appear blunt and
uncaring.
Example
Example

Specialist
Pattern
Emotions: is calculatingly moderate;
accommodates others
Goal: maintenance of the status quo; controlled
environment
Judges others by: friendship standards;
competence
Influences others by: consistent performance;
accommodation of others
Value to the organization: plans short term; is
predictable, consistent; maintains steady pace
Overuses: modesty; low risk-taking; passive
resistance to innovation
Under Pressure: becomes adaptable to those in
authority and thinks with the group
Fears: change, disorganization
Would increase effectiveness with more: public
discussion of their ideas; self-confidence based on
feedback; shortcut methods
Specialists "wear well" with others. With their moderate,
controlled stance and modest demeanor, they are able to work
well with a number of behavioral styles. Specialists are
considerate, patient, and always willing to help those they
consider friends. They build close relationships with a
relatively small group of associates in the work environment.
Their efforts are directed toward retaining familiar and
predictable patterns. Most effective in specialized areas,
Specialists plan their work along directed channels and
achieve a remarkably consistent performance. Appreciation
from others helps to maintain that level of consistency.
Specialists are slow to adapt to change. Prior conditioning
gives them time to change their procedures while maintaining
a consistent level of performance. Specialists may also require
help when starting new projects and in developing shortcut
methods to meet deadlines. Finished projects are often put
aside for further revisions. Specialists should consider
throwing away old files that have outlived their usefulness.
Example

Scoring and Data Analysis Section IV
Here is a summary that shows how your personal report was generated. Graph III is the result of combining
your "Most" choices with your "Least" choices and is used to determine your highest DiSC dimension, your
Intensity Index scores, and your Classical Profile Pattern. If you would like more information about how your
personal report was built, please talk to your facilitator.
Name: Shannon Paradis
Date: 9/7/2014
SUMMARY OF INTERPRETATION
Highest DiSC Dimension(s): Dominance (D)
Classical Pattern: Result-Oriented Pattern
Segment Numbers: 6514

Strategies for Creating a Positive Relationship Section V
DiSC® Classic 2 Plus
All people are not the same. A strategy that works very effectively with one person may be disastrous with another.
Trial and error learning about which strategies are effective with which person can be very costly in both time and
emotion. This section provides a starting point for developing strategies based on Shannon's natural behavioral
tendencies. By reviewing and discussing the strategies listed for each key behavioral area, you can develop an
effective plan for creating a positive relationship with Shannon.
Result-Oriented
Creating a Positive Climate for Shannon
• Provide choices for activities, letting her make the decision
• Allow her to direct the efforts of others
• Accept her need to compete and win
• Give your undivided attention to her interests
• Direct more attention to getting results than discussing emotions
• Accept her need for variety and change
• Let her set the pace for activities
• Show interest in her by asking personal questions
• Provide opportunities to interact with others in a positive, enthusiastic manner
• Allow time for discussions where she can verbalize thoughts, feelings and ideas
• Accept that she tends not to pay attention to details about tasks
• Assist her by following up on details
• Listen responsively to her
• Accept that she prefers to avoid negative or unpleasant discussions
• Accept that she may desire to interact often and with many different people
How to Communicate with Shannon
• Shannon tends to prefer direct, to the point communications without a lot of time spent on social
chatter
• Be prepared to Listen to her ideas before moving on to other topics
• Tends to practice selective perception, only hearing and/or remembering that with which she agrees
• Consider checking at end of discussion to make sure everything was heard, and stored in memory, by
asking her to repeat what she heard
• Shannon tends to prefer informal, open-ended discussions in social environments such as over lunch or
dinner
• Shannon desires an opportunity to share experiences, stories and ideas in an enthusiastic, responsive
exchange

How to Communicate with Shannon (Continued)
• She may need to be directed to stay closer to the subject under discussion in order to finish within a
reasonable time frame
• She may have difficulty listening to negative information
How to Compliment Shannon
• Use brief, direct factual statements
• Focus on her achievements, and her demonstrated leadership abilities
• Acknowledge her ability to take charge of a difficult situation
• Compliment her ability to take risks, to set precedents
• Recognize the unique or innovative nature of her thoughts, ideas and/or actions
• Acknowledge her ability to get the maximum results with the minimum investment of time and effort
• Use enthusiastic public praise for verbal ability and interpersonal skills
• Compliment her on positive changes in her appearance
• Acknowledge her persistently optimistic attitude in situations that others might find discouraging
• Recognize her skill at involving others in discussions and activities
• Compliment her ability to organize social functions
• Praise her ability to generate enthusiasm in others
How to Provide Feedback to Shannon
• Focus discussion on obstacles to achieving results and how she can eliminate them
• Discuss desired changes in her behavior in terms of potential impact on results
• Describe current negative consequences from her behavior and request solutions
• Keep feedback factual, neutral and nonjudgemental
• Reduce her defensiveness by focusing solely on actions and consequences
• Disengage from right/wrong debates
• Keep discussion focused on actions, rather than motives or intentions
• Provide opportunity for her to express her feelings after hearing your feedback
• Acknowledge her feelings and direct the discussion to facts and results
• Resist her attempts at side-stepping the discussion, re-directing her attention to the facts
• Use open-ended questions (who, what, where, when, how) to keep the discussion focused
• Discuss specific action plans for change rather than general statements about changes in attitude
• Continue to validate her worth as a person separate from the desired changes in her behavior
• Counter emotional escalations by focusing on specific actions and behaviors

How to Provide Feedback to Shannon (Continued)
• Have her restate your feedback in her own words to ensure accurate listening
• Close the discussion with a specific statement of what actions she is going to take as a result of your
feedback
How to deal with Shannon in Conflict
• Shannon may tend to take a direct, aggressive approach, resulting in an "I win, you lose" outcome
• Acknowledge her logic or reasoning by saying "I can see your point" or "I can see the logic in your
thinking"
• After acknowledging her thinking, calmly restate your point
• Disengage from right/wrong debates by acknowledging the differences between the two of you,
without judgement
• Accept that the only workable, win/win solution may be to agree to disagree
• Counter blaming statements by refocusing on the issue and what corrective action is going to be taken
• Resist any impulse to retaliate with blaming, attacking or sarcastic comments
• Reduce your defensiveness when attacked and acknowledge any error on your part
• Use open-ended questions (how, what, where, when, who) to define the real issues in the situation
• Ask her what it is that she really wants as an outcome
• Call a time-out if emotions escalate to high levels of aggression or hostility, scheduling a time to
continue the discussion
• Conclude the discussion with a summary of what each person has committed to do to resolve the
conflict
• Shannon tends to avoid open, direct conflict
• Acknowledge her discomfort in dealing with conflict by saying "I understand this may be
uncomfortable for you"
• State the issue factually, without judgement about her as a person
• Allow her to verbalize her feelings
• Respond to her feelings by saying "I understand you are angry (sad, mad, glad, scared)"
• Acknowledge her feelings if she becomes blaming or personally attacking by saying "I understand you
are upset", and re-direct the discussion to the issue
• Limit sidetracking in the discussion by acknowledging other issues that may need to be discussed at
another time, and immediately move back to the current issue
• State repeatedly that this conflict is about a specific issue not about her personally, as Shannon tends
to fear loss of approval
• Affirm her value to you and state the problem by saying, "I like you, and I'm upset with your behavior"
• Counter her attempts to minimize the problem by focusing on her actions and consequences to her and
others
• Counter her attempts to placate you without solving the problem, by requiring a commitment from her
for specific actions
• Direct the discussion to specific facts and actions rather than talking in generalities or emotional
expressions
• Close the discussion with a clear statement of what is going to happen by when, and affirm the value of
the discussion in maintaining a positive relationship with her

How to deal with Shannon's Problem-solving Style
• Shannon tends to take a practical, results-oriented approach, preferring simple, easy-to-implement,
immediate solutions
• She may need to be directed toward considering the long term consequences of the decision
• She may need coaching in handling complex problems due to her natural tendency to over-simplify in a
rush for immediate results
• Shannon tends to avoid handling complex, detailed problems requiring follow-up
• She may need to be coached through a logical problem-solving process instead of relying on a "gut-
feeling"
• Shannon may have difficulty acknowledging that a problem exists due to her optimistic perception
• She may need to have the actual or potential consequences of the problem clearly stated
How to Deal with Shannon's Decision-making Style
• Shannon tends to be a quick decision-maker
• She may need to be encouraged to take enough time to gather sufficient information and consider
possible consequences before making decisions
• Point out the benefits of taking more time in terms of improved results
• Shannon may tend to avoid making decisions involving negative consequences and/or interpersonal
conflict
• Discuss how making a decision will reduce negative outcomes in the long term
• Describe how her indecisiveness frustrates others and makes her look bad
• Shannon tends to make emotion-based decisions, sometimes impulsively, based on a "gut-feeling"
• She may need assistance developing a more logical, fact-based approach to decisions

Relating to People and Environment Section V
This section describes how Shannon may tend to relate to other people and her environment based on her natural
behavioral tendencies. Some of these behaviors may have been modified or eliminated by Shannon due to her life
experiences and her values system. Therefore, some items may represent only potential behaviors. Additionally,
some of the behaviors may appear to be conflicting because of the range of responses possible for Shannon, given
the nature of her behavioral style. Review, discuss, and revise the list as appropriate.
Result-Oriented
How Shannon Tends to Communicate
• Tends to be direct, factual, bottom-line oriented
• Tends to avoid wasting time on small talk or social amenities
• Tends to tell others what to do, without being asked to do so
• May be so direct and forceful in communicating that others have difficulty asking questions, clarifying
understanding, or pointing out problems
• May be perceived by others as blunt, cold, or uncaring because of her brief communication style
• May have difficulty expressing positive emotions, even though she feels them
• Tends to assume that others know how she feels, especially if she told them once in the past
• May be more comfortable in expressing her feelings through actions, assuming that others can decode
the message
• Tends to be comfortable in expressing anger, sometimes using anger when sadness, hurt or fear would
be a more accurate expression of her true feelings
• Tends to be impatient, have difficulty listening to long narratives, preferring people to "get to the
point"
• Tends to be a selective listener, hearing and storing information as it fits her perception
• Tends to be uncomfortable with other people's emotional displays, wanting to "fix" the situation or
deal with it more "rationally"
• May tend to undervalue the importance of frequent, quality communication in maintaining work
relationships
• Likes to communicate frequently in person or on the phone in an informal, friendly manner, covering a
wide range of subjects
• Tends to be spontaneous, fast-paced, and emotionally expressive
• May feel most comfortable with people who respond to her emotional expressions
• Tends to be most comfortable in expressing positive emotions, using many superlatives - "Great!"
"Fantastic"
• Likes to talk about her enthusiastic, optimistic plans and dreams
• May feel rejected by and/or uncomfortable with people who are more reserved in their expressions,
both verbally and non-verbally
• May have difficulty in communicating negative information directly
• Other people may be unclear or confused as to the real issue or the seriousness of the problem because
of her lack of directness

How Shannon Tends to Communicate (Continued)
• May have difficulty being "tough" when situations require a direct, assertive approach
• May attempt to placate or cajole people who are arguing, without addressing the issues
• May have many discussions with people but fail to follow-up on the actions discussed
• Tends to approach all areas of her life with communicating as a priority, wanting to talk about
everything
• May not be sensitive to other people's preferences in communicating, assuming that everyone likes to
talk
• May behave in a way that other, more reserved people feel is intrusive
• Communicates in all forms: cards, notes, letters, and most of all, in person or by phone
How Shannon Tends to Make Decisions
• Tends to be quick, decisive, independent and firm
• Tends to be bottom-line oriented, assessing the short-term impact
• May tend to take higher risks than are comfortable for others, believing that the potential for big
payoffs justify the risk
• May fail to consider long-term consequences and fail to think through all the factors in complex
situations
• Tends to use an emotional approach to decisions basing them on a "gut-feeling"
• Tends to be optimistic in expectations of people and situations
• May respond impulsively and not take enough time to gather information
• May unrealistically expect the best, failing to consider possible negative consequences
• May avoid making decisions which involve interpersonal conflict, losing approval, or "looking bad"
How Shannon Tends to Manage Time
• Tends to operate with a sense of urgency, taking short-cuts wherever possible
• Tends to take pride in efficient solutions that allow her to pack a lot into a day
• May underestimate time involved in some activities, resulting in cutting things short, potentially
missing deadlines
• May be critical of others who do not share her sense of urgency or move at the same fast pace
• Tends to be impatient with others who desire a more leisurely pace
• Tends to prefer open-ended structures and flexible schedules
• May spend more time on people and processes than on tasks
• May have difficulty limiting time spent with people, getting behind schedule on completing activities
• May be chronically late
• Others may become frustrated and angry at her poor time management
• May provide less structure and predictability than is comfortable for others
• May want to keep time more loosely structured and fail to commit to a schedule, which may not meet
others' planning needs

How Shannon Tends to Solve Problems
• Tends to prefer simple, practical, easy-to-implement solutions
• May have difficulty involving others in the problem-solving process because of her impatience and
desire for immediate solutions
• Likes to involve others in the problem-solving process by "bouncing ideas" off them or "brainstorming"
• Tends to approach problem-solving on a personal, emotional basis and may become impatient with a
more methodical approach
How Shannon Tends to Handle Stress
• Tends to seek out demanding, challenging, fast-paced environments and may not notice the negative
impact on her health or relationships
• Tends to perceive the environment as being somewhat antagonistic, requiring an aggressive or
defensive stance on her part
• May be so strongly driven to achieve results that she fails to set realistic limits for herself
• May need to work on letting go of the need to control her environment and other peoples' actions in
order to reduce her stress
• May have difficulty taking adequate time to recover from illness or injury due to a self-imposed sense of
urgency
• May choose a high level of variety and change, finding predictable routines more stressful than change
• Tends to seek out opportunities to enjoy life, to have fun
• May experience stress from too much of a good thing
• Tends to be able to forget about negative situations in the past, focusing on positive expectations for
the future
• Reduces the buildup of stress by becoming emotionally expressive and "blowing off steam"
• May find environments of chronic hostility and pessimism very stressful
• Reduces stress by interacting with others: laughing, talking, attending social events
• May find appreciation and affection from others to be very effective in reducing stress
• May become worn-out from too many social commitments, especially during holiday seasons

Strategies for Managing Section V
All people are not the same. A management strategy that is very effective with one person may be disastrous with
another. Trial and error learning about which strategies are effective with which person can be very time-
consuming and expensive both in the dollar cost as well as the emotional cost. This section provides a starting
point for developing strategies based on Shannon's natural behavioral tendencies. By reviewing and discussing the
strategies listed for each key management activity, you can develop an accurate, effective plan for managing
Shannon.
Result-Oriented
Developing
• Make her productive quickly
• Show her the simplest, quickest, most practical way to get results
• Emphasize the key details necessary to get results
• Define clearly the limits of her authority
• Use fast-paced, enthusiastic descriptions
• Get her involved quickly in new situations so she can begin building relationships
• Reduce amount of details to avoid overwhelming her
• Check understanding by requiring specific feedback on how-to's of the job
• Provide assistance in developing structure for completing tasks
Motivating
• Provide opportunities to work independently
• Allow her to direct the efforts of others
• Offer options for achieving goals
• Provide challenges, opportunities to "win"
• Allow time for discussions where she can verbalize thoughts, feelings and ideas
• Assist in following-up on details
• Provide opportunities for visibility and recognition
Complimenting
• Use brief, direct statements, focusing on achievements, results, and leadership abilities
• Use enthusiastic public praise for image, verbal ability, and interpersonal skills

Counseling
• Focus on obstacles to achieving results and how to eliminate them
• Present needed changes in terms of impact on results and consequences
• Request solutions from her
• Provide opportunity to express feelings
• Acknowledge feelings and direct attention to facts and results
• Use open-ended questions (what, where, when, how) to generate specific action plans for change
Problem-Solving
• Tends to take a practical, results-oriented approach, preferring simple, easy-to-implement, immediate
solutions
• May need to be directed toward considering the long-term consequences
• May need coaching in handling complex problems due to a natural tendency to over-simplify in a rush
for immediate results
• Tends to avoid complex, detailed problems requiring follow-up
• May need to be coached through a logical, problem-solving process instead of relying on a "gut-feeling"
• May have difficulty acknowledging that a problem exists due to her optimistic perception
• May need to have actual or potential consequences clearly stated
Delegating
• Tell her what result you need and by when; let her determine how to get it done
• Specify clearly the limits of authority and available resources, allowing autonomy within those limits
• Clarify understanding and acceptance of specific performance expectations and time frame for
completion
• Establish dates for checkpoints with clear understanding of what is to be completed when
• Help structure the process for completing the task, especially when dealing with complexity or
assignments requiring a methodical approach
Correcting
• Be firm and direct, specifying the desired result as well as current level of performance
• Direct the discussion to what she is going to do to eliminate the gap in performance
• Define time limits for improvements and state consequences clearly
• Resist attempts at side-stepping the problem by stating the performance problem and consequences
very specifically and clearly
• Direct the discussion to how she specifically will improve performance, avoiding extensive discussions
about other people and other situations
• End discussion with a commitment about what result by when, focusing on the positive outcomes of
improving performance and looking good in the eyes of others

Decision-Making
• Tends to be a quick decision-maker
• May need coaching on taking time to gather sufficient information and considering possible
consequences before making decisions
• Point out benefits in taking more time in terms of improved results
• May tend to avoid making decisions involving negative consequences and/or interpersonal conflict
• Discuss how making a decision will reduce negative outcomes in the long-term and how indecisiveness
frustrates others and makes her look bad
• Tends to make emotion-based decisions, sometimes impulsively based on a "gut-feeling"
• Coach on a more logical, fact-based approach to decisions
Communicating
• Prefers direct, to the point, communications without a lot of time spent on social chatter
• Be prepared to listen to her ideas before moving on to other topics
• State areas of shared agreement before moving into other areas of less agreement
• Tends to practice selective perception, only hearing and/or remembering that with which she agrees
• Check at end of discussion to make sure everything was heard and stored in memory by asking her to
summarize and restate
• Tends to prefer informal, open-ended discussions in more social environments, such as over lunch
• Desires an opportunity to share experiences, stories and ideas in an enthusiastic responsive exchange
• May need to be directed to stay closer to the subject under discussion in order to finish within a
• May have difficulty listening to negative information
• Check to determine whether the seriousness of the discussion was acknowledged

Strategies for Sales Management Section V
All people are not the same. A management strategy that is very effective with one person may be disastrous with
another. Trial and error learning about which strategies are effective with which person can be very costly both in
lost time and lost sales. This section provides a starting point for developing sales management strategies based
on Shannon's natural behavioral tendencies. By reviewing and discussing the strategies listed for each key
management activity, you can develop an accurate, effective plan for managing Shannon in her specific sales
environment.
Result-Oriented
Developing
• Help her become productive as quickly as possible
• Show her the simplest, quickest, most practical way to get results and meet her sales goals
• Emphasize primarily the key details which will be necessary to get sales results
• Define clearly the limits of her authority and the resources available to her for achieving sales results
• Use fast-paced, enthusiastic descriptions of the sales process and how it works with customers
• Get her involved quickly in new situations so she can begin building relationships with customers
• Reduce amount of details involved in training to avoid overwhelming her
• Check her understanding of the information by periodically requiring specific feedback on "how to's" of
the job
• Provide assistance in developing structure for completing activities that require organization of
information and attention to detail
Motivating
• Provide opportunities for her to work independently
• Allow her to direct the efforts of others for achieving significant results
• Offer her flexible options for achieving results
• Provide her challenges and opportunities to "win"
• Allow time for discussions where she can verbalize her thoughts, feelings and ideas
• Assist her by providing support for following up on details
• Provide opportunities for visibility and recognition

Giving Recognition
• Use brief, direct statements focusing on her achievements, results and demonstrated ability to be a
leader in her field
• Acknowledge her ability to handle difficult customer situations successfully
• Recognize the unique or innovative nature of her thoughts, ideas and/or actions
• Use enthusiastic public praise for her ability to use her verbal and interpersonal skills to achieve sales
• Acknowledge her persistently optimistic attitude in sales situations that others might find discouraging
• Recognize her for enthusiastically involving others
Coaching/Counseling
• Focus discussion on obstacles to achieving sales results and how she can eliminate them
• Discuss desired changes in her behavior in terms of potential positive impact on sales results
• Reduce her defensiveness by requesting solutions from her
• Be firm and direct, specifying the desired result as well as describing the current level of sales
performance
• Direct the discussion to what she is going to do to eliminate the gap in performance
• Define the time limits for improvements and state the consequences clearly
• Provide an opportunity for her to express thoughts and feelings after hearing your feedback
• Acknowledge her feelings and direct her attention to facts and results
• Resist her attempts at side-stepping the discussion by re-directing her attention to the facts
• Use open-ended questions (what, where, when, how) to keep the discussion focused on facts rather
than feelings
• Direct the discussion to how she will improve her sales performance, avoiding extensive discussions
about other people and other situations
• Discuss specific action plans for changing her sales performance rather than general statements about
improving her attitude
• End the discussion by determining what result will be achieved by when, focusing on the benefits to her
in terms of improved sales results and more recognition from others
Communicating
• Prefers direct, to-the-point communications without a lot of time spent on social chatter
• Be prepared to listen to her ideas before moving on to other topics
• Tends to practice selective perception and/or hearing, remembering only that with which she agrees
• Check at end of discussion to make sure everything was heard and stored in memory by asking her to
summarize and restate
• Tends to prefer informal, open-ended discussions in more social environments, such as over lunch
• Desires an opportunity to share experiences, stories and ideas in an enthusiastic, responsive exchange

Communicating (Continued)
• May need to be directed to stay closer to the subject under discussion in order to finish within a
• May not pay attention to the details of what is being said, and later may be unclear about the facts
• May have difficulty listening to negative information
• Check to determine whether the seriousness of the discussion was understood
Problem-Solving
• Tends to take a practical, results-oriented approach, preferring simple, easy-to-implement, immediate
solutions
• May need to be directed toward considering the long term, negative consequences of some solutions
• May need coaching in handling complex problems due to her natural tendency to over-simplify in a
rush for short-term results
• May need to consider that her haste for immediate results may have a negative impact on the overall
sales effort
• Tends to avoid complex, detailed problems requiring follow-up
• May need to be coached through a logical problem-solving process instead of relying on a "gut-feel"
• May have difficulty acknowledging that a problem exists due to her optimistic perception
• May need to have actual or potential consequences of the problem clearly stated for her to appreciate
the need for a well-thought-out solution
Delegating
• Tell her what result you need and by when: Let her determine how to get it done
• Specify clearly the limits of her authority and the resources available to her allowing autonomy within
those limits
• Clarify understanding and acceptance of specific sales performance expectations and time frame for
completion
• Establish dates for checkpoints with clear understanding of what is to be completed by when
• Help structure the process for completing the task, especially when dealing with complexity or
assignments requiring a methodical approach
Decision-Making
• Tends to be a quick decision-maker
• May need coaching on taking time to gather sufficient information and considering possible
consequences before making decisions
• Point out benefits to her in taking more time in terms of improved sales results
• May tend to avoid making decisions involving negative consequences and/or interpersonal conflict
• Discuss how making a decision now will reduce negative results in the long term
• Explain how her indecisiveness frustrates others and makes her look bad

Decision-Making (Continued)
• Tends to make emotion-based decisions, sometimes impulsively, based on a "gut-feel"
• Coach on a more logical, fact-based approach to decisions

Approach to Selling Section V
This section describes how Shannon would tend to approach the various stages of the selling process based on her
natural style. By understanding Shannon's natural approach to sales, it can be determined which of her natural
behaviors are most effective in certain selling situations with specific customer styles. It can also be determined
where additional training or coaching may be helpful in increasing Shannon's effectiveness in selling situations
where her natural style may not be as effective. As some of these behaviors may already have been modified,
review and revise this section as necessary.
Result-Oriented
Planning
• Tends to prefer to spend more time getting results than in planning
• Tends to focus on the big picture, letting the details take care of themselves
• Tends to focus on the goal or bottom-line result and may not prepare a step-by-step plan for achieving
the goal
• May oversimplify complex situations or underestimate the potential obstacles and be surprised by
buyer resistance
• Her natural approach to planning may be most effective with customers who are impatient, results-
oriented, and more interested in "what" than "how"
• Her natural style may need modification to prepare for customers who need a more methodical, step-
by-step explanation, with more detailed information provided
• Tends to prefer to spend more time interacting with people than in planning
• Tends to view situations optimistically, expecting the best, and may not think through handling
potential obstacles
• Tends to use an intuitive, "gut-feel" approach to planning sales calls, and may not prepare adequate
support information to cover the details
• Her natural approach to planning works well with customers who respond to an enthusiastic overview,
with a strong emphasis on interaction with others
• Her style of planning may require modification to be effective with customers who are more interested
in immediate bottom-line results, or with customers requiring a logical, well-documented approach in
the sales presentation
Opening the Call
• Tends to be direct and results-oriented, getting immediately to the point of the call
• Tends to avoid social chatter, considering it a waste of time, and moves right to business
• Her natural approach to opening the call tends to be most effective with customers who are impatient
and results-oriented
• Her natural style may require modification to be effective with customers who prefer to spend more
time interacting and building a relationship before moving to business
• Tends to use an enthusiastic, personal approach to opening the call
• May prefer to discuss low-risk, general topics to build rapport before moving to the purpose of the call

Opening the Call (Continued)
• Her natural approach to opening the call works most effectively with customers who prefer to interact
socially, verbalizing their thoughts and feelings in order to develop a personal relationship
• Her natural style may require some modification to be effective with people who are more reserved,
preferring a business-like, factual or results-oriented approach
Interviewing
• Tends to interview in a direct, aggressive manner, identifying the customer's goals quickly
• Tends to ask "what" questions, focusing on desired results
• Her natural approach to interviewing works most effectively with customers who prefer directness;
however, the customer may want more control over the interviewing process
• Her natural style may require modification with customers who prefer a slower, more indirect
approach, or with customers who become defensive in response to her aggressive approach
• Tends to interview in an enthusiastic, fast-paced manner focusing on feelings and relationships
• May tend to ask "who" questions, focusing on involvement and interaction with people
• Her natural approach to interviewing is most effective with customers who prefer an eager, personal
approach where they have an opportunity to talk about people, relationships and their feelings
• Her natural style may require modification to be effective with more reserved customers who prefer a
factual, unemotional approach to providing information
Presenting
• Tends to be concise, focusing on results
• May tend to announce conclusions, rather than explaining her reasoning process
• Her natural approach to presenting works most effectively with customers who are interested primarily
in results, requiring little or no details in the presentation
• Her natural style may need modification to be effective with customers who require a more methodical
approach and a more detailed explanation
• Tends to use an enthusiastic approach, presenting the "big picture" with positive expressions
• May tend to over-state benefits in her desire to create excitement for the product or service
• Her natural approach to presenting tends to be most effective with customers who respond to upbeat
presentations that focus on an overview rather than on details
• Her natural style may require modification to be effective with customers who prefer a low-key, factual,
well-documented approach
Responding to Concerns
• Tends to respond to concerns directly
• Tends to focus on the goal or the result to be achieved, rather than on the concern
• May not listen fully to the concern, or minimize its importance to the customer

Responding to Concerns (Continued)
• Her natural approach for responding to concerns tends to be most effective with customers who share
a similar blunt, direct approach to concerns
• Her natural style may need to be modified to be effective with customers who either require more
emotional reassurance or a detailed explanation in response to their concern
• Tends to respond to concerns with positive, enthusiastic, general statements
• May not address specific concerns with information; instead may "tap-dance" around the issues,
providing verbal reassurance that all will be well
• Her natural approach for responding to concerns tends to be most effective with customers who want a
strongly optimistic, general response to their concerns, rather than specific facts
• Her natural style may require modification to be effective with customers who are more comfortable
with detailed or step-by-step, factual explanations for how their concerns will be resolved
Gaining Commitment
• Tends to move quickly and directly to gaining a commitment from a customer
• May aggressively pursue a commitment, considering "No" a temporary obstacle
• Her natural approach to gaining commitment tends to be most effective with customers who are
results-oriented and make quick decisions, as long as the customer does not become defensive as a
result of experiencing loss of control of the buying decision
• Her natural style may require modification to be effective with customers who prefer to take time to
gather and review information and who resist making a decision before they have had time to analyze
• Tends to approach gaining commitment in an enthusiastic, optimistic manner
• May continue selling after the customer has made a commitment to buy
• Her natural approach to gaining commitment tends to be most effective with customers who make
quick decisions based on a "gut-feel", or customers who make decisions based on an emotional
response to her enthusiasm
• Her natural style may require some modification to be effective with customers who prefer to take time
to review information and who approach decision-making analytically, based on product performance
rather than on her personality
Servicing
• Tends to follow-up by efficiently checking on results
• May tend to be more interested in getting new sales than servicing existing customers
• Her natural approach to servicing tends to be most effective with customers requiring minimal follow-
up, as long as they are getting results
• Her natural style may require modification with customers who prefer routine contact and follow-up
• Tends to follow up personally, building the relationship with enthusiastic, friendly interaction
• May prefer interacting with the customer more than following up on details of the sale
• Her natural approach to servicing tends to be most effective with customers who prefer follow-up
involving social interaction, such as dropping by to visit, phone calls or going to lunch
• Her style may require modification to be effective with customers who require systematic, scheduled
follow-up on detailed requests

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