REPORT FOR Sample Report

DISC & MOTIVATORS REPORT FOR

Sample Report

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 REPORT FOR Sample Report

Table of Contents
Introduction to the DISC & Motivators Combined Report ............................................................................................3

PART I Understanding DISC & MOTIVATORS

DISC................................................................................................................................................................................4
Motivators .....................................................................................................................................................................6

PART II Understanding Yourself

DISC & Motivators Graphs .............................................................................................................................................7
DISC General Characteristics & Combined Behavioral Style..........................................................................................8
Word Sketch: Adapted & Natural Style .......................................................................................................................10
Your Personalized Graphs............................................................................................................................................12
Your Behavioral Pattern View......................................................................................................................................13
Communication Tips for Others...................................................................................................................................14
Wants and Needs.........................................................................................................................................................15
What You Bring to the Organization............................................................................................................................16
Your Behavior and Needs Under Stress.......................................................................................................................17
Potential Areas for Improvement................................................................................................................................18
The 12 Behavioral Tendencies .....................................................................................................................................19
Summary of Your DISC Style ........................................................................................................................................24
Your Motivators...........................................................................................................................................................25
A Closer Look at the Seven Motivator Dimension Scores............................................................................................26
Details of Motivation ...................................................................................................................................................27
Motivator Word Matrix ..............................................................................................................................................28
Motivators Dimensions................................................................................................................................................29
Summary of Your Motivators ......................................................................................................................................36

PART III Understanding Others and Adaptability

DISC Adaptability .........................................................................................................................................................37
Motivators Adaptability...............................................................................................................................................38
Communicating with the DISCStyles............................................................................................................................39
To Modify Directness and Openness, Pace and Priority..............................................................................................41
Adapting in Different Situations ..................................................................................................................................43
A Deeper Look at the Four DISCStyles .........................................................................................................................43
DISC Application Activities...........................................................................................................................................47
Motivators Application Activities ................................................................................................................................51

Why is Independently Tested Accuracy of this Assessment Important?

A recent review revealed a significant majority of assessments available today
were absent the studies & reporting to confirm their accuracy. Of the small
minority which claimed reporting, the significant majority of those were conducted
privately; oftentimes by the assessment provider itself, rather than an objective
and scientifically qualified third party. However, we are leading by example in this
otherwise unregulated industry. How are we doing this? By submitting our
assessments to an objective, independently conducted battery of tests: Construct
Validity, Reliability, and Disparate Impact - all by a qualified scientific authority
(Assessment Standards Institute). Our goal? Ensuring the trust and confidence of
our users by producing the industry’s most accurate and class protected
assessments. Please turn to the last page of this report to learn more on this topic,
and the steps we’ve taken to safeguard the scientific accuracy of this assessment.

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Introduction to the DISC & Motivators Combined Report

Research shows that the most successful people share the common trait of self-awareness.
They’re able to more quickly recognize situations that will make them more successful. With
this personalized and comprehensive DISC and Motivators combined report, you have tools to
help you become a better you.

Please Note: Any behavioral descriptions mentioned in this report are only tendencies for your
style group and may or may not specifically apply to you personally.

Remember:
 DISC measures observable behavior and emotion.

 Motivators shows the values that drive our behavior and emotion.

When our DISC and MOTIVATORS are in alignment, we have personal

synergy. When our DISC and MOTIVATORS are not in alignment, we
experience personal conflict or tension.

How to Use This Report

With this personalized and comprehensive DISC and Motivators combined report, you have
tools to help you become a better you. The report is divided into 3 parts:

 Part I focuses on understanding each of the DISC styles through identifying

characteristics, including the tendencies of each behavioral style. It also introduces the 7
Motivators that drive our behaviors and the definitions of each

 Part II reveals what makes you unique, through greater understanding of your own
behavioral tendencies and blend of motivators.

 Part III explores adaptability and offers actionable recommendations for you and others
who interact with you, helping you use this information as effectively as possible for
immediate results.

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PART I - UNDERSTANDING DISC & MOTIVATORS

DISC STYLES
DISC is a simple, practical, easy to remember and universally applicable model. It focuses on
individual patterns of external, observable behaviors and measures the intensity of
characteristics using scales of directness and openness for each of the four styles:
Dominance, Influence, Steadiness, and Conscientious.

Using the DISC model, it is easy to identify and understand our own style, recognize and
cognitively adapt to different styles, and develop a process to communicate more effectively
with others. As you begin to explore the DISC styles and see them in your own life and in your
relationships, keep in mind the following:

BEHAVIOR DESCRIPTORS OF EACH STYLE

DOMINANCE INFLUENCE STEADINESS CONSCIENTIOUS

Decisive Charming Understanding Accurate
Competitive Confident Friendly Precise
Daring Convincing Good Listener Analytical
Direct Enthusiastic Patient Compliant
Innovative Inspiring Relaxed Courteous
Persistent Optimistic Sincere Diplomatic
Adventurous Persuasive Stable Detailed
Problem Solver Sociable Steady Fact Finder
Results Oriented Trusting Team Player Objective

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PACE AND PRIORITY: Two main sources of tension between the styles

SLOWER-PACED FASTER-PACED
TASK-ORIENTED TASK-ORIENTED

SLOWER-PACED FASTER-PACED
PEOPLE-ORIENTED PEOPLE-ORIENTED

PACE PRIORITY PACE & PRIORITY

Direct, Fast-Paced Guarded, Task-Oriented Direct, Fast-Paced, Guarded,
vs. vs. Task-Oriented
Indirect, Slower-Paced Open, People-Oriented vs.
Indirect, Slower-Paced, Open,
People-Oriented

High S + High I High D + High I High S + High D

(Lower Left vs. Lower Right Quadrant). (Upper Right vs. Lower Right Quadrant) (Lower Left vs. Upper Right Quadrant)

High C + High D High C + High S High C + High I

(Upper Left vs. Upper Right Quadrant) (Upper Left vs. Lower Left Quadrant) (Upper Left vs. Lower Right Quadrant)

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MOTIVATORS
Research shows that the most successful people share the common trait of self-awareness.
They’re able to more quickly recognize situations that will make them more successful. As such,
it’s easier for them to find ways of achieving objectives that resonate and align with their
motivations. Those who understand their natural motivators better are far more likely to pursue
the right opportunities, for the right reasons, and get the results they desire.

Motivation helps influence behavior and action. It is vital for superior performance to ensure
that your motivations are satisfied by what you do to drive your passion, reduce fatigue, and
inspire you.

The Motivators assessment is the result of Dr. Eduard Spranger's and Gordon Allport’s combined
research into what drives and motivates an individual. The dimensions of value discovered
between these two researchers identify the reasons that drive an individual to utilize their
talents in the unique way they do. These pages will help you understand your motivations and
drivers, providing a clear course on how to maximize your performance by achieving better
alignment with your passion for what you do and your behavior.

The Elements of the Motivation Index

This Motivation Index is unique to the marketplace in that it examines seven independent and
unique aspects of motivation. Most similar instruments only examine six dimensions of
motivation by combining the Individualistic and Power into one dimension. This assessment
remains true to the original works and models of two of the most significant researchers in this
field, thus delivering to you a profile that truly helps you understand your own unique drivers.

The Seven Dimensions of Motivation measured in this report are:

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PART II - UNDERSTANDING YOURSELF

Adapted Style Natural Style Values Score/Ranking Percentile Score

DISC describes you based on your observable behavior which can provide insights for others regarding
your communication preferences and how you will likely interact with and respond to them.

MOTIVATORS describe you based on your values and beliefs. Understanding motivation helps
reveal your preferences and why you do what you do. It is vital for aligned, superior performance
that our motivators are satisfied by what we do.

Through this report you have an opportunity to discover (observe and evaluate) your behavioral
responses in various environments and examine your unique values and what drives you to behave in
the ways you do. You can explore your actions and reactions (and the actions and reactions of others) in
a variety of situations and contexts to determine the most effective communication strategy or course
of action to be sure you are living in alignment and able to express your best self.

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DISC General Characteristics

The narration below serves as a general overview of your behavioral tendencies. It provides a framework for understanding and
reflecting on your DISC results. We've occasionally provided some coaching ideas so that you can leverage your strengths
whenever possible to maximize your personal success.

Sample, people who score like you may tend to get bogged down in details during the decision-making process, thinking that
there may be more information forthcoming that might impact the choice. It's true that there will almost always be more
information available if we continue to wait; however, there is also a time at which the collection of data must stop and the
decision must be made. Be aware of this when facing a series of data-driven decisions.

You like your space to be neat and well-organized. When the workspace is clean and clutter-free, you are more able to focus
clearly on the project at hand.

Your response pattern indicates that you tend to hide your emotions. You are generally quiet in a group unless asked for input,
or if the topic is one of high importance to you. Our advice is to move out of that comfort zone and be a bit more verbal. It will
benefit the team, because many will not have considered the issues as deeply as you have. Your input will raise the quality of
the conversation. And you will benefit by being perceived as a more open and interactive person.

You are very conscientious and attentive to follow through in working on detailed projects and complex assignments. Others on
the team can depend on you and the efforts you provide to make the project a success. Some on the team may not realize all of
the work you have done, and all the thought you have given to the project, because much of it might have been done behind
the scenes. To maintain your own sense of accomplishment, be certain that others on the team know what you're doing for
them in the background. Your modesty may make this a challenge, but you should always find a time and place to make sure
your efforts are being recognized.

You tend to judge others by objective standards, and prefer to be evaluated by specific criteria, preferably provided in writing.
For you, things are more clear and well-defined when written down. When evaluation time comes, your preference is a list of
specific criteria, or a performance measure that is specific and unambiguous.

You tend to evaluate others by how well they implement and execute procedures, standards, and quality action. You hold
others accountable to the same high standards that you maintain for yourself. Those who demonstrate these high standards (as
you know, they are somewhat rare) are individuals that you will tend to hold in esteem.

You set high performance standards for yourself and others and expect everybody to meet those standards. You have
remarkably good quality control skills and a high degree of patience. These traits combine to allow you to aim your sights higher
than some others on the team. You lead by setting the example yourself, rather than delegating to others and walking away.

Your response pattern on the instrument indicates that you persuade others by careful attention to detail, and through facts,
data, and logic, rather than emotion. People can depend on you to present a case that is logical and supportable. This is the
primary strength that you bring to a team or organization when at the decision-making table.

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Your Behavioral Style: Formalist

Formalist rely upon procedure and structure in all aspects of life. They are detailed oriented and seek
perfection. They need to know the expectations and the timetable for their work. They can get bogged
down in detail and will not rush important decisions. They will take a risk if they have the facts to
support it. They may be initially suspicious of personal compliments, praise or flattery.

Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.

 Emotional characteristic: Internally focuses energy on holding themselves to exacting standards

and doing things right; may appear reserved and restrained.

 Goals: To achieve stable and reliable accomplishments.

 How others are valued: The consistent ability to be precise and accurate.

 Influences group: Through detailed and accurate input to team efforts.

 Value to the organization: Will embrace and support high quality and expected standards.

 Cautions: Rely too much on past procedures; can become rule bound.

 Under Pressure: May revert to too much diplomacy and overly careful maneuvering.

 Fears: Aggressive, risky and confronting interactions; superficial personal relationships.

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WORD SKETCH - Adapted Style

DISC is an observable “needs-motivated” instrument based on the idea that emotions and behaviors are neither “good” nor
“bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one’s actions,
it is easier to “read” and anticipate their likely motivators and needs.

This chart shows your ADAPTED DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do and
what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or
(C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC
intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area.

D I S C
DISC Focus Problems / Tasks People Pace (or Environment) Procedures
Challenges to solve, Social relationships, Systems, Teams, Stable Rules to follow, Data to
Needs
Authority Friendly environment environment analyze
Patience, Non-
Emotions Anger, Impatience Optimism, Trust Fear, Concern
Expressions
… being taken
… being left out, loss of … sudden change/loss of …being criticized/loss of
Fears advantage of/lack of
social approval stability and security accuracy and quality
control

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WORD SKETCH - Natural Style

DISC is an observable “needs-motivated” instrument based on the idea that emotions and behaviors are neither “good” nor
“bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one’s actions,
it is easier to “read” and anticipate their likely motivators and needs.

This chart shows your NATURAL DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do and
what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or
(C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC
intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area.

D I S C
DISC Focus Problems / Tasks People Pace (or Environment) Procedures
Challenges to solve, Social relationships, Systems, Teams, Stable Rules to follow, Data to
Needs
Authority Friendly environment environment analyze
Patience, Non-
Emotions Anger, Impatience Optimism, Trust Fear, Concern
Expressions
… being taken
… being left out, loss of … sudden change/loss of …being criticized/loss of
Fears advantage of/lack of
social approval stability and security accuracy and quality
control

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DISCstyles Graphs for Sample Report

Your Adapted Style indicates you tend to use the behavioral traits of the ICs style(s) in your selected Work focus.
Your Natural Style indicates that you naturally tend to use the behavioral traits of the SC style(s).

Your Adapted Style is your graph displayed on the left. It is your perception of the behavioral tendencies you think
you need to display to be successful in your focus situation. This graph may change when you change roles or
situations.

The graph on the right is your Natural Style and indicates the intensity of your instinctive behaviors. It is often a
better indicator of the “real you” and your “knee jerk”, inherent behaviors. This is how you would choose to behave
when you are most comfortable and there are no additional considerations or influences on your behavior. It is also
what shows up in stressful situations. This graph tends to be fairly consistent, even in different environments.

Adapted Style - Graph I Natural Style - Graph II

Pattern: ICs (3545) Pattern: SC (3344)

Focus: Work

If the bars are similar, it means that you tend to use your same natural behaviors in either environment. If your
Adapted Style is different from your Natural Style, this may cause stress over a long period of time because you are
using behaviors that are not as comfortable or natural for you.

The higher or lower each D, I, S, C point is on your graph, the greater or lesser that behavior impacts your results at
work and with others around you. Once aware, you can adapt your style to be more effective. Can you change? Of
course! You do it every day depending on your situations. However, permanent behavioral change comes only
with awareness and practice.

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Behavioral Pattern View

The BPV has eight behavioral zones. Each zone identifies a different combination of behavioral traits. The
peripheral descriptors describe how others typically see individuals with your style. Plots on the outer edges of the
BPV identify that one factor (DISC) of your style will dominate the other three. As you move towards the center of
the BPV, two and eventually three traits combine to moderate the intensity of your style descriptors within a
specific behavioral zone. +The plus sign indicates that the preceding style score is higher, moving you closer to that
style zone (i.e. CD+S: The D score is stronger than in CDS so it plots closer to the D behavioral zone).

THE SCORING LEGEND

D = Dominance: How you deal with Problems and Challenges
I = Influence: How you deal with People and Contacts
S = Steadiness: How you deal with Pace and Consistency
C = Conscientious/Compliance/Structure: How you deal with Procedure and Constraints

Efficient, Analytical, Organized, Factual,

Aware of the Consequences of their Actions,
Data, Fact & Analysis Practical and Innovative.
Based. Precise & Accurate Assertive, Results Focused,
Trusts in the Value of Rapid Decisions, Will Seek
Structure, Standards & Challenges, Can be
Order. Sees the value of Aggressive and Impatient,
“Rules”. Desires to Lead.

Balances & Values Data Both Assertive and

& Diplomacy, Mindful of Persuasive, Likely to
the “Rules”. Will be Goal embrace New Concepts,
Focused, Dislikes Often a Mover and a
Confusion and Shaker, Can be very
Ambiguity. outgoing with High Energy
and Engaging Effort.

Very Outgoing & Persuasive,

Very Patient & Favors
Very People Oriented, Quite
Stability and Structure. Not a
Optimistic Outlook, Strong
Risk Taker, Likes to operate
Communication Skills, Likes to
at a Steady, Even Pace.
have Variety in their day.
Supportive & Persuasive, Good
Team Player, Creates Good Will &
= Natural Behavioral Style provides Good Customer Service.

= Adapted Behavioral Style

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MORE ABOUT YOUR DISC STYLE

In this portion of the report, you’ll learn more about your DISC style behavioral tendencies and
emotions. This information can be useful in helping you understanding your own behavior, and
also support you in learning about and understanding others more effectively.

Communication Tips for Others

The following suggestions can help others who interact with you understand and be aware of your communication
preferences. To use this information effectively, share it with others and also discuss their preferences.

Check the two most important ideas when others communicate with you (dos & don’ts) and transfer them to the
Summary of Your Style page.

When Communicating with Sample, DO:

 Assure Sample that there won't be any unexpected surprises.
 Show sincere interest in Sample as a person.
 Do your homework, because Sample's homework will already be done.
 Give Sample time to verify the issues and potential outcomes.
 Be candid, open, and patient.
 Be certain that the information you have is credible.
 Provide assurances about Sample's input and decisions.

When Communicating with Sample, DON’T:

 Make decisions for Sample.
 Offer promises that you can't keep.
 Offer assurances and guarantees that you can't fulfill.
 Be rude, abrupt, or too fast-paced in your delivery.
 Fail to follow through. If you say you're going to do something, do it.
 Be vague about what's expected of the group.
 Leave things up in the air, or decide by chance.

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Wants and Needs

Motivation is the enthusiasm or willingness to do something. Everybody is motivated; however, all people are
motivated for their own reasons, not somebody else’s. Simply, people are motivated by what they want.

Our behaviors are also driven by our needs. Each style has different needs. If one person is stressed, they may need
quiet time alone; another may need social time around a lot of people. Each has different ways to meet their needs.
The more fully our needs are met, the easier it is to perform at an optimal level.

Choose the two most important wants and the two most important needs and transfer them to the Summary of
Your Style page.

You Tend to Be Motivated By:

 Tasks which are completed the right way the first time, so that errors don't have to be corrected later.
 High quality control standards that are respected by all members of the organization, not just by a few
people.
 Sincerity from peers and colleagues.
 Appreciation for the competence and work ethic demonstrated over the long haul.
 Having sufficient time to adjust to change, so as not to disrupt systems or processes.
 A link to some of the traditions that have built success in the past.
 Work projects of a highly specialized nature that support your natural curiosity and detail orientation, as
well as allow you to demonstrate your skill and competence.

People With Patterns Like You Tend to Need:

 An increased urgency to take advantage of opportunities.
 Job descriptions which are presented clearly (preferably in writing), with no ambiguities.
 Increased authority to delegate routine tasks and procedures to a reliable and trustworthy support staff,
especially when the work culture is under pressure.
 Increased urgency in making decisions. To be able to shut the data gate and make a decision based on the
information currently available.
 Reassurance that the long hours you dedicate to projects are worthwhile for building a successful
outcome.
 Greater participation in team efforts and activities which would provide you with a broader perspective
and greater ability to see the "big picture."
 Complete explanations of processes and the internal systems used for completion.

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What You Bring to the Organization

This page provides useful insights for a job or as you work together on a team or family project. These are the
talents and tendencies you bring. When used in environments that you are most effective in, you are likely to be
self-motivated to accomplish great things. It is possible that you may not always be in an environment that allows
you to be your best. We recommend you speak with your leader to see what can be incorporated into your current
environment to help maintain your motivation. Check the two most important strengths, the two most important
work style tendencies and the two most important environmental factors and transfer them to the Summary of
Your Style page.

Your Strengths:
 You are tactful in explaining ideas that may impact others on the team.
 You provide valuable input on projects by considering possible pitfalls that others on the team may have
overlooked.
 You provide an objective, reality-focused view of systems, procedures, and organizational operations.
 You maintain a high degree of accuracy while keeping an eye toward project deadlines.
 You are a strong guardian of quality-control standards and procedures.
 You take your responsibilities seriously and exercise your authority in a sincere and conscientious manner.
 You may be sought after by other members of the team because of your complete knowledge of
processes and procedures.

Your Work Style Tendencies:

 On work-related projects, you tend to be restrained and reticent with your emotions. You may not be
openly verbal at a team or organizational meeting unless asked for input, or if the topic is of high personal
importance.
 You may get bogged down in details due to your tendency to keep the "data gate" open too long. You
always worry that there may be more information forthcoming that can impact the direction of the
decision.
 You give careful consideration to all variables and input on a project. This process may take a bit more
time, but it will yield a quality outcome.
 You tend to judge others on the job by objective standards and prefer to be evaluated yourself in the
same way.
 You need to feel well-informed regarding specific details related to your area of authority and
responsibility.
 You like your workspace to be neat, well organized, and tidy, with everything in its place.
 You demonstrate a strong need for perfection and detail orientation.

You Tend to Be Most Effective In Environments That Provide:

 Clear lines of authority and areas of responsibility, with minimal ambiguities.
 A work culture that demonstrates sincere care for the people involved.
 Identification with the team or greater organization.
 Freedom from intensely pressured decisions.
 Few sudden shocks, unexpected problems, or crises.
 A workplace relatively free of interpersonal conflict and hostility.
 Established practices, procedures, and protocols.

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The S Style
Under Stress - Perceptions, Behavior and Needs for the S
Stress is unavoidable. The perceptions of our behavior may have a significant impact on our effectiveness - both in how we
perceive ourselves and how others perceive us. The way we behave under stress can create a perception that is not what we
intend. The descriptions below of perceptions by others may seem somewhat extreme at times (especially if our behavior is
an over-extended strength that becomes a weakness or limitation). As you understand these perceptions more clearly, you
are able to modify your behavior to maximize your own effectiveness and ensure that others see you as you intend.

Potential Self Perception: Under Stress, May be Perceived by Others:

 Modest and conscientious about work  Overly sensitive to criticism
 High detail orientation  Not open to new ideas
 Very high quality control  Too suspicious of others
 Prefers specifics not generalities  Too much ‘by-the-book’ thinking

Under Stress You Need:

 A slower pace for comfort and security
 Personal assurance
 Reassurances that you are liked

Your Typical Behaviors in Conflict:

 You tend to do things to help and benefit others with the expectation that they will reciprocate in some
appropriate way. However you rarely share these expectations. As a result, the other person fails to meet
your expectations; leading to more repressed anger or hurt feelings on your part.
 You may also feel that your feelings, needs and desires are not as important as those of others, which can
encourage others to take advantage of you which, in turn, results in more repressed anger.
 The anger and dissatisfaction that you have been repressing builds up inside of you and eventually some
(often, trivial) event will trigger an explosion, releasing a torrent of angry words and a litany of past
offenses -- often in considerable detail. Once you have vented this built up emotion, you return to your
normal behavior.

Strategies to Reduce Conflict and Increase Harmony:

 Be sure to clarify any instructions or communications that you do not fully understand, no matter how
busy the other person may appear to be. Pay particular attention to the desired results and timeframes.
 Be open to considering new ways of doing things and undertaking new tasks. Ask your supervisor, friends
and coworkers to support you in approaching any significant change
 Share your needs, feelings and expectations with your friends and coworkers.

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Potential Areas for Improvement

Everyone has struggles, limitations, or weaknesses. Oftentimes, it’s simply an overextension of our strengths which
may become a weakness. For example, a High D style’s directness may be a strength in certain environments, but
when overextended they may tend to become bossy.

As you consider ways to continue to improve to be a better communicator, we recommend you focus on no more
than two at a time, practice and strengthen them, and then choose another area to focus on and improve.

Check the two most important areas you are committed to improve upon and transfer them to the Summary of
Your Style page.

Potential Areas for Improvement:

 You may be overly dependent on a few people who share a similar focus, leading to the exclusion of
others on the team who could provide valuable input.
 You may be perceived by some as rigid, inflexible, and overly strict regarding procedures and options.
 You may sometimes overthink or overexert yourself on standard or routine procedures.
 You may be perceived as slow in making decisions and tentative when it comes to making changes.
 You may be perceived by others as private, guarded, shy, and undemonstrative.
 You could broaden your perspective by interacting with a wider variety of people.
 You may sometimes use facts, figures, and details as a "security blanket" to avoid confrontation or
hostility.

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12 Behavioral Tendencies - Summary

The primary styles - D, I, S, and C - are each influenced by the other three styles in our behavioral expression. You
are not just one of these styles; you are the result of all four combining and affecting each other. The following
behavioral tendencies are scored based on the way your DISC styles combine and influence one another. On this
page you’ll see all 12 Behavioral Tendencies in Summary, and the following pages deliver more detail about each of
these measurements.

Behaviors Natural Adapted

Careful Decision Making Situational Situational

How this individual approaches decisions and actions.

Reasoning Situational Situational

How this individual uses evidence to think through and solve
problems.

Self-Reliance Situational Collaborative

How this individual works within a team.

Change Resistance Situational Reluctant to Change

How this individual resists engaging with change.

Prioritizing Situational Rules

How this individual determines the order for dealing with items or
tasks based on established rules and structure.

Work Process Alignment Situational Situational

How this individual focuses on process to follow through on work.

Accuracy Situational Situational

How this individual focuses on correctness and exactness.

Providing Instruction Situational Reserved & Detailed

How this individual dictates directions and expectations.

Personal Drive Situational Others-driven

How this individual's own goals move things forward.

Building Rapport Situational Relationships-Focused

How this individual focuses when interacting with others.

Expressing Openness Situational Situational

How this individual is most comfortable expressing themselves.

Customer & Team Interaction Situational Situational

How this individual engages with customers and stakeholders,
internal and external.

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 REPORT FOR Sample Report

12 Behavioral Tendencies – Details & Graphs

For each of the 12, you will see a graph and personalized statement for your Natural and Adapted style.
These scores and statements reveal which of your style combinations are most observable and describe how
you express that tendency based on your DISC blend.

Interpretation Notes:
1. Frequency Observed: The behavioral tendencies are presented in the order from Most Frequently Observed to Least
Frequently Observed.
o HI – Clearly observed in most situations, seen more often
o HM – Frequently observed in many situations
o MOD – May or may not be observed depending on the situation
o LM – Sometimes observed in some situations
o LOW – Absence of the behavior in most situations
2. Direction of your score – As the graph moves to the right or left, it shows how you will likely express the behavior. If
the graphs are near the center, the result is a balancing behavioral effect that will depend on the situation.
3. General Population Comparison – The blue box represents the general population in this behavioral tendency.
Approximately 68% of people score in this range.

Situational
Careful Decision Making Impulsive Cautious

Natural (MOD): You balance careful attention and consideration of risks, but may
also act more impulsively, going with your gut and intuition. Your decisions can be
based on a balanced approach of logic and emotion where you will do what feels
right and also what makes sense while being attentive to risks.

Adapted (MOD): Consistent with natural style

Reasoning
Intuition-based Evidence-based
Natural (MOD): You may rely somewhat on your feelings and interactions with
others to make decisions, and choose what is likely to be considered acceptable
but will seek to back up judgments with evidence and verification. When reasoning,
you likely rely on a balanced approach of logic and emotion, and look at the
circumstances with a logical perspective and also paying attention to what feels
right.

Adapted (MOD): Consistent with natural style

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 REPORT FOR Sample Report

Situational
Self-Reliance
Natural (MOD): You balance results and interaction, getting things done efficiently,
Collaborative Directive
but also involving others to get this accomplished as effectively as possible. You are
likely to be productive and efficient whether working independently or in
collaboration with others, depending on the circumstances and variables of the
work.

Adapted (LM): You are quite attentive to involving others, preferring to reach results
together, which may impact efficiency. You will likely do your best work in
collaboration with others. Be aware that too much interaction may cause some
delays in productivity or efficiency.

Change Resistance
Natural (MOD): You can be slow to accept or embrace change or more committed
to your own thoughts and ideas during times of change, depending on the level of Drives Change Reluctant to Change
risk and expected outcome. There may be times when you actively accept and
engage in change and other times you feel like more information and planning
would be beneficial. You are likely to be on board, as long as things make sense.

Adapted (HM): You are somewhat change oriented as long as you can prepare for it
and understand the expectations associated as well as the reasons for the needed
adjustments. You are likely to respond/interact in change by building understanding
first, and then planning how to successfully navigate what may come. You won't
always have time to fully prepare so flexibility and openness can be a benefit

Prioritizing
Natural (MOD): You are attentive to established guidelines to ensure high-quality
results now and are focused on actions that target immediate accomplishment. You Results Rules
likely balance both rules and results when prioritizing, recognizing that both have
significance in a successful experience and outcome.

Adapted (HM): You often focus on following established structural and procedural
guidelines to ensure high-quality outcomes with great importance on accuracy,
order and precision. You are likely to prioritize the rules rather than the results.
While the rules and procedures are a key component to success and what should
take precedence, be sure you know what the end result should be.

Work Process Alignment

Accuracy Consistency
Natural (MOD): Your process and follow through is balanced between keeping
things methodical and steady and upholding quality standards to be sure what you
are doing is accurate and precise. There may be times when you process information
and then follow through based on an equal emphasis on accuracy and consistency.
These two, when balanced, will ensure great outcomes.

Adapted (MOD): Consistent with natural style

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 REPORT FOR Sample Report

Situational
Accuracy Predictability Precision

Natural (MOD): Your plans are a combination of careful deliberations to ensure

quality outcomes, and systems and processes that allow forward movement in a
steady environment. You are likely aware of both predictability and precision when
making plans. You will have more positive outcomes when using balanced planning.

Adapted (MOD): Consistent with natural style

Providing Instruction
Natural (MOD): You are able to balance the desire to set the expectations or uphold
Reserved & Detailed Directive & Compulsive
the protocol based on the situation and what is most relevant. You may follow the
established structural and procedural guideline if they support the objectives. Keep
in mind that sometimes this may come through as difficult for styles that are less
focused on tasks and more focused on relationship.

Adapted (LM): You are more likely to precisely follow established structural and
procedural guidelines, and are aware of the need for accuracy and compliance to
certain guidelines and protocol. Sometimes, bending the rules slightly is important
to getting the best results.

Personal Drive
Natural (MOD): Your determination is balanced between a self-driven and others- Others-driven Self-Driven
driven approach, focusing on actions to achieve results with awareness of risks and
consequences of actions. You are likely driven by both a desire to meet your own
needs and motivations, and support and help others in the process.

Adapted (LM): Your determination is somewhat steady, supportive and less urgent,
considering relationship consequences before acting. You will likely by driven to
action based on the expectations of others which may mean you take on more than
your fair share or stretch yourself too thin when you make commitments.

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 REPORT FOR Sample Report

Situational
Building Rapport
Results-Focused Relationships-Focused
Natural (MOD): Your interactions are driven by both a desire to connect with
others socially, and to get the work done and reach results. If you can do both at
once, that's great!

Adapted (HM): You are somewhat social and more likely to focus on building
relationship and making connections, rather than accomplishing a goal or
completing a task. Don’t forget that sometimes there are things to be done.

Expressing Openness
Structural Social
Natural (MOD): Your comfort is balanced between your ability to interact with
others and build personal connections, while still maintaining a focus on structure,
detail and accuracy, and you may struggle with maintaining a consistent pace or
focus. You can be confident with both social interactions and information to
support your perspective.

Adapted (MOD): Consistent with natural style

Customer & Team Interaction Supporting Engaging

Natural (MOD): You can be engaging and persuasive while providing support and
stability in your interactions with others. You are likely to balance the needs of
others, creating a relationship and ensuring their needs are met. This can
effectively create loyal and trusting relationships.

Adapted (MOD): Consistent with natural style

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 REPORT FOR Sample Report

Summary of Sample Report’s DISC Style

Communication is a two-way process. Encourage others to complete their own DISCstyles Online Assessment and
then share the Summary Sheet with each other. By discussing preferences, needs and wants of the people you work
with, socialize with and live with, you can enhance these relationships and turn what might have been a stressful
relationship into a more effective one just by understanding and applying the DISCstyles information. Complete the
worksheet below from the previous pages of this report.

COMMUNICATION DOS & DON’TS

1._______________________________________________________________________
2._______________________________________________________________________

YOUR MOTIVATIONS: WANTS

1._______________________________________________________________________
2._______________________________________________________________________

YOUR MOTIVATIONS: NEEDS

1._______________________________________________________________________
2._______________________________________________________________________

YOUR STRENGTHS
1._______________________________________________________________________
2._______________________________________________________________________

YOUR WORK STYLE TENDENCIES

1._______________________________________________________________________
2._______________________________________________________________________

EFFECTIVE ENVIRONMENTAL FACTORS

1._______________________________________________________________________
2._______________________________________________________________________

POTENTIAL AREAS FOR IMPROVEMENT

1._______________________________________________________________________
2._______________________________________________________________________

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 REPORT FOR Sample Report

Summary of Sample's Motivation

Values Score/Ranking Percentile Score

1. The lightly colored, shaded area for each Motivator highlights the majority of the population’s scores. This
means that if you took a normal sample of motivator scores and ranked the scores from 1 – 100, you can
expect that a majority of the scores would fall inside the shaded area. This indicates if most of the population
scores higher or lower in the dimension. Are you similarly driven in your Motivators as most others are?

2. The norm box (small box plot) represents the AVERAGE scoring range. The scores inside this box represent the
scores of people who are more like everyone else (therefore, it is considered normal). When your score falls inside
the norm box, it is situational; you consistently ranked the statements of that dimension both high and low.

3. The line in the center of the box plot represents the median score. Like the median in a road, the median
divides the range of scores into equal halves. 50% of the scores are above the median line and 50% of the
scores fall below the median line.

4. The colored bar is aligned to your score from 1-100. These reveal the level of importance of that motivator to
you. Higher numbers mean you consistently ranked the motivator as more important & lower numbers mean
the motivator was consistently ranked less important. The number also reveals placement in Very Low, Low,
Average, High and Very High. The people who score within each group share common traits and descriptions
(i.e. those who have Very Low scores will share common values with one another).

5. Your ranking reveals how influential the Motivators are to your behavior and decisions in order from 1-7.
Keep in mind that some Motivators have relationships with other Motivators that strengthen them, but this is a
true 1 through 7 ranking based on which are individually most impactful.

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 REPORT FOR Sample Report

A Closer Look at the Seven Motivator Dimension Scores

Each descriptor below reveals your preference for shaping behavior and indicates what energizes you.

Low Score High Score

Motivator
Energized by… Energized by…
Grounded Eccentric
Pragmatic and tangible Achieving equilibrium and
Aesthetic approaches that bring concrete harmony between the world
and reliable results. around you and yourself.
Satisfied Self-Mastered
Less competitive approaches Self-interest, economic gains,
Economic and being more satisfied with and achieving real-world
what you already have. returns on efforts.
Secure Unrestricted
Not seeking the limelight, Expressing your autonomy and
Individualistic keeping ideas to yourself, and freedom from others’ ideas
less likelihood of self- and protocols.
promotion.
Submissive Domineering
Supporting other people’s Directing and controlling
Power efforts and a less focused people, environments, and
approach to owning your own personal spaces.
personal space.
Self-Focused Pushover
Focusing on personal wants Helping and eliminating pain
Altruistic and needs and taking a more and suffering of others at
suspicious stance towards the personal cost.
moves of others.
Defiant Black & White
Remaining independent of as Establishing routine, order, and
Regulatory opposed to depending on the setting boundaries for yourself
restrictive ideas of others. and others.
Disinterested Scholarly
A more dismissive view of Activities towards knowing
gathering new information and everything that can be known
Theoretical discovery while relying more about what you believe to be
on your natural instincts and important and truthful.
past experiences for answers.

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 REPORT FOR Sample Report

Details of Sample's Motivation

Aesthetic - High
You will likely possess an “inner awareness” and will desire to understand
the moods, affections, and values of yourself and others.

Economic - Average
You will balance yourself between being satisfied with what you have and
a need for more.

Individualistic - Very Low

You appreciate what others bring to the table and may be apt to become
the unsung hero of any project or team.

Power - Very Low

You don’t need to be behind the wheel and won’t mind yielding your
position to avoid controversy.

Altruistic - Low
You will make sure you position yourself, so you don’t get burned when
working closely with others.

Regulatory - High
You believe there’s only one way to solve a problem and will endeavor to
work within established boundaries.

Theoretical - High
You will learn whatever you need to know to get the job done and then
some.

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 REPORT FOR Sample Report

Sample's Motivator Word Matrix

The Motivator Word Matrix translates your numeric score into a descriptor in each dimension, and
highlights each word relative to other descriptors. By labeling your numeric score, you can better
identify, understand, and describe your motivator orientation.

Important Details:

 Motivators are scored from 0-100, shown in

small circles at the edges of the Matrix: 0 is
very low, 100 is very high.
 The shaded line highlights the median score
for each Motivator based on the population.
 The highlighted Motivator descriptor is
representative of your score in each
Motivator.
 Your score and ranking are not noted on the
Matrix. Refer to your graph for your specific
information.

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 REPORT FOR Sample Report

Your Aesthetic Motivator - High

The Aesthetic Motivator: Strong desire and need to achieve
equilibrium between the world around us and ourselves (within) while
creating a sustainable work/life balance between the two. Creative,
imaginative, arty, mystical and expressive, this style may redefine or
resist real world approaches to current challenges.

Universal Assets:
• You possess an inner awareness and desire to understand the moods, beliefs, and values of yourself and others.
• You tend to appreciate the deeper meanings in life, which may include interesting clothing, beautiful places, and
alternative foods.
• You will really appreciate things and places purely for their intrinsic value rather than any status reasons.
• You prefer an enjoyable and meaningful work environment that makes your soul feel inspired.

Driving Intuitions:
• You ensure that creativity and form work in tandem with function and results.
• You bring unconventional thinking to the table. Make sure you aren't afraid to share your intuitive insights.
• You will work to live rather than live to work.
• You show an interest in the deeper meaning of ordinary things.

Critical Advantages:
• You will likely believe others think as unconventionally as you do.
• You will attempt to solve practical problems in unconventional ways.
• You show the aptitude to see beyond the common, and may bring a refreshing unconventionality to those around you.
• You likely think beyond yourself in regards to work and will seek balance between yourself and your surroundings.

Growth Opportunities:
• You could be using creative and complicated ideas as a safety blanket to avoid having to be overly pragmatic.
• It's OK that some don't understand and appreciate your passion and creativity as much as you do.
• Don't deliver a Cadillac when a Chevy will suffice.
• You could benefit from being a little more realistic.

Learning Paths:
• You combine new knowledge with creativity to achieve greater harmony and balance in work and life.
• You can assist teams in seeing beyond the present and thinking outside the box.
• As you learn new things, link them to your ability to see beyond the present and your unorthodox ideas.
• You have the ability to connect training and development to people's creativity and intuition.

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 REPORT FOR Sample Report

Your Economic Motivator - Average

The Economic Motivator: The motivation for security from self-interest,

economic gains, and achieving real-world returns on personal ventures,
personal resources, and focused energy. The preferred approach of this
motivator is both a personal and a professional one with a focus on
ultimate outcomes.

Universal Assets:
• You are realistic and down-to-earth in regards to getting what you believe you deserve.
• Your score indicates a balance between being satisfied with what you have and the need for more.
• Your score indicates that there would be no excessive need to win when engaging with others.
• You have the ability to identify with ndividuals who have both high and low satisfaction rates.

Driving Intuitions:
• You are not an extremist when it comes to incentives.
• You are likely not bent on having to win in everything.
• You’re an asset when it comes to getting along with both practical and imaginative types.
• You can leverage your ability to cooperate with all types of people.

Critical Advantages:
• You do not try to compete to the extent of creating dissension within the group.
• You're fine with helping others with their projects and initiatives without experiencing to "get yours."
• You can balance the needs and perspectives of those with different attitudes towards financial gain.
• You are not an extremist and, therefore, a stabilizing force when winning is required.

Growth Opportunities:
• Because you work to live as opposed to living to work, you could be missing out on greater opportunities.
• You should think about your financial future with stronger urgency.
• You should think about where you'll be in five years and if your current path will get you there.
• At times you may need to be more aware of time constraints.

Learning Paths:
• You can focus both on the ambitious and those who are content where they are.
• You should work with those who are not so concerned about leveraging their best interests.
• There are times when you need to put your foot down when team members lack incentive.
• You will be somewhat flexible between being cooperative and competitive.

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 REPORT FOR Sample Report

Your Individualistic Motivator - Very Low

The Individualistic Motivator: Need to be seen as autonomous,

unique, independent, and to stand apart from the crowd. This is
the drive to be socially independent and have opportunity for
freedom of personal expression apart from being told what to do.

Universal Assets:
• You will likely support others while rarely focusing on gaining the personal support you may want or need.
• You will not likely seek lime light roles, but rather stay back and support someone else.
• Since the squeaky wheel gets the grease, you'll need to speak up to be noticed more.
• Because you don't seek attention for your efforts, you may be left feeling like a ghost, never drawing attention to
yourself.

Driving Intuitions:
• Don't accept leadership roles that make you uncomfortable.
• You may hide rather than thrive in team environments so don't be discouraged when people don't recognize your
contribution.
• You'll prefer a supportive environment where members are equally recognized.
• You may need more support than you initially imagine.

Critical Advantages:
• You'll likely be the unsung hero of any project or team endeavor.
• You'll likely be seen as supportive and serene when the pressure is on.
• Not one to draw attention to your own efforts, you will likely be pointing out the efforts of others.
• You will be able to offer ideas with respect to others and their ideas.

Growth Opportunities:
• You may shutter to think about public speaking or directive roles.
• You may need to speak up more when you want to suggest something.
• You may not project your voice when speaking and may not be heard easily.
• You may not share your opinions openly and then later regret not saying something when the heat is off.

Learning Paths:
• You may enjoy more traditional activities as opposed to experiencing very unique or unusual settings.
• You will likely enjoy group activities.
• You may be more practical and less innovative.
• You should work in cooperative settings where no one is the star of the show.

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 REPORT FOR Sample Report

Your Power Motivator - Very Low

The Power Motivator: Being seen as a leader, while having influence

and control over one's environment and success. Competitiveness
and control is often associated with those scoring higher in this
motivational dimension.

Universal Assets:
• You won't want all the responsibility that comes with being in charge.
• You'll likely want to watch others lead more than you'll want to lead things yourself.
• You may be more of a maintainer than you are an obtainer.
• You may feel out of place on a team where people jockey for position.

Driving Intuitions:
• Just because people don't voice it, don't believe you haven't made a difference.
• Don't say yes to things you don't really want to do.
• Use your stabilizing ability when working with others and don't allow others to run you over.
• You won't need to ask for input once decisions are final and people have moved on.

Critical Advantages:
• Personal accomplishments far outweigh the need for recognition and power.
• You're a better helper and won't expect credit for all you do.
• You may quickly spot the value in others sooner than you see it in yourself.
• You won't likely drive, but will be happy to chat in the back seat.

Growth Opportunities:
• You may need to remind yourself that life is what you make it.
• You may be settling for less as opposed to fighting for what you want.
• You might second-guess your own ideas and therefore hang back.
• Standing up for yourself might feel wrong at times.

Learning Paths:
• You may not want to compete, but will feel at home when working as a team.
• You will likely enjoy group activities.
• Being forceful and determined isn't always bad.
• You may need to take stronger initiative when working with dominant types.

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 REPORT FOR Sample Report

Your Altruistic Motivator - Low

The Altruistic Motivator: An expression of the need or energy to

benefit others at the expense of self. At times, there’s genuine
sincerity in this dimension to help others, but not always.
Oftentimes an intense level within this dimension is more
associated with low self-worth.

Universal Assets:
• You may think in terms of you first and others last.
• You will prefer going it alone at times.
• You will not likely be moved by emotional appeals or sad faces.
• You will likely not appreciate people who don't carry their own weight.

Driving Intuitions:
• Your no nonsense approach could be taken wrong by the more sociable styles.
• Remember that there will be a decent amount of people that may believe you don't like them.
• You connect all outcomes to practical needs as opposed to people needs.
• Because you will gravitate towards independence when working, schedule time for independent activities.

Critical Advantages:
• You will likely make decisions that will benefit your future.
• You have little to no patience for ignorance.
• You will have a no nonsense approach to common sense.
• You will be difficult to take advantage of in business.

Growth Opportunities:
• Some people might misunderstand your motives.
• Some may see you as reserved and closed to their emotional appeals.
• You might be avoided by emotional "feeler" types especially if you're not a people person.
• You may be somewhat cutthroat when competing with others.

Learning Paths:
• You may likely be quiet and in the background when involved in training activities.
• You may need to step back and realize your strength when working with passive types.
• You may not feel at home when working emotionally with teams.
• You may not enjoy cooperative learning activities as opposed to activities that require directing and controlling.

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 REPORT FOR Sample Report

Your Regulatory Motivator - High

The Regulatory Motivator: A need to establish order, routine and

structure. This motivation is to promote a black and white mindset
and a traditional approach to problems and challenges through
standards, rules, and protocols to color within the lines.

Universal Assets:
• You understand and appreciate authority, accountability, and responsibility.
• You probably believe there's only one-way to get things done: your way.
• You are likely looking for a cause and a purpose to live up to.
• You think in terms of, "I brought you into this world, I can take you out," when dealing with unruly children.

Driving Intuitions:
• You will prefer private correction that is proven necessary.
• You will need the right amount of time to make the necessary changes you need to make.
• You need to believe it's worth it before you make important changes.
• You need to be profusely convinced or you won't change your mind.

Critical Advantages:
• You may have very strong views.
• Your ideas are likely to be proven reliable.
• You don't waiver from this to that, but will be steadfast in your thinking.
• You won't appreciate people who can't make up their mind.

Growth Opportunities:
• Have some fun and be more spontaneous.
• You should be just a bit more open to being wrong.
• You should experiment with more independence.
• You should not be so closed-minded.

Learning Paths:
• You should be exposed to others who take more risks and allow yourself the benefit of being around them.
• Your learning and development should connect you and your inside the box thinking to outside of the box leaders.
• Your learning development should be connected to traditional venues.
• Your learning activities need to be structured and outlined.

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 REPORT FOR Sample Report

Your Theoretical Motivator - High

The Theoretical Motivator: The desire to uncover, discover, and

recover the "truth.” This need to gain knowledge for knowledge sake is
the result of an “itchy” brain. Rational thinking (frontal lobe), reasoning
and problem solving are important to this dimension. This is all about
the “need” to know why.

Universal Assets:
• You need cognitive challenges or you may become bored.
• You will stick with it until you figure out what is wrong.
• You love learning things you never knew.
• You likely fear looking stupid in front of other people.

Driving Intuitions:
• You need more opportunities to expand your theoretical bandwidth.
• You prefer knowledge-based incentives.
• You will prefer opportunities that draw upon your expertise.
• As a life-long learner, you will continue to look for ways to grow and understand.

Critical Advantages:
• You have patience for analyzing.
• You will not quit until the problem is understood.
• You are likely a vigorous problem solver.
• You do your homework most of the time.

Growth Opportunities:
• You should be more open to being wrong.
• You may be over corrective when around others who know less than you.
• You're not the only one who is right.
• You may have a fear of looking stupid, or not knowing.

Learning Paths:
• Your learning activities need to be structured and outlined.
• Your learning and development should be connected to an ongoing stratagem for personal development.
• You should be exposed to others who take more risks and allow yourself the benefit of being around them.
• Your training and development should involve reliable information that makes logical sense.

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 REPORT FOR Sample Report

Summary of Sample Report’s Motivators

Encourage others to complete their own Motivators Assessment and then share the Summary Sheet with each other. By
discussing preferences, needs and wants of the people you work with, socialize with and live with, you can enhance these
relationships and turn what might have been a stressful relationship into a more effective one just by understanding and
applying this information. Complete the worksheet below from the previous pages of this report.

MOST INFLUENTIAL ORDER OF MOTIVATORS

1._______________________________________________________________________
2._______________________________________________________________________
3._______________________________________________________________________
4._______________________________________________________________________
5._______________________________________________________________________
6._______________________________________________________________________
7._______________________________________________________________________

MOTIVATOR NEEDS (Scores over 85)

1._______________________________________________________________________
2._______________________________________________________________________

MOTIVATOR RISKS (Scores below low teens)

1._______________________________________________________________________
2._______________________________________________________________________

MOST IMPORTANT TO KNOW ABOUT MY MOTIVATORS COMBINATION

1._______________________________________________________________________
2._______________________________________________________________________
3._______________________________________________________________________

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 REPORT FOR Sample Report

PART III UNDERSTANDING OTHERS AND ADAPTABILITY

People generally make the mistake of assuming that others interact and think the same way they do, and many of us
grew up believing in The Golden Rule: treating others the way you would like to be treated. Instead, we encourage
another practical rule to live by - what Dr. Tony Alessandra calls The Platinum Rule®: to treat others the way THEY
want to be treated.

DISC ADAPTABILITY

People want to be treated according to their style, not yours.

Adapting to another’s behavioral preference is not always easy! Adaptability is based on two elements: Flexibility
and Aptitude to adjust your approach or strategy based on the particular needs of the situation or relationship at a
particular time. Flexibility is your Willingness and Aptitude is your Capability. Adaptability is something you must
cognitively choose to apply to yourself (to your patterns, attitudes and habits), not expect from others.

Adaptability does not mean an “imitation” of the other person’s style. It does mean adjusting your openness,
directness, pace, and priority in the direction of the other person’s preference, while maintaining your own identity.

We practice adaptability each time we slow down for a C or S style; or when we move a
bit faster for the D or I style. It also occurs when the D or C styles take the time to build
the relationship with an S or I style, or when the I or S style focuses on facts or gets right
to the point with D or C styles.

Important:
 Adaptability is important to all successful relationships.
 No one style is naturally more adaptable than another.
 Adaptability is a choice:
o You can choose to be adaptable with one person, and not so with others.
o You can choose to be quite adaptable with one person today and less adaptable with that same
individual tomorrow.

Adaptability is dependent on recognizing another’s person’s behavioral style.

To quickly determine someone’s style, ask these 2 questions & based on the answers, adapt accordingly:

1. Are they DIRECT or INDIRECT in their communication?

2. Are they GUARDED or OPEN in their communication?

Guarded Style: D or C Direct Style: D or I

More private, specific, logical and analytical, task focus Enthusiastic, competitive and results focus, fast paced

Indirect Style: C or S Open Style: I or S

Reserved, cooperative & patient, slower/deliberate Desire to build a connection with others, relationship focus

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MOTIVATORS ADAPTABILITY

Adapting to another’s Motivational preference can be quite difficult! Sometimes Motivations are not readily
observable, or may be disguised in behavior that doesn’t align to them. A key way to understand another’s
Motivations is to pay attention to the things they value, the way they speak, and where they spend their time
and attention (or other resources). What do you see that drives them? You can use some of these questions
to guide your discovery; you may ask them or just observe. Once you know someone’s Motivators, you can
interact with them in a more effective way.

Aesthetic  What is beautiful to you?

 How important is it for you that you can express yourself creatively?
 Are form and aesthetics more important, or is functionality more important?
 How important is work/life balance?
 Do you find that you are more “head in the clouds” or more practical?
Economic  How important is winning for you?
 What is a reasonable return on investment?
 Do you generally think people have an agenda or want/need something from you?
 Would you consider starting your own business or being an entrepreneur?
 When you are faced with a situation do you first consider how it will affect you, or how it
will affect others?
Individualistic  How important is it for you to be independent and autonomous?
 If you could do anything you wanted today, what would it be?
 Do you think people generally see the world the same way you do?
 How do you feel about teamwork and collaboration?
 What does “freedom” mean to you?
Power  What role do you typically take in a group?
 How important is it for you to be in charge?
 How would you motivate others to take action?
 What kinds of things do you like to have control over?
 Do you take initiative, or do you prefer direction before acting?
Altruistic  Do you have a hard time saying no, or feel overwhelmed and spread too thin?
 What is considered a reasonable amount of assistance or help for others?
 Would you more likely give to anyone who needs it, or only to those who deserve it?
 Do you tend to sacrifice your needs for the needs of others?
 Do you feel like you need to do things for others to be valuable or loved?
Regulatory  Is there a right way and a wrong way, or many ways to accomplish something?
 How important is it for you to be right?
 Are rules and regulations important to you?
 How important is structure and process to you?
 When you solve problems, do you prefer the tried and true approach or are you more
flexible and open to options?
Theoretical  How important is it to understand all perspectives and details of a project/problem?
 Do you consider yourself to be an expert in any field?
 Would you rather spend time studying and reading, or just learn as you go?
 What do you love about learning new things?
 What do you think is most important – action or knowledge?

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COMMUNICATING WITH THE DISCStyles™

Communicating with the DOMINANT Style

D CHARACTERISTICS: SO YOU SHOULD…

Concerned with being #1 Show them how to win, new opportunities
Think logically Display reasoning
Want facts and highlights Provide concise data
Strive for results Agree on goal and boundaries, the support or get out of their way
Like personal choices Allow them to “do their thing,” within limits
Like changes Vary routine
Prefer to delegate Look for opportunities to modify their workload focus
Want others to notice accomplishments Compliment them on what they’ve done
Need to be in charge Let them take the lead, when appropriate, but give them
parameters
Tendency towards conflict If necessary, argue with conviction on points of disagreement,
backed up with facts; don’t argue on a “personality” basis

Communicating with the INFLUENCING Style

I CHARACTERISTICS: SO YOU SHOULD…

Concerned with approval and appearances Show them that you admire and like them
Seek enthusiastic people and situations Behave optimistically and provide upbeat setting
Think emotionally Support their feelings when possible
Want to know the general expectations Avoid involved details, focus on the “big picture”
Need involvement and people contact Interact and participate with them
Like changes and innovations Vary the routine; avoid requiring long-term repetition by them
Want others to notice THEM Compliment them personally and often
Often need help getting organized Do it together
Look for action and stimulation Keep up a fast, lively, pace
Surround themselves with optimism Support their ideas and don’t poke holes in their dreams; show
them your positive side
Want feedback that they “look good” Mention their accomplishments, progress and your other genuine
appreciation

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Communicating with the STEADY Style

S CHARACTERISTICS: SO YOU SHOULD…

Concerned with stability Show how your idea minimizes risk
Think logically Show reasoning
Want documentation and facts Provide data and proof
Like personal involvement Demonstrate your interest in them
Need to know step-by-step sequence Provide outline and/or one-two-three instructions as you
personally “walk them through”
Want others to notice their patient Compliment them for their steady follow-through
perseverance
Avoid risks and changes Give them personal assurances
Dislike conflict Act non-aggressively, focus on common interest or needed
support
Accommodate others Allow them to provide service or support for others
Look for calmness and peace Provide a relaxing, friendly atmosphere
Enjoy teamwork Provide them with a cooperative group
Want sincere feedback that they’re Acknowledge their easygoing manner and helpful efforts, when
appreciated appropriate

Communicating with the CONSCIENTIOUS Style

C CHARACTERISTICS: SO YOU SHOULD…

Concerned with aggressive approaches Approach them in an indirect, nonthreatening way
Think logically Show your reasoning
Seek data Give data to them in writing
Need to know the process Provide explanations and rationale
Utilize caution Allow them to think, inquire and check before they make
decisions
Prefer to do things themselves When delegating, let them check procedures, and other progress
and performance before they make decisions
Want others to notice their accuracy Compliment them on their thoroughness and correctness when
appropriate
Gravitate toward quality control Let them assess and be involved in the process when possible
Avoid conflict Tactfully ask for clarification and assistance you may need
Need to be right Allow them time to find the best or “correct” answer, within
available limits
Like to contemplate Tell them “why” and “how

The first step to building stronger communication is awareness. By identifying how

we are similar and different, we can make cognitive choices when interacting to
create stronger, more engaged relationships.

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To Modify Directness and Openness

DIRECT/INDIRECT

With D Styles With I Styles With S Styles With C Styles

DIRECT DIRECT INDIRECT INDIRECT

● Use a strong, confident voice ● Make decisions at a faster pace ● Make decisions more slowly ● Do not interrupt

● Use direct statements rather ● Be upbeat, positive, warm ● Avoid arguments and conflict ● Seek and acknowledge
than roundabout questions their opinions
● Initiate Conversations ● Share decision-making
● Face conflict openly, ● Refrain from criticizing,
challenge and disagree when ● Give Recommendations ● Be pleasant and steady challenging or acting pushy –
appropriate especially personally
● Don’t clash with the person, ● Respond sensitively and
● Give undivided attention but face conflict openly sensibly

GUARDED/OPEN
With D Styles With I Styles With S Styles With C Styles
GUARDED OPEN OPEN GUARDED

● Get Right to the Task, ● Share feelings, show more ● Take time to develop the ● Maintain logical, factual
address bottom line emotion relationship orientation

● Keep to the Agenda ● Respond to expression of their ● Communicate more, loose up ● Acknowledge their
feelings and stand closer thinking
● Don’t waste time
● Pay Personal compliments ● Use friendly language ● Down play enthusiasm
● Use businesslike language and body movement
● Be willing to digress from the ● Show interest in them
● Convey Acceptance agenda ● Respond formally and
● Offer private politely
● Listen to their suggestions acknowledgements

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To Modify Pace and Priority

PACE
With D Styles With I Styles With S Styles With C Styles
FASTER FASTER SLOWER SLOWER

● Be prepared, organized ● Don’t rush into tasks ● Develop trust and credibility ● Be prepared to answer
over time, don’t force questions
● Get to the point quickly ● Get excited with them
● Speak, move at a slower pace ● Speak, move at a slower
● Speak, move at a faster pace ● Speak, move at a faster pace pace
● Focus on a steady approach
● Don’t waste time ● Change up conversation ● Greet cordially, and
frequently ● Allow time for follow through proceed immediately to the
● Give undivided time and on tasks task (no social talk)
attention ● Summarize details clearly
● Give them step-by-step ● Give them time to think,
● Watch for shifts in attention ● Be upbeat, positive procedures/instructions don’t push for hasty decisions
and vary presentation
● Give them attention ● Be patient, avoid rushing them

PRIORITY

With D Styles With I Styles With S Styles With C Styles

TASK PEOPLE PEOPLE TASK

● Get right to the task ● Make time to socialize ● Get to know them personally ● Be prepared with logic and
practicality
● Provide options and let ● Take initiative to introduce ● Approach them in a friendly,
them decide yourself or start conversation but professional way ● Follow rules, regulation and
procedures
● Allow them to define goals ● Be open and friendly, and ● Involve them by focusing on
and objectives allow enthusiasm and animation how their work affects them and ● Help them set realistic
their relationships deadlines and parameters
● Provide high-level follow up ● Let them talk
● Help them prioritize tasks ● Provides pros and cons and
● Make suggestions that allow the complete story
them to look good ● Be careful not to criticize
personally, keep it specific and ● Allow time for sharing of
● Don’t require much follow-up, focused details and data,
details, or long-term
commitments ● Be open to thorough
analysis

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Adapting in Different Situations: AT WORK

DOMINANT STYLE
HELP THEM TO:
 More realistically gauge risks
 Exercise more caution and deliberation before making decisions
 Follow pertinent rules, regulations, and expectations
 Recognize and solicit others’ contributions
 Tell others the reasons for decisions
 Cultivate more attention/responsiveness to emotions

INFLUENCING STYLE
HELP THEM TO:
 Prioritize and organize
 See tasks through to completion
 View people and tasks more objectively
 Avoid overuse of giving and taking advice
 Write things down

STEADY STYLE
HELP THEM TO:
 Utilize shortcuts and discard unnecessary steps
 Track their growth
 Avoid doing things the same way
 Realize there is more than one approach to tasks
 Become more open to some risks and changes
 Feel sincerely appreciated
 Speak up and voice their thoughts and feelings

CONSCIENTIOUS STYLE

HELP THEM TO:

 Share their knowledge and expertise with others
 Stand up for themselves with the people they prefer to avoid
 Shoot for realistic deadlines and parameters
 View people and tasks less seriously and critically
 Balance their lives with both interaction and tasks
 Keep on course with tasks, less checking
 Maintain high expectations for high priority items, not everything

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Adapting in Different Situations: IN SALES AND SERVICE

DOMINANT STYLE
 Plan to be prepared, organized, fast-paced, and always to the point
 Meet them in a professional and businesslike manner
 Learn and study their goals and objectives – what they want to accomplish, how they currently are motivated
to do things, and what they would like to change
 Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate specifically
to their goals
 Get to the point
 Provide options and let them make the decision, when possible

INFLUENCING STYLE
 Take the initiative by introducing yourself in a friendly and informal manner and be open to new topics that
seem to interest them
 Support their dreams and goals
 Illustrate your ideas with stories and emotional descriptions that they can relate to their goals or interests
 Clearly summarize details and direct these toward mutually agreeable objectives and action steps
 Provide incentives to encourage quicker decisions
 Give them testimonials

STEADY STYLE
 Get to know them more personally and approach them in a non-threatening, pleasant, and friendly, but
professional way
 Develop trust, friendship, and credibility at a relatively slow pace
 Ask them to identify their own emotional needs as well as their task or business expectations
 Get them involved by focusing on the human element… that is, how something affects them and their
relationships with others
 Avoid rushing them and give them personal, concrete assurances, when appropriate
 Communicate with them in a consistent manner on a regular basis

CONSCIENTIOUS STYLE

 Prepare so that you can answer as many of their questions as soon as possible
 Greet them cordially, but proceed quickly to the task; don’t start with personal or social talk
 Hone your skills in practicality and logic
 Ask questions that reveal a clear direction and that fit into the overall scheme of things
 Document how and why something applies
 Give them time to think; avoid pushing them into a hasty decision
 Tell them both the pros and cons and the complete story
 Follow through and deliver what you promise

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Adapting in Different Situations: IN SOCIAL SETTINGS

DOMINANT STYLE
 Let them know that you don’t intend to waste their time
 Convey openness and acceptance of them
 Listen to their suggestions
 Summarize their achievements and accomplishments
 Give them your time and undivided attention
 Appreciate and acknowledge them when possible

INFLUENCING STYLE
 Focus on a positive, upbeat, warm approach
 Listen to their personal feelings and experiences
 Respond openly and congenially
 Avoid negative or messy problem discussions
 Make suggestions that allow them to look good
 Don’t require much follow-up, detail or long-term commitments
 Give them your attention, time and presence

STEADY STYLE
 Focus on a slower-paced, steady approach
 Avoid arguments and conflict
 Respond sensitively and sensibly
 Privately acknowledge them with specific, believable compliments
 Allow them to follow through on concrete tasks
 Show them step-by-step procedures
 Behave pleasantly and optimistically
 Give them stability and minimum of change

CONSCIENTIOUS STYLE

 Use a logical approach

 Listen to their concerns, reasoning, and suggestions
 Respond formally and politely
 Negative discussions are OK, so long as they aren’t personally directed
 Privately acknowledge them about their thinking
 Focus on how pleased you are with their procedures
 Solicit their insights and suggestions
 Show them by what you do, not what you say

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Adapting in Different Situations: IN LEARNING ENVIRONMENTS

DOMINANT STYLE
 Likes to learn quickly; may be frustrated with a slower pace
 Has own internal motivation-clock, learns for their own reasons, not for anyone else’s reasons
 May like to structure their own learning design
 Does okay with independent self-study
 Defines own goals
 May have a short attention span

INFLUENCING STYLE
 Likes learning in groups
 Interacts frequently with others
 Responds to extrinsic motivation, praise, and encouragement
 Needs structure from the facilitator; may lose track of time
 Needs “what to do” and “when to do it”
 May exceed deadlines if left on their own and learning may be completed late

STEADY STYLE
 Accepts a balance between individual and group work
 Shows patience with detailed or technical processes
 Likes journaling and follow-through
 Prefers explicit instructions
 Wants to know the performance outcomes and expectations
 May need help in prioritizing tasks if a long assignment; may take criticism personally

CONSCIENTIOUS STYLE

 Prefers individual work over group interaction

 Accepts more impersonal training, such as remote or on-line
 Has high expectations of their own performance
 Will structure their own activities only with explicit goals and outcomes established
 Emphasizes details, deep thinking, and theoretical bases for the learning
 May get overly bogged down in details, especially if the learning climate is pressured

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A DEEPER LOOK AT THE FOUR DISCStyles™

Below is a chart to help you understand some of the characteristics of each of the Four Basic DISC Styles, so you can
interact with each style more effectively. Although behavioral style is only a partial description of personality, it is quite
useful in describing how a person behaves, and is perceived, in personal, social and work situations.

HIGH DOMINANT HIGH INFLUENCING HIGH STEADY HIGH CONSCIENTIOUS

STYLE STYLE STYLE STYLE

Tends to Act Assertive Persuasive Patient Contemplative

When in Conflict,
Demands Action Attacks Complies Avoids
this Style

Needs Control Approval Routine Standards

Primary Drive Independence Interaction Stability Correctness

Preferred Tasks Challenging People related Scheduled Structured

Being part of a
Comfortable with Being decisive Social friendliness Order and planning
team

Personal Strength Problem solver Encourager Supporter Organizer

Strength Preoccupation on Speaking without Procrastination in Over analyzing

Overextended goals over people thinking addressing change everything

Too direct and Too disorganized and Too indecisive and Too detailed and
Personal Limitation
intense nontraditional indirect impersonal

Control, Approval, Routine, Standards,

Personal Wants
Variety Less Structure Harmony Logic

Rejection
Personal Fear Losing Sudden Change Being Wrong

Struggle to make
Being held Follow through on Embracing need
Blind Spots decisions without
accountable commitments for change
overanalyzing

Empathy, Controlling emotions Being assertive Worrying less about

Needs to Work on
Patience Follow through when pressured everything

Standing up for
Objectively handling Not being defensive
Measuring Maturity Giving up control self when
rejection when criticized
confronted

Under Stress May Dictatorial Sarcastic Submissive Withdrawn

Become Critical Superficial Indecisive Headstrong

Impact or results Acknowledgments Compatibility Precision, Accuracy

Measures Worth by
Track record Compliments Contributions Quality of results

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DISC Application Activities

Adaptability Practice

Spend some time with people at home and at work that you know and trust who are different styles than
you. Explore ways to communicate more effectively with them. Ask for support and feedback as you try new
ways to communicate. Remember- tell them this is a skill you are building so they aren’t surprised when you
are behaving differently and can provide helpful feedback!

 Practice Identifying their style based on observable behavior

 Practice Modifying your Directness and Openness in conversation with them
 Practice Modifying your Pace and Priority
 Ask for feedback on your effectiveness in communicating with them
 Take some time to reflect on your experience and what worked or didn’t work for you and for them
 Consider what you should repeat, and what you need to modify further to communicate as
effectively as possible.

As you begin feeling more comfortable with adaptability and the needs of each style, try it with others!

Adaptability Activity

Select a relationship in which things have not gone as smoothly as you would like. Make a commitment to
take the time to gain an understanding of the other person’s behavioral style and take a few steps to adapt
your behavior to improve the relationship.

Identify the behavioral style of the other person using the 2 Power Questions:
 - Are they DIRECT or INDIRECT in their communication?
- Are they GUARDED or OPEN in their communication?

Brush up on their style and look at ways to adapt your Directness and Openness when working with
them.

To further understand the tension that may exist in the relationship, notice the difference in
preference in pace and priority and modify accordingly.

Practice approaching them in the way you think THEY want to be treated. Remember, it may feel
uncomfortable at first, but with practice and dedication to adapting, you will be amazed at the
difference.

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Tension Among the Styles Exercise

Even if you have the highest regard toward a person, tension can exist in a relationship where styles are different. If this
is behavior related, applying The Platinum Rule® - Treat others the way THEY want to be treated – may be helpful.
Complete this exercise to gain insights on how to improve tense relationships. If you feel comfortable, you may discuss
with the other person things you can do to ease the tension.

RELATIONSHIP
Name: John Doe
My Style:________________________________________ Style: High I

My Pace:________________________________________ Pace: Faster-paced

Priority: People-oriented
My Priority:______________________________________
Difference: Pace and Priority
Strategy: Be more personable, social, upbeat,
and faster-paced with John

RELATIONSHIP 1 RELATIONSHIP 2

Name:________________________________________ Name:________________________________________

Style:_________________________________________ Style:_________________________________________
Pace:_________________________________________ Pace:_________________________________________
Priority:_______________________________________ Priority:_______________________________________
Difference:_____________________________________ Difference:_____________________________________

Strategy:______________________________________ Strategy:______________________________________

_____________________________________________ _____________________________________________

_____________________________________________ _____________________________________________

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Create a DISC POWER TEAM

Wouldn’t it be amazing to have a DISC POWER TEAM where all members brought their best strengths to the
table, and each of our challenges could be supported by someone who was skilled in the areas we struggle?

Considering the strengths and workplace behaviors for each style, who would be an ideal DISC POWER TEAM
Member?

DOMINANT INFLUENCING STEADY CONSCIENTIOUS

STYLE STYLE STYLE STYLE

Administration Persuading Listening Planning

STRENGTHS Leadership Motivating Teamwork Systemizing
Pioneering Entertaining Follow-through Orchestration

Efficient Interacting Friendly Formal

WORKPLACE
Busy Busy Functional Functional
BEHAVIORS
Structured Personal Personal Structured

TEAM MEMBER

For an upcoming project, consider how your DISC POWER TEAM could accomplish greatness!

 Assign responsibilities based on strengths

 Determine what opportunities or challenges exist or may come up
 Give each Team Member the opportunity to showcase their skills and experience
 Check in regularly and discuss as a team how it’s going
 Provide feedback regarding roles, strengths, needs, and any additional support required

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Guidelines to help you explore and apply what is in this report.

1. The scores in this report are a snapshot in time. These scores represent your preference-
pathways (desires, such as being in control or not) at the time you completed the survey. These are
not lifelong motivators from which you have no choice or power to influence. Your scores are not
the end of your learning they are the beginning of what you have learned.

2. There are no good or bad scores to have, but there are consequences. If you do not like the level
of effort you feel toward your goals, how you are behaving toward others or how others are
behaving toward you, you can influence them through intended behavior and emotions
(See your DISC).

3. The key is to understand your motivational preferences so you can flex with the situation to
encourage progress.

What works?
 Decide what level of effort and intensity (energy) you want to use moving forward.

 Pick one simple behavior such as how long you take to think through a problem or how you
endeavor to get what you need from someone.

 Make it easier to do using your motivational orientation you have right now, rather than
finding a greater or a more difficult motivational element.

 It is important for you to develop a practical understanding of your own motivational

orientation so you do not trick yourself into feeling you lack motivation. We are all motivated
but we may lack the “emotional energy” (your natural/concealed DISC graph) for the process
of getting what we want.

What is proven not to work?

 Not starting or giving up.

 Getting more information. Information may help to change your attitude and intention but
information alone does not work well to change your behaviors. Advice is hard to give and
receive. When you hear advice, you may not be sure it will work for you. The way to get
unstuck is not becoming extreme by exaggerating your efforts or stopping them altogether.
Try doing something small and then look at the evidence.

 Wanting to get better at something is easy. Sticking with small changes is a different story.

 Avoid pursuing “ideal motivational activities or work.” Instead, improve your pursuit of vital
work/activities using your natural motivational orientation within this report.

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Tiny Steps, Big Results Plan

You are only a few behaviors away from making progress.
Where do I currently excel at work and what motivators are in play already?

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

Which motivators don’t need any additional attention?

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

With which motivators am I currently struggling and need an extra boost?

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

Using my understanding of my motivational orientation, which types of additional motivations

would work best for me right now?

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

Using my understanding of my motivational orientation, which types of additional motivations

would not work for me right now?

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

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Choose one harmful influence on your motivational orientation (take in small steps) to act on today.
Then, practice and repeat.

_________________________________________________________________________________

_________________________________________________________________________________

Choose one positive influences on your motivational orientation (take in small steps) to act on
today. Then, practice and repeat

_________________________________________________________________________________

_________________________________________________________________________________

We all are motivated to get better but we get stuck with the process we must go through to move
toward what we want. How can I make the process of making progress smaller and simpler? List up
to three (3).

_________________________________________________________________________________

_________________________________________________________________________________

_________________________________________________________________________________

So Now What?
This report is filled with information about your behavioral and motivational style and the styles
that you will encounter in others. There are many suggestions in the application section of this
report for you to apply this information. Take the next step and DO the exercises. Don’t put this
report on a shelf or in a file. Knowing your own style is just the beginning— you must be able to
apply this information to improve all of your relationships.

Continually use this report as a reference tool. It contains a lot of information and was never meant
to be digested in a single reading. Experiment with making a few changes in your behavior and
examine the results. You might be surprised!

Remember The Platinum Rule® - “Treat others the way THEY want to be treated.”

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(continued from page 2)

How to Assure Assessment Accuracy? Independent & Qualified Testing at Standards

Set by the APA and EEOC.
“…this DISC assessment has one of the highest Cronbach scores in the DISC marketplace.”
“...we applaud your efforts at making Motivators reliable and valid..”
- Assessment Standards Institute

The Assessment Industry’s Past and Present

Assessments have been used since the mid-20th century, initially relied upon by Fortune 500s, calculated by highly skilled PhDs and produced by
only a handful of trusted developers. With the advent of the internet in the 1990s, the ability to produce, market, and sell assessments became
exponentially easier and less expensive. Since then, it has developed into a kind of “global cottage industry” with hundreds of new assessment
developers, producing thousands of different assessments. Each developer purporting its assessments to be scientifically accurate instruments -
sold, resold and used by individuals and organizations of all kinds; including many of our largest institutions like Fortune 500s, major universities,
world governments, and even military. Frighteningly, this “global cottage industry,” which produces data relied upon by millions, is entirely
unregulated with nothing to ensure its consumers are receiving what they are being told and sold. There are zero requirements, safeguards, laws
or regulations ensuring the consumer receives a scientifically accurate instrument - or even what the developers and sellers claim.

The Solution? Independent & Verifiable Testing by a Qualified Institution

The Assessment Standards Institute (ASI) provides our assessments with verifiably objective testing and reporting that meet standards set by the
American Psychological Association (APA) and the Equal Employment Opportunity Commission (EEOC). This battery of tests is both voluntary
and verifiably transparent. Our goal? To ensure this assessment’s professional merit and scientific accuracy for you, the user. These reports are
readily available upon request and include:

Construct Validity (APA Standards) [DISC & Motivators]

Construct validity is one of the most central concepts in psychology. It is the degree to which a test measures what it claims, or purports to be
measuring. Researchers generally establish the construct validity of a measure by correlating it with a number of other measures and arguing
from the pattern of correlations that the measure is associated with these variables in theoretically predictable ways.

Reliability - Cronbach’s alpha (APA Standards) [DISC]

This technique is regarded as one of the most robust measures of reliability and presents the highest 'bar' from which to compare. The readers
should note that Cronbach's alpha is the method selected for this instrument, because of its high standards. The reader is encouraged to
compare reliability coefficients presented herein to other vendors, and also to ask those vendors which reliability formulas they used to compute
their reliability coefficients. Cronbach’s alpha is a measure used to assess the reliability, or internal consistency, of a set of scale or test items. In
other words, the reliability of any given measurement refers to the extent to which it is a consistent measure of a concept, and Cronbach’s alpha
is one way of measuring the strength of that consistency.

External Data Reliability (APA Standards) [Motivators]

The term reliability in psychological research refers to the consistency of a testing or assessment method. In this case we are measuring the
reliability or consistency of assessment measures over time. External Reliability measures the extent to which assessment measure varies from
one use to another. In this analysis we are measuring reliability from the use of a test at one time as compared to another time. The comparison
is using a mean variance measure referred to as the mean value ratio. The mean value ratio measures the external or time consistency of an
assessment.

Disparate Impact (EEOC Guidelines) [DISC & Motivators]

Employers often use tests and other selection procedures to screen applicants for hire and employees for promotion. The use of tests and other
selection procedures can be a very effective means of determining which applicants or employees are most qualified for a job. However, use of
these tools can also violate the EEOC Guidelines if they disproportionately exclude people in a protected group by class, race, sex, or another
covered basis. Importantly, the law does allow for selection procedures to select the best candidates based on job related requirements. If the
selection procedure has a disparate impact based on race, color, religion, sex, or national origin, the employer is required to show that the
selection procedure is job related and consistent with business necessity. If discrimination exists, the challenged policy or practice should
therefore be associated with the skills needed to perform the job successfully.

Issue date: January 1, 2020. Renewal date: January 1, 2025.

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