Business Behaviors

Susan Sample

February 28, 2020

Introduction

What is a DISC Assessment?

DISCflex™ assessments are used to evaluate your overall behavioral tendencies. By completing a DISCflex™
Assessment you reveal the elevations of four DISCflex™ Factors - Dominance, Influence, Steadiness, and Compliance,
on a scale from 0-100. Based on those DISC Factor scores, we came up with DISC Patterns to quickly identify which
factor(s) you display most often. Please note: there are no right or wrong answers and there is no perfect score or
pattern!

Let's quickly define what DISC stands for before we delve into the details.

Dominance is your need for control and your source of ambition.

Whenever you are feeling self-motivated, you are using your 'D' factor.

Influence is your need for communication and your source of persuasion.

Whenever you are feeling talkative, you are using your 'I' factor.

Steadiness is your need for planning and your source of thoughtfulness.

When you go out of your way to help someone, you are using your 'S' factor.

Compliance is your need for structure and your source of organization.

When you become extremely focused on completing your tasks, you are using your 'C' factor.

Goals
This report will assist you in uncovering your strengths and will provide ways to mitigate your weaknesses. The report
will provide valuable Coaching Advice on how best to "become a chameleon on a rainbow," being able to adapt to any
professional situation. The goal is to provide you with a complete guide to understanding your behavior. The DISC
eLearning was designed to help you practically apply what you have learned. It is a good idea, therefore, after you
become more knowledgeable by going through the course materials, that you should retake the assessment.

Flexing Your Behavior

Once you have read your report and become familiar with your behavior style and how it can affect the people around
you, the next step is to start flexing. Flexing refers to internally monitoring your behavior and choosing how you interact
or react to situations. For example, an extrovert may need to "dial down" their Influence factor and talkative impulses
during a meeting to make sure the team stays focused on the task at hand. While an introvert may need to "dial up"
their Influence factor during a meeting to make certain that their views and opinions are heard and taken into account.
Flexing refers to the conscious adjustment in behavior, whereas the term morphing refers to the change in your natural
behaviors over time due to flexing.

Disclaimer: The intent of this report is that it is not to be used for hiring decisions, nor is it appropriate for decisions
regarding promotions or any other performance-based inquiries. This report can be used for professional development
recommendations in tandem with our patent-pending eLearning, coaching and training solutions, as well as for
Blended Learning.

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Summary & Scores

My DISCflex™ Pattern
You have an elevated Dominance pattern. You are strong-willed, self-motivated,
and determined by your actions. You like to be in a leadership role
and will typically take charge and make decisions very quickly.

What does that mean?

You love to be constantly challenged and rely on your decision
making to solve problems. You are able to initiate action and lead
others by taking charge. Routines bore you and you strive to
accomplish your own vision. You can challenge others thoughts or
ideas and are not afraid to argue your point of view.

Compare your behaviors

Looking at the big picture, you are able to see your behavioral style
is governed most by your Dominance Factor. The table indicates a
clearer overall picture - a snapshot - of all four factors in your
behavioral pattern. When you compare and contrast your profile to
your coworkers, you can gauge your behavioral style’s strengths and weaknesses, enabling you to see what things
separate your actions from others. You can use this to recognize how to incorporate behaviors in the different situations
you come across in life.

Strengths Potential Challenges

Determined Focus
Self-governing Giving up control
Straightforward Prioritization
Pioneering Deciding too quickly

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1
Motivators & Stressors

Motivators
Ready to get motivated? We’ve highlighted some key things that get
your blood pumping. You will find that some of these motivators
happen on an unconscious level. Use these to explore other
motivators you have within yourself and that guide you to certain
decisions and actions.

Results
Challenges
Being the leader
Making decisions
Being able to work at a quick pace
Multi-tasking

Stressors
When you get angry or frustrated, it’s due to one of your stressors. This list provides some of the deeper stress factors
that happen in your brain and cause you to act in a negative manner. When you let your stressors get to you, always
know that you are at risk of causing conflict within yourself and your relationships with others. Understanding your
stressors can help you prevent this.

Rules
Details
Not being in control
Relying on others
Roadblocks
Maintaining Organization

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Sub-factors Overview

Introduction to Sub-factors
DISCflex Sub-factorsTM describe the relationship between two DISC Factors. Simply put, a Sub-Factor is your natural
tendency to use one DISC Factor over another. There are 12 Sub-Factors on 6 different specturms (see below). Each
Sub-Factor Spectrum is made up of two strengths, one for each DISC Factor being measured. The larger the gap
between your scores for the two Factors, the harder it might be for you to flex from your Driving (natural) Factor to your
Opposing Factor.

Flexing your behavior to focus more on one side of the Spectrum may require you to consciously focus less on the other
side. For instance, to become more efficient, you may have to focus on giving up some friendliness, and vice-versa.
Your focus can (and should) change situationally, whether intentionally or unintentionally. The goal is to be aware of
your natural tendencies and be able to intentionally adjust your behavior to whichever Factor would provide a more
beneficial outcome.

Before looking at your results on the following pages, take a look at the 6 spectrums and figure out which end of each
spectrum you lean towards most often. Circle the 3 skills that are easiest for you, and put a star next to the 3 skills you
need to work on most. If you feel you can use both skills interchangeably, put a circle in the middle of the spectrum.
Then see how your results compare to your assessment results on the following pages.

The 6 Sub-Factor Spectrums

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3
First Sub-factor

Driving Sub-factor

Independence
With your Dominance factor greater than your Compliance factor, this gives you the
Sub-factor Independence. You take pride in being able to accomplish things on your
own. You act as a visionary by being able to create your own rules and ways of doing
things.

Self-determined
Objective
Free
On your own
Private
Self-reliance

Opposing Sub-factor

Cooperativeness
Cooperativeness is the opposing sub-factor to Independence. Working independently is good,
but be sure that you are keeping the big picture goals of your team or organization in mind.
"Dial Up" your C Factor to ensure you are cooperating within established standards and with
the appropriate parties.

Be positive about what you can achieve with other people.

Be enthusiastic about working together.
Make sure everybody understands why you're cooperating.
Set ego aside and focus on team goals.
Open the lines of communication and have mutual respect.
Be accepting of others and changes that happen. Build trust by being open.

Your Scores
Take another look at your scores. The greater the gap between two
factors, the harder it will be for you to flex from your Driving Sub-
factor to your Opposing Sub-factor. The more you practice dialing
up your opposing factor the easier it will become to situationally flex.
The goal is to utilize the appropriate behavior depending on any given situation.

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Second Sub-factor

Driving Sub-factor

Self-motivation
With your Dominance factor greater than your Steadiness factor, this gives you the Sub-
factor Self-motivation. You always like to be on the move and think of ways to get things
done. By creating new plans and ideas, you do not need other people to tell you what to
do because you are the one that looks to take action.

Active
Energetic
Forceful
Creative
Full of life
Lively

Opposing Sub-factor

Patience
Patience is the opposing sub-factor to Self-Motivation. Sometimes it is a good idea to step
back, assess the situation, and gather feedback from others before moving forward. Be sure to
"Dial Up" your S Factor in order to listen and think objectively before taking action.

Anticipate when you might become impatient. Visualize yourself as a patient person.
Calm down and rationalize the situation, look at the big picture.
Empathize with people around you.
Prepare a plan for when patience is needed.
Remember that good things take time to happen.
Find your patience patterns and recognize your triggers.

Your Scores
Take another look at your scores. The greater the gap between two
factors, the harder it will be for you to flex from your Driving Sub-
factor to your Opposing Sub-factor. The more you practice dialing
up your opposing factor the easier it will become to situationally flex.
The goal is to utilize the appropriate behavior depending on any given situation.

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expressly forbidden without prior approval. No portion of this document may be paraphrased or distributed without the prior
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Third Sub-factor

Driving Sub-factor

Efficiency
With your Dominance factor greater than your Influence, this gives you the Sub-factor
Efficiency. You are driven to accomplish your task the most effective way possible. You
are able to focus on the project at hand and will not be distracted by personal aspects
of a situation.

Productivity
Performance
Effective
Know-how
Organized
Competency

Opposing Sub-factor

Friendliness
Friendliness is the opposing sub-factor to Efficiency. You may need to focus on building better
relationships. When you are stressed and in "work mode" don't forget to be polite to those
around you. "Dial Up" your I Factor to the proper level of friendliness that the situation calls for.

Engage in conversation and listen more than you talk.

Be positive when you talk to people.
Invite people to spend time with you.
Remember the Golden Rule.
Practice humility.
Be genuinely interested in learning from and about other people.

Your Scores
Take another look at your scores. The greater the gap between two
factors, the harder it will be for you to flex from your Driving Sub-
factor to your Opposing Sub-factor. The more you practice dialing
up your opposing factor the easier it will become to situationally flex.
The goal is to utilize the appropriate behavior depending on any given situation.

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expressly forbidden without prior approval. No portion of this document may be paraphrased or distributed without the prior
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6
Third Party Introduction

Why is 3rd-Party Feedback Important?

3rd-Party Feedback is an important tool that helps you better understand your relationship with others. Seeing how
other people view your behavior can help you identify "Blind-Spots" in your behavior. Your self-perception can be
skewed to reflect how you would like to believe you act, but gathering feedback from others can confirm or contradict
your self-perception. Using this infomation, you can take a step back and try to understand why others might see your
beahviors the way they do.

How does 3rd-Party Feedback work?

Your 3rd-Party Assessors are asked to take a 22 Question Assessment about your behavior. The information on the
following 3rd-Party Pages is based on the feedback provided by your assessors. If only one person completed the
assessment (within each group) you will see only one person's opinion, but if two or more people have taken the 3rd-
Party Assessment you will see the aggregate of their responses. The 3rd-Party Results paint a picture of how people
percieve you that will get clearer with more people's feedback.

How do I invite more 3rd-Party Assessors?

You can invite additional 3rd-Party Assessors anytime by logging into your User Account and clicking the "Invite 3rd-
Party Guests" button. Download your report again to get the latest 3rd-Party Results.

Why are there 3 different groups?

We break the feedback into 3 different groups to see how you behave in different environments. For example, some
people behave very differently at work than they do at home, and that's okay. The important thing is to use this
feedback to "look in the mirror" and see if other people perceive you the way you want to be perceived, and taking
steps to adjust your behavior when there are discrepencies.

You will have the option to mark each assessor as a Co-worker, Family, or Friend. Be sure to classify your 3rd-Party
Assessor into the correct group to get the most accurate information in your report. If a person fits into more than one
group, simply select the best fit for the individual and their results will populate into that group's results.

Do the 3rd-Party Assessments affect my whole DISCflex Report?

No. The feedback we gather from 3rd-Party Assessors will only affect the 3rd-Party Pages of this report. The rest of this
report is based soley from your self assessment results.

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Third Party Overview

How You See Yourself How Co-workers See You

How Family Sees You How Friends See You

3rd-Party
DISC Factor Self-Perception Perception Variances
Co-workers 43 -37

Dominance 80 Family 100 20

Friends 80 0
Co-workers 49 3

Influence 46 Family 68 22
Friends 56 10
Co-workers 47 4

Steadiness 43 Family 33 -10

Friends 54 11
Co-workers 77 34

Compliance 43 Family 26 -17

Friends 50 7

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Third Party Results - Co-workers

3rd-Party Details - Co-workers

How You See Yourself How Co-workers See You

DISC Factor Self-Perception Co-workers Variances

Perception
Dominance 80 43 -37
Influence 46 49 3
Steadiness 43 47 4
Compliance 43 77 34

How Co-workers May Describe You

Your co-workers have indicated that you have an elevated Compliance pattern. You like to plan things out carefully,
checking for accuracy and adherence to rules and policies. You prefer to fully understand situations (e.g. the
interdependence and roles and responsibilities of various team members) before acting or proceeding.

How Co-workers might describe your Strengths and Challenges…

Strengths Potential Challenges

Easy Going Overanalyze information
Good Listener Stuck "inside the box"
Spontaneous Working without structure
Hyper-Organized Stubborn

**It is important to note that your 3rd Party Assessors did not select any of these specific adjectives during the
assessment process, so take this feedback 'with a grain of salt'.**

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Third Party Results - Family

3rd-Party Details - Family

How You See Yourself How Family See You

DISC Factor Self-Perception Family Variances

Perception
Dominance 80 100 20
Influence 46 68 22
Steadiness 43 33 -10
Compliance 43 26 -17

How Family May Describe You

Your family members have indicated that you have an elevated Dominance pattern. You are strong willed, self-
motivated, and determined in your actions. You like to be in a leadership role and will typically take charge and make
decisions very quickly.

How Family might describe your Strengths and Challenges…

Strengths Potential Challenges

Determined Focus
Sociable Giving up control
Spontaneous Prioritization
Creative Deciding too quickly

**It is important to note that your 3rd Party Assessors did not select any of these specific adjectives during the
assessment process, so take this feedback 'with a grain of salt'.**

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Third Party Results - Friends

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11
Overview of Sub-Topics

Report Sub-Topics
Susan, we all use each of the four factors in different ways. Based on your DISCflex scores we can make educated
guesses on how you might respond in different situations and environments. Next, we will take a look at each of the
Sub-Topics listed below and discuss your behavior. The information on each page is written specifically to you based
on your DISCflex Scores.

These Sub-Topics are:

Work Environment Team Interactions
Goal Setting Facilitation
Interpersonal Communication Giving and Recieving Feedback
Change Self-Talk
Decision Making Performance Management

Take your time reading through each, and pay special attention to the Advice, Tips, and Warnings.

Your Scores:

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Work Environment

The way you prefer your environment is important

to your success.
We all have certain preferences when it comes to our work environment.
Remember that each person has a behavioral style that determines their
preferred way to work.

Too often, we ignore the fact that other people have different preferences
than we do, and we try to force everyone into our box.

What if there was a way to identify the way you prefer to work, and learn how to identify other people’s work
preferences? Would that help your team be more successful?

DISCflex™ helps you identify many things about your work environment that you will learn throughout the report, such
as how you like to communicate, how you like to make decisions, and how you like to set goals. Notice it is all about
what you like to do and not what you should be doing.

Rather than get involved on a personal level with people in the office, you tend to mind your own
business and interject when issues concern you or your work. You would rather make a decision
and go with it but you can be quite thoughtful when needed. Being locked into a decision is not
necessary for you to take action. You don't need all the answers upfront.You have developed your
own organizational style.You are not one who can adapt to every system that requires rigorous
inputting of data and/or metrics. These types of systems do not work well for your style, try dialing
up your compliance as needed.

You become frustrated if you are interrupted while working on a project.

However, if it is important you will grant them the latitude if pressed to do so. If this becomes a habit with a particular
person, it will frustrate you and you will tend to avoid them rather than confront the issue.

You like the freedom to move between projects or shift deadlines. You also prefer to dictate your schedule and work
environment. Make sure this tendency doesn't become a habit. When working for an elevated C boss, this tendency
can cause conflict because an elevated C manager prefers structure and order.

Warning: A high I-type supervisor may take offense to your freedom and independence because they look for
interaction prior to changes in schedule, scope, or responsibilities.

As a leader, you prefer to keep your discussions with your team brief, though you can
also be influential when needed. You tend to lead by example rather than words, focusing
on performance rather than relationships and you keep a fairly close circle of advisors.
Never underestimate the power of trust and rapport that can come from Dialing up your
Influence.

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13
Goal Setting

Once you have an understanding of your behavioral tendencies

in goal setting, you can be an invaluable asset to an
organization.
Knowing what your strengths are can help you articulate the vision of the business, set
direction for strategic planning, and performance objectives. While doing so will make sure
that you align the organization and resources required to achieve the goals. Ultimately, by
aligning appropriate behavior and goal setting you can link goals and objectives to the
performance management process.

You effectively walk that fine line between thoughtfulness,

steadfastness, and action.
You understand that windows of opportunity are only open for so long and that any project or task
can run into obstacles if you take too long to accomplish them. You tend to see the Realistic side
as well as the Timely side of the SMART goals. Consider dialing up your Steadiness when you
need to really think through a project at the beginning stages and then dial up your Dominance to
complete the goal during the later stages.

You are able to look at the Specific and Measurable sides of your SMART goals, yet you to balance yourself with some
of the other criteria for SMART goals. You should work on knowing when and how to meet each criterion.

Advice: Ultimately set behavior goals for yourself to meet the SMART goals.

You only work with a select group when gathering info for your goals.
Work on networking more around the office and approach others with questions about what they believe is attainable
with regard to goals. This will break the ice and help you form a new source of information in your workplace.

With your strong work ethic on meeting deadlines and attaining results, you
consistently focus more on the Timely aspect of SMART goals. Deadlines are
important to you and you will work hard until you reach the final result.

Warning: You could be tempted to focus more on meeting the deadline than turning
in the quality of work that you would otherwise.

Once you set your SMART goals, then you get into the tricky business of implementation. Moving toward action is the
next step in your playbook and you are prepared for the transition. You understand that your strategy may not include all
the potential consequences, but you feel that it is strong enough to propel you into action. This can be a great motivator
if harnessed correctly.

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14
Interpersonal Communication

In an organization, nothing is more important than effective communication. A person's communication preferences are
grounded in their behavior and perception. Understanding how these impact the communication loop is vital to an
individual's career and professional growth.

Relationships with others do not prevent you from completing your tasks.
You would rather advance yourself through your own work and skills than through your relationships. This does not
mean you do not place importance on others in your team, but rather that you appreciate a more independent approach
to sifting through information and achieving results. You need to work on slowing down your desire to take action before
you think things through.

You are able to build relationships with people in your workplace effectively. How large this
group is depends on your affinity for working with others and the number of advisors you
prefer to have. This can be different for everyone, but you are still able to have good
relations with the various members of your team, regardless of how "close" you feel to them.
This allows you to be personable and not stir any negative feelings toward you.

You can be very blunt, Susan, sometimes coming across to

others as inconsiderate.
This happens when you think it is important to get your point across, even though you do not
intend to be perceived this way. At all times be considerate in thinking about not only the
message, but the delivery, too. This will go a long way in making certain that others listen to
your intent as well as the words themselves.

You do not necessarily need a particular reason to communicate with another person in your
work environment. Because you are more balanced between your task-oriented structure
side of work and your people-oriented side, you find that your peers do not serve as
unwelcome distractions throughout the day.

You are able to understand and relate to your coworkers.

When it comes to listening, you see the balance between understanding the message and
actually responding back to the person. You like to give others a pat on the back for a job well
done to show recognition. This is one of the techniques you use throughout the listening
process when someone has a good idea. However, you have found that this doesn't come
entirely naturally to you. Make this more of a habit as you rise in your career, as people will
appreciate it.

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How You Handle Change

You rarely need help from other people when facing change.
You like to think it through on your own before you consider asking others about the
possible benefits and consequences of the change being made. This allows you to
formulate your own opinions and bring valuable input into a conversation. Just remember
not to let this tendency make you hard-headed where you stop listening to other points of
view.

You enjoy learning about changes before they happen.

When you are told about a change and given time to prepare, you can handle it easily. So,
knowing this, make sure you learn how to forecast and anticipate change so that you will
not be caught unaware. Any obstacle or unforeseen consequence could propel you to
discount the need to change out of pure defensiveness for your vision. Be flexible while
still sticking to your overall goals and objectives.

Not much fazes you when it comes to change.

If you have a set plan already in motion, you will be reluctant to latch onto any change that
does not help you meet your goals. Your mind is built around a process-oriented nature, so
it is critical for you to analyze and interpret how the change will affect your process for
working.

You are able to adapt and change when faced with obstacles.
You have a better aptitude than most at restructuring your action plan when faced with
adversity. You take one of two positions when obstacles come - you act quickly to mitigate
the threats or you think thoughtfully about how to best deal with the situation.

Now let's turn the page to the Transitional Time Line. Your superiors look at you as someone
that can influence the rest of the staff. Advice: Build your management and communication
abilities by influencing people to move forward through all the phases of the transition.

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16
Decision Making

Decision making preferences are based on your behavioral

preferences.
The goal of this segment is to help you develop an understanding of your decision making
tendencies. This section will help you identify how to make the best decisions possible.

By recognizing how you prefer to gather information, weigh options, and come to a decision,
you can determine your strengths and weaknesses. Equally important, we are going to provide
insight into some of the psychological biases that might consistently affect your decision
making ability.

You will go to others if you feel you need insight on making a

decision.
As reflected from your medium range Influence Factor, you display a good balance between
the facts and your gut feeling when making decisions. You start by doing research and going
through self-counsel.

Upon reflection, you usually feel confident that you made the right decision. You have learned
that the balance between 'doing' and 'thinking' is important. Too much time in either doesn't
work for you. On the whole, you have confidence in your decision making abilities.

When forced to use your Steadiness Factor, you like to know the reasons behind decisions before agreeing to them.
Even when you know that thoughtfulness and taking the time to make decisions is vital, you will tend to rush through,
preferring to let another factor guide you.

This skill set is a great strength and others typically look to you for guidance when tough decisions have to be made.
You tend to look at the big picture when making decisions or that you are not overly optimistic in gauging your chances
of success.

You consider others opinions before making a decision.

Though you may feel the need to make an emotional decision, you will typically check yourself
and make sure your decision is logical as well.

Advice: Using the Perceptual Prism and Decision Making Matrix will keep you grounded and
help you make the best decision possible for any situation you find yourself in.

Your ability to balance fact-finding and decision making helps you to understand the details
and see the big picture helps keep you from using the anchoring bias.

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17
Team Interactions

By exploring your behavioral inclinations, you can

effectively develop skills to conduct team projects and
meetings.
You are open to new ideas and can fit them into your plans if they are a good addition. You
are able to analyze the input from your team without closing off the current status quo to
changes. This is beneficial as a leader so long as you do not wait to hear everyone’s input
before making a final decision.

You enjoy leading teams of people that are like you.

While you don't mind leading teams, you also want to have time to yourself as well to get
tasks completed. Sometimes leading others seems to drain you. You find that a good way
of recharging is to take a break from interactions and do something that doesn’t require
communication for a while. This will help you regain your energy for the next meeting with
your team. Still, you will need to slowly work your way up to handling people with a higher
degree of friendliness, and less like an efficient machine.

Reminder: It’s important to understand your level of extroversion and the stress caused
by it.

One of your strongest qualities as a leader is that while you are able to listen to your employees, you are also able to
lead them into action. The problem is knowing when to implement these skills.

Think through your actions before moving the team forward.

Reflect on past projects when you had to make decisions that required you to act fast. This reflection will give you
insight into future decisions that can likely save you time, resources, and energy.

Others typically follow your lead and look to you for ideas. They will come to you when
they need a problem solved because they know that you are always able to help them
move forward, even during tough times.

Tip: Don’t repeat your goals or plans multiple times. Repetition can be annoying!

Your approach toward teamwork is not about creating a structure that

everyone has to stick to.
You tend to be more flexible and allow other people to change the flow of discourse or priorities. With that said, you still
need to have an internal structure and knowledge of what your responsibilities are if you are to work effectively. Write
that priority list down somewhere, even if you are going to change it later!

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18
Facilitation

"Coming together is a beginning; keeping together is progress; working together is success."

–Henry Ford

Facilitation is a process of how to properly conduct meetings in order to get the most effective results. Learning this
skill set will make you an invaluable member of any team or organization.

You will confront people’s ideas when necessary.

Part of that is because you like to figure out how your decision will affect the people around
you. This is an excellent quality to have and your friends and family members would most likely
describe you as being pretty thoughtful. But be careful, because thinking too much about
everything can drive you crazy, which is something you might have already noticed.

You will take charge of a group if nobody steps up. You will do this in a thoughtful way because you know that you have
a great deal to contribute to the group. You may also do this in a manner that gets things accomplished quickly. You
have a good balance between following procedure and moving things along.

Letting people know your opinion comes naturally to you.

You are typically willing to speak out in meetings, even to peers or superiors (hopefully when
appropriate!). A word of warning: There are times when you will need to be quiet and listen, just
like there will be times when you need to speak up. Learn which is which.

You prefer to keep your emotions in check during meetings, but when the situation arises you can be fairly charismatic
and energetic. You like it when meetings stick to the agenda. Your input is typically logical and you usually think about
what you say before you say it. You enjoy meetings because it gives you the opportunity to interact with others.

You strike a good balance between talking and listening during

meetings.
You know when it is important to come to a conclusion swiftly and when you can take your time
and receive input from members of the team. This is especially important as you use tools like
the Decision Making Matrix to help your team use the best possible decision making method,
such as a group consensus, individual consultation, or bringing in an ad hoc team. While you
do take time to listen to the input from your team members, be careful that you don’t fall into
the trap of listening far too long that you miss a window of opportunity. Combine this section
with the Decision Making section to really improve your skill sets.

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19
Receiving and Giving Feedback

"If you don't like something, change it. If you can't change it, change your attitude."
–Maya Angelou

You tend to only give feedback to people close to you.

To be effective, you must improve upon this skill. Sometimes, when you give feedback, you will
indeed be viewed as the bad guy. And you probably won't be able to change that if someone
has a poor attitude! Fortunately, most of the time people will take feedback in the spirit it was
meant to be given in, if you deliver it properly.

You understand what to say when giving feedback.

Your grasp of what needs to be said typically will triumph over your need for others' approval.
This allows you to be effective when delivering feedback because you can remain neutral and
still not forge enemies. Make sure that you are not only looking at a situation from your
perspective as this can cause you to miss important facts or causes of the actual problem.

You are direct and tend to move through the feedback process
quickly.
While this is a great strength to be able to lay down the facts and what needs to be done,
remember that you are dealing with feelings and emotions, too. You have to also build the
motivation of the other person and use the information, while providing them with feedback.
Before you deliver the feedback look through the other person's perceptual prism to garner
some insight into how the other person may respond to and act upon your feedback.

You must make a conscious effort to stay organized.

This is critical when you are delivering feedback. You must plan your statements ahead of time
and think about where the situation will structurally go depending on the other individual's
response. Having this planned out ahead of time will allow you to be quicker on your feet
during the feedback delivery.

You tend to show good balance between your empathetic nature and your tendency toward
stubbornness. Depending on your mood, however, you may sway one way or the other. When
you are criticized on something that you really care about, and you know you are good at, you
might even become upset and frustrated.

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20
Self-talk

Your self-talk affects how you go about your work day.

We all talk to ourselves, give ourselves motivation, criticize our actions, and even sometimes
yell at ourselves. How you speak to yourself will determine how much success you achieve in
your life.

Too often, we ignore or contradict our self-talk, leading us to act with what we called cognitive
dissonance.

What if there was a way to identify the way you talk to yourself, change your thought process to
be more positive, and learn to listen to your positive self-talk? Would you be ok with more
success in your life?

Self-talk is about transitioning from the negative to the positive. When you start talking to yourself with positive
language, you will find that goals become easier to accomplish and the people in your life have more respect for you.
Now, let’s explore your self-talk.

Your forward thinking will sway your self-talk positively.

This is useful in continuing to improve your self-talk when you take on new responsibilities or
do things you are not familiar with. Your internal voice insists on telling you to put your best foot
forward. This is why people refer to you as a go-getter.

With your medium Influence Factor, your self-talk needs to break the tolerance and
acceptance phase. Oftentimes you will think to yourself that your self-talk doesn't need to
change and that it won't have any real effect on your life.

Advice: The moment you become complacent is the moment you lose the drive to achieve
more success in your life.

Your self-talk tends to be more tilted to the positive than most people. The reason for this is because you are able to
take input in from the business world around you; selectively choosing which factors will help you achieve your goals.
This innate selectivity and ability to filter means that more positive input will be incorporated into your self-talk.

You do not overly value structure and organization.

You tend to be more organized when you are being held accountable for a specific task. Your
self-talk can help you translate your ability to be structured to your minor job functions.

Warning: Because of your Elevated Dominance, if you become overly stressed or frustrated,
your self-talk may actually hurt you. It will fuel your stress and might cause you to tilt toward the
negative. Remember to use that same positive self-talk when you are in a stressed state as
when you are in a relaxed state.

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21
Performance Management

Performance management requires you to align your future

goals with a structured game plan.
One of the best tools to use for performance management is the RA2 Interface Document. By
assigning responsibilities, accountability metrics, and authority parameters, you will set
yourself and your team up for success, rather than planning for failure. Let’s examine how your
behavioral style handles performance management.

You prefer discussing job responsibilities with your superiors.

You like to brainstorm and put things on the table, as long as it doesn’t take forever. You have
seen amazing ideas come out of the brainstorming process.

You are able to adapt to various circumstances with great ease, especially when obstacles are
placed in front of you. This will be a required quality as you manage others. If moving up the
career ladder is your goal, this is a skill you need to develop.

Advice: Work on goals that help you manage yourself, others, and the organization.

This often requires going into your thoughtful 'S' mode or logical 'C' mode to figure out why you should focus on certain
goals. This is especially important for your performance goals.

Organize yourself to prevent mental overload.

Remember that structure and organization are important as you take on more responsibilities.
Organizing your goals, and therefore your mind, will help you remain as stress-free as
possible as you complete your responsibilities.

You have an inborn talent for getting things accomplished. You leap to action faster than most
and you are quite exceptional at meeting deadlines. This can really help you reach your goals.

Tip: Think about what you would like to accomplish if you had enough resources.

You are sometimes unsure when you should be thinking or acting.

Think about these questions consciously – as a process – for each situation: When is action appropriate? When is
thinking and planning appropriate? Being able to move seamlessly between thought and action will help you flex your
behavior to a greater extent.

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expressly forbidden without prior approval. No portion of this document may be paraphrased or distributed without the prior
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22
Recommended eLearning

Suggestions Training Recommendations

Try to be more attentive to other people's ideas before voicing your own. This session
Change
will help you see everyone’s ideas before making your own assertions. You will be
The Perceptual Prism
able to give more thought to others.

Make certain that you make more time to reach consensus driven decisions. This
Decision Making
session will show the importance of consensus decisions as well as when to use
Consensus Decisions
them.

You should learn the escalation of emotions and how your mood can affect your
Life Skills
decisions and your life. This session will teach you how to handle your emotions and
Feelings and Emotions
make them work for you rather than against you.

Learn different managerial control factors to improve your strengths for all four of
RA2 Interface Alignment
your primary factors rather than just the Dominance Factor. Use this session to learn
Managerial Control Factors
some different techniques to benchmark results and other managerial factors.

Periodically review your decision making biases to ensure that you provide a check
and balance to your dominance-bent tendencies. Look at all of the biases and Decision Making
recognize which ones you display. Check to see if your biases are positive or Cognitive Biases Introduction
negative and then determine how to balance them.

Make certain you check your facts and get to the appropriate root cause before 21 Laws of Influence for Sales
making or pronouncing judgment. Use this session to understand how to find out the The Law of Satisfaction and
root cause of problems and get the right facts. Standards

Check your decision making processes and make certain that your 'gut instinct' is
firmly rooted in a rational decision making process. This session covers the beginning Decision Making
of the rational decision making process, which explains how to effectively make Identify the Problem
rational decisions.

View things from other people's perspectives and show that you truly are thoughtful
21 Laws of Influence for Sales
and appreciate the opinions, feelings and desires of others. Use the perceptual prism
The Law of Perception
model to gain awareness of how other people feel.

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expressly forbidden without prior approval. No portion of this document may be paraphrased or distributed without the prior
written approval of Indaba Global Coaching, LLC or its officers.
23
Recommended eLearning

Suggestions Training Recommendations

Target more energy (than you are comfortable with) into building trust and strong 21 Laws of Influence for Sales
open relationships and friendships. Use this session to move yourself towards The Law of Similarity and
building rapport and stronger relationships. Attraction

Your attitude affects every aspect of your life. Whether your current attitude is
Life Skills
positive or negative, you always have an opportunity to improve it. This session will
Attitude
teach you how to view your attitude and what you can do to change it.

In order to get along with others in life, you have to believe they are acting with Noble Feedback and Coaching
Intent. This session will show you how to receive feedback from others and realize Receiving Feedback, Noble Intent,
they are trying to help you improve your skills. and Coaching

Being able to identify what other people want and need during a conversation is Life Skills
essential to your life. Use this session to begin truly listening to others instead of just Reading People and Active
hearing their words. People reveal much more than we think during conversations. Listening

Facilitation
Learn group dynamics and why choosing cognitively diverse teams is important. Dial
Factors that Impact How a Group
down your own independence and learn how others can improve a team setting.
Functions

Understand the phases of team development and what you can do to foster greater
Teambuilding
efficiency and cooperativeness between team members. You will learn Forming,
Phases of Team Development
Storming, Norming, and Performing to enhance teams.

Absolutes are usually associated with an elevated Dominance Factor. You need to
Influence and Communication
understand the difference between absolutes and generalities. Learn the benefits
Absolutes and Generalities
and consequences of using both absolutes and generalities.

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expressly forbidden without prior approval. No portion of this document may be paraphrased or distributed without the prior
written approval of Indaba Global Coaching, LLC or its officers.
24
Defining DISC Quick Reference

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25
Dialing DISC Quick Reference

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26
DISCflex™ Quick Reference

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expressly forbidden without prior approval. No portion of this document may be paraphrased or distributed without the prior
written approval of Indaba Global Coaching, LLC or its officers.
27