Disc Behaviour Profile

SUCCESS INSIGHTS®

Management-Staff™ Version

Arthur Waldock9/8/2010

[email protected] www.dtssydney.comPh: 02 9360 5111 Fax: 02 9360 5199

Darlinghurst NSW 201054 Flinders Street

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Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE

INTRODUCTION

Arthur Waldock

Behavioural research suggests that the most effective people are those who understand

themselves, both their strengths and weaknesses, so they can develop strategies to meet

the demands of their environment.

This report analyses behavioural style; that is, a person's manner of doing things. Is the

report 100% true? Yes, no and maybe. We are only measuring behaviour. We only

report statements which are true and areas of behaviour in which tendencies are shown.

Feel free to delete any statement from the report that may not apply, but only after

checking with friends or colleagues to see if they agree.

Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.1

COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE


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GENERAL CHARACTERISTICS

Based on Arthur's responses, the report has selected general statements to provide a broad understandingof his work style. These statements identify the basic natural behaviour that he brings to the job. That is, ifleft on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the generalcharacteristics to gain a better understanding of Arthur's natural behaviour.

Arthur Waldock

Arthur may be overly sensitive to criticism of his work. If you do

comment on his work you had better be right, since he may not take

criticism lightly. He prefers that things be orderly and he will

approach work in a systematic manner. He tends to be his own

worst critic constantly reminding himself that he could have done

better if given more time. He tends to be precise about his use of

time and can become frustrated when others interrupt him when in

the middle of a task. Following procedures is his way of ensuring

quality and orderly work. Arthur can be depended upon to follow

set procedures of work activity. He resists change if he feels the

change will lower the quality of his work. If change is inevitable, he

may need reassurances that his standards will continue to be met.

In conflict situations, Arthur usually remains calm and cool-headed.

When things calm down, however, he may suffer some delayed

reaction. He is alert and sensitive to his errors and mistakes. He

constantly seeks to avoid errors in his work. Rules and procedures

provide security for his job performance. Arthur can devote all his

energy to the job, and that offers security to his work situation.

Safety and security are important to him. Arthur prefers to work in

an environment that is both economically and physically sound.

Arthur takes pride in his competence or his ability to understand

all the facts of a situation. He is good at concentrating on data

while looking for the best method of solving the problem. He

usually judges others by the quality of their work. He may find it




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NOTES


Arthur Waldock

difficult to recognise others' strengths, if their work does not meet

his high standards. He is a critical and systematic thinker, and this

strength may not be easily recognised by others. He gets frustrated

when well-established rules are not observed by others. He prefers

to have everyone adhere to the same rules and regulations.

Because he knows that he can rely on the "tried and true," Arthur

places high value on tradition and traditional things. He, capable of

making daily decisions routinely, usually becomes cautious about

the bigger decisions; he wants to be absolutely certain his decision

is correct. He sees himself as factual, and "down-to-earth." He is

more than casually interested in "theory." When confronted with a

problem he will look for a method, a formula, a procedure or a

system to solve it. He feels tension when forced to make major

decisions quickly.

Arthur is intuitive and is able to ask good questions in order to

get the critical, complete information he seeks. People who show

up early or late for appointments may upset him, since his work

plans are disrupted. Arthur makes an agenda and prefers that

others not change it. Because Arthur wants to be certain he is

performing his work assignments correctly, he enjoys working for a

manager who explains what is expected of him. Arthur's logical,

methodical way of gathering data is demonstrated by his ability to

ask the right questions at the right time. People may often see

Arthur as formal and reserved. He may be assessing the situation

before "letting his guard down" and may do so only when he feels

comfortable with the circumstances. He has a low trust level with

strangers. This becomes apparent when he asks specific and

perhaps blunt questions. He can be outgoing at times. Basically




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NOTES


Arthur Waldock

introverted, he will engage in social conversation when the

occasion warrants. He does not like to work for a manager who

uses a confrontational management style. He tends to withdraw

and not express himself, and may become unproductive if he feels

threatened.




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NOTES

VALUE TO THE ORGANISATION

This section of the report identifies the specific talents and behaviour Arthur brings to the job. By looking atthese statements, one can identify his role in the organisation. The organisation can then develop a systemto capitalise on his particular value and make him an integral part of the team.

Arthur Waldock

Defines, clarifies, gets information, criticises and tests.

Comprehensive in problem solving.

Conscientious and steady.

Good at reconciling factions--is calming and adds stability.

Accurate and intuitive.

Objective--"The anchor of reality."

Works for a leader and a cause.

Always looking for the logical solutions.




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NOTES

CHECKLIST FOR COMMUNICATING

Most people are aware of and sensitive to the ways with which they prefer to be communicated. Manypeople find this section to be extremely accurate and important for enhanced interpersonal communication.This page provides other people with a list of things to DO when communicating with Arthur. Read eachstatement and identify the 3 or 4 statements which are most important to him. We recommend highlightingthe most important "DO's" and provide a listing to those who communicate with Arthur most frequently.

Arthur Waldock

Do:

Provide personal assurances, clear, specific solutions withmaximum guarantees.

Patiently draw out personal goals and work with him to help himachieve those goals; listen and be responsive.

Support his principles; use a thoughtful approach; build yourcredibility by listing pros and cons to any suggestion you make.

Provide guarantees that his decision will minimise risks; giveassurance that provides him with benefits.

Present your case softly, nonthreateningly with a sincere toneof voice.

Make an organised presentation of your position, if youdisagree.

Make an organised contribution to his efforts, present specificsand do what you say you can do.

Follow through, if you agree.

Look for hurt feelings or personal reasons if you disagree.

Define clearly (preferably in writing) individual contributions.

Show sincere interest in him as a person. Find areas ofcommon involvement and be candid and open.




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NOTES

INEFFECTIVE COMMUNICATION

This section of the report is a list of things NOT to do while communicating with Arthur. Review eachstatement with Arthur and identify those methods of communication that result in frustration or reducedperformance. By sharing this information, both parties can negotiate a communication system that ismutually agreeable.

Arthur Waldock

Do not:

Push too hard, or be unrealistic with deadlines.

Be vague about what is expected of either of you; do not fail tofollow through.

Say "trust me"--you must prove it.

Make statements about the quality of his work unless you canprove it.

Be domineering or demanding; do not threaten with positionpower.

Rush headlong into business or the agenda.

Use gimmicks or clever, quick manipulations.

Use testimonies of unreliable sources; do not be haphazard.

Make conflicting statements.

Leave things to chance or luck.

Be abrupt and rapid.

Force him to respond quickly to your objectives. Do not say"Here is how I see it."




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NOTES

COMMUNICATION TIPS

This section provides suggestions on methods which will improve Arthur's communications with others. Thetips include a brief description of typical people with whom he may interact. By adapting to thecommunication style desired by other people, Arthur will become more effective in his communications withthem. He may have to practice some flexibility in varying his communication style with others who may bedifferent from himself. This flexibility and the ability to interpret the needs of others is the mark of a superiorcommunicator.

Arthur Waldock

When communicating with a person who isambitious, forceful, decisive, strong-willed,independent and goal-oriented:

Be clear, specific, brief and to the point.Stick to business.Be prepared with support material in awell-organised "package."

Factors that will create tension ordissatisfaction:

Talking about things that are not relevant tothe issue.Leaving loopholes or cloudy issues.Appearing disorganised.

When communicating with a person who ismagnetic, enthusiastic, friendly, demonstrativeand political:

Provide a warm and friendly environment.Do not deal with a lot of details (put them inwriting).Ask "feeling" questions to draw their opinionsor comments.

Factors that will create tension ordissatisfaction:

Being curt, cold or tight-lipped.Controlling the conversation.Driving on facts and figures, alternatives,abstractions.

When communicating with a person who is patient,predictable, reliable, steady, relaxed and modest:

Begin with a personal comment--break the ice.Present your case softly, nonthreateningly.Ask "how?" questions to draw their opinions.

Factors that will create tension or dissatisfaction:

Rushing headlong into business.Being domineering or demanding.Forcing them to respond quickly to yourobjectives.

When communicating with a person who isdependent, neat, conservative, perfectionist, carefuland compliant:

Prepare your "case" in advance.Stick to business.Be accurate and realistic.

Factors that will create tension or dissatisfaction:

Being giddy, casual, informal, loud.Pushing too hard or being unrealistic withdeadlines.Being disorganised or messy.




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IDEAL ENVIRONMENT

This section identifies the ideal work environment based on Arthur's basic style. People with limitedflexibility will find themselves uncomfortable working in any job not described in this section. People withflexibility use intelligence to modify their behaviour and can be comfortable in many environments. Use thissection to identify specific duties and responsibilities that Arthur enjoys and also those that create frustration.

Arthur Waldock

Little conflict between people.

Needs personal attention from his manager and complimentsfor each assignment well done.

An environment where he can use his intuitive thinking skills.

Needs an opportunity to deal with people with whom along-standing relationship has been established.

Prefers technical work, specialising in one area.

An environment that allows time to change.

Familiar work environment with a predictable pattern.

Close relationship with a small group of associates.

Assignments that can be followed through to completion.




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NOTES

PERCEPTIONS

A person's behaviour and feelings may be quickly telegraphed to others. This section provides additionalinformation on Arthur's self-perception and how, under certain conditions, others may perceive hisbehaviour. Understanding this section will empower Arthur to project the image that will allow him to controlthe situation.

Arthur Waldock

"See Yourself As Others See You"

SELF-PERCEPTION

Arthur usually sees himself as being:

Precise ThoroughModerate DiplomaticKnowledgeable Analytical

OTHERS' PERCEPTION

Under moderate pressure, tension, stress or fatigue, others maysee him as being:

Pessimistic PickyWorrisome Fussy

And, under extreme pressure, stress or fatigue, others may seehim as being:

Perfectionistic Hard-to-PleaseStrict Defensive




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NOTES

DESCRIPTORS

Based on Arthur's responses, the report has marked those words that describe his personal behaviour.They describe how he solves problems and meets challenges, influences people, responds to the pace ofthe environment and how he responds to rules and procedures set by others.

Arthur Waldock

Dominance

Demanding

Egocentric

DrivingAmbitiousPioneeringStrong-WilledForcefulDeterminedAggressiveCompetitiveDecisiveVenturesome

InquisitiveResponsible

Conservative

CalculatingCooperativeHesitantLow-KeyedUnsureUndemandingCautious

MildAgreeableModestPeaceful

Unobtrusive

Influencing

Effusive

Inspiring

MagneticPoliticalEnthusiasticDemonstrativePersuasiveWarmConvincingPolishedPoisedOptimistic

TrustingSociable

Reflective

FactualCalculatingSceptical

LogicalUndemonstrativeSuspiciousMatter-of-FactIncisive

PessimisticMoody

Critical

Steadiness

Phlegmatic

RelaxedResistant to ChangeNondemonstrative

Passive

Patient

Possessive

PredictableConsistentDeliberateSteadyStable

Mobile

ActiveRestlessAlertVariety-OrientedDemonstrative

ImpatientPressure-OrientedEagerFlexibleImpulsiveImpetuous

Hypertense

Compliance

Evasive

WorrisomeCarefulDependentCautiousConventionalExactingNeat

SystematicDiplomaticAccurateTactful

Open-MindedBalanced Judgment

Firm

IndependentSelf-WilledStubborn

Obstinate

OpinionatedUnsystematicSelf-RighteousUninhibitedArbitraryUnbending

Careless with Details




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NATURAL AND ADAPTED STYLE

Arthur's natural style of dealing with problems, people, pace of events and procedures may not always fitwhat the environment needs. This section will provide valuable information related to stress and thepressure to adapt to the environment.

Arthur Waldock

PROBLEMS - CHALLENGES Natural

Arthur uses a laid-back and peacefulapproach to problem solving. Hetends to solve problems in a reactiveand team-oriented manner. Arthurtends to be unobtrusive and avoidsconfrontation so he can be seen as atrue team player.

Adapted

Arthur sees the need to be somewhatconservative in his approach to solvingproblems. He wants to acceptchallenges but will be calculated in hisresponse.

PEOPLE - CONTACTS Natural

Arthur is factual and logical in hisattempt to persuade others. He looksat things in a rather direct andstraightforward manner. His approachcan be analytical and objective whenattempting to influence others.

Adapted

Arthur feels that convincing people canonly be done within the framework oflogical facts presented by a totallyobjective person. He rarely displaysemotion when attempting to influenceothers.




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NOTES

NATURAL AND ADAPTED STYLE

Arthur Waldock

PACE - CONSISTENCY Natural

Arthur is comfortable in anenvironment in which there is arelaxed demeanour, or one in whichpatience is looked at as a virtue. Heprefers to complete one task beforestarting the next and prefers anenvironment that is predictable.

Adapted

Arthur sees the need to start and finishactivities one at a time if possible. Hefeels the need to be consistent, patientand to have a secure workenvironment. Change needs to beheld to a minimum.

PROCEDURES - CONSTRAINTS Natural

Arthur is concerned with doing thingsright. He can be quite worrisome andpossibly fearful that mistakes will cropinto the procedure. He will follow rulesand procedures to the letter and feelscomfortable in a situation in whichexact standards and writtenprocedures are the rule of the day.

Adapted

Arthur sees the need to beopen-minded about rules. However,he is aware and sensitive to theimplications of not following rules andprocedures.




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NOTES

ADAPTED STYLE

Arthur sees his present work environment requiring him to exhibit the behaviour listed on this page. If thefollowing statements DO NOT sound job related, explore the reasons why he is adapting this behaviour.

Arthur Waldock

Freedom from confrontation.

Adherence to established guidelines and procedures.

Limited or prepared changes in routine.

Projecting a limited display of emotion.

Making decisions in an objective, unemotional manner.

Using a proven, procedure-oriented method whenimplementing change.

Being precise in the collection of data.

Diplomatic cooperation in team interaction.

Being attentive and dependable with detailed work activities.

Working in a systematic, nondemonstrative manner.

Exhibiting patience and good listening skills.




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NOTES

KEYS TO MOTIVATING

This section of the report was produced by analysing Arthur's wants. People are motivated by the thingsthey want; thus wants that are satisfied no longer motivate. Review each statement produced in this sectionwith Arthur and highlight those that are present "wants."

Arthur Waldock

Arthur wants:

An environment where he can ask specific questions--not just"beat around the bush."

A predictable work environment.

Constant appreciation, and a feeling of security on the team.

Tangible evidence of effort.

Recognition for loyalty and long service.

An environment where he does not have to show emotions.

Logical reasons for change.

Facts and data for making decisions.

Specific questions--not general or open-ended.

Safety and security of the situation.

Objectivity.

To be a member of a small team.

Straight talk supported with facts.




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NOTES

KEYS TO MANAGING

In this section are some needs which must be met in order for Arthur to perform at an optimum level. Someneeds can be met by himself, while management must provide for others. It is difficult for a person to entera motivational environment when that person's basic management needs have not been fulfilled. Reviewthe list with Arthur and identify 3 or 4 statements that are most important to him. This allows Arthur toparticipate in forming his own personal management plan.

Arthur Waldock

Arthur needs:

Performance appraisals on a regular basis.

Shortcut methods that do not affect quality of the work.

A program to encourage creativity and self-worth.

Conditioning prior to change.

To set professional and family goals.

A work environment without much conflict.

Capable associates with which to work.

To be encouraged to be more independent.

More confidence in his ability to perform new activities.

A warm and friendly work environment.

Reassurances that he is doing the job right.




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NOTES

AREAS FOR IMPROVEMENT

In this area is a listing of possible limitations without regard to a specific job. Review with Arthur and crossout those limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance anddevelop an action plan to eliminate or reduce this hindrance.

Arthur Waldock

Arthur has a tendency to:

Be overly intense for the situation.

Lean on supervisors if information and direction is not clear.

Prefer things to people--things do not show emotion or needrestraint.

Get bogged down in details and use details to protect hisposition.

Tell ideas as opposed to sell ideas.

Have difficulty making decisions because he is mostlyconcerned about the "right" decision. If precedent does notgive direction, his tendency is to wait for directions.

Be critical of any approach that is not regarded as purely logicalor factual (to his standards).

Be defensive when threatened and use the errors and mistakesof others to defend his position.

Yield his position to avoid controversy.




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NOTES

ACTION PLAN

Arthur Waldock

The following are examples of areas in which Arthur may want to improve. Circle 1 to 3areas and develop action plan(s) to bring about the desired results. Look over thereport for possible areas that need improvement.

Communicating (Listening)DelegatingDecision MakingDiscipliningEvaluating PerformanceEducation

Time ManagementCareer GoalsPersonal GoalsMotivating OthersDeveloping PeopleFamily

Area: ___________________________________

1.

2.

3.

Area: ___________________________________

1.

2.

3.

Area: ___________________________________

1.

2.

3.

Date to Begin: ____________ Date to Review: ____________




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BEHAVIOURAL HIERARCHY

The Behavioural Hierarchy graph will display a ranking of your natural behavioural style within a total of eight(8) areas commonly encountered in the workplace. It will help you understand in which of these areas youwill naturally be most effective.

Arthur Waldock

1. ORGANISED WORKPLACE0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

8.0

2. ANALYSIS OF DATA0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.5

3. CUSTOMER ORIENTED0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

7.5

4. FREQUENT INTERACTION WITH OTHERS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

5.0

5. VERSATILITY0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

3.5

6. FREQUENT CHANGE0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

2.5

7. COMPETITIVENESS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

2.0

8. URGENCY0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10

1.5

SIA: 44-05-97-64 (19) SIN: 14-47-83-90 (21)




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NOTES

STYLE INSIGHTS® GRAPHS

Arthur Waldock


MOST

Graph I

Adapted Style

100

90

80

70

60

50

40

30

20

10

0

D

44

I

5

S

97

C

64%

Norm 2009

LEAST

Graph II

Natural Style

100

90

80

70

60

50

40

30

20

10

0

D

14

I

47

S

83

C

90%

Norm 2009




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THE SUCCESS INSIGHTS® WHEEL

Arthur Waldock

The Success Insights® Wheel is a powerful tool popularised in Europe. In addition to thetext you have received about your behavioural style, the Wheel adds a visualrepresentation that allows you to:

View your natural behavioural style (circle).

View your adapted behavioural style (star).

Note the degree you are adapting your behaviour.

If you filled out the Work Environment Analysis, view the relationship of your behaviourto your job.

Notice on the next page that your Natural style (circle) and your Adapted style (star) areplotted on the Wheel. If they are plotted in different boxes, then you are adapting yourbehaviour. The further the two plotting points are from each other, the more you areadapting your behaviour.

If you are part of a group or team who also took the behavioural assessment, it would beadvantageous to get together, using each person's Wheel, and make a master Wheel thatcontains each person's Natural and Adapted style. This allows you to quickly see whereconflict can occur. You will also be able to identify where communication, understandingand appreciation can be increased.




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THE SUCCESS INSIGHTS® WHEEL

Arthur Waldock


D

IS

CCONDUCTO

R

PE

RS

UA

DE

R

PROM

OTER

RELATER

SUPPORTER

CO

OR

DIN

AT

OR

ANALYSER

IMPLEMENTOR 1

2

3

45

6

7

8

9

10

11

12

13

14

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1617

18

19

20

21

22

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4142

43

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484950

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5859

60

H

l

Natural: l (21) ANALYSING COORDINATOR

Adapted: H (19) COORDINATING SUPPORTER

Norm 2009




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Documents

Disc Behaviour Profile