Christopher Lungay

Christopher Lungay May 10, 2017 This Innermetrix DISC Plus Profile combines the best of two world class profiles. The DISC Index measures your preferred Behavioral style and the Values Index measures your motivational style and drivers. Together they will help you understand HOW you prefer to get things done, and WHY you’re motivated to do them. This level of selfawareness and discovery are the core to achieving peak performance in any role or endeavor, to ensure that you properly align what you do best with how you do it and why. Anthony Robbins Coaching www.tonyrobbins.com Copyright 2016 Innermetrix Incorporated • All rights reserved DISC Plus Executive Summary Natural and Adaptive Styles Comparison- 0 D I S C 81 / 56 67 / 88 53 / 17 32 / 10 Natural Style: The natural style is how you behave Adaptive Style: when you are being most natural. It is your basic The adaptive style is how you behave when you feel style and the one you adopt when you are being you are being observed or how you behave when authentic and true to yourself. It is also the style you are aware of your behavior. This style is less that you revert to when under stress or pressure. natural and less authentic for you or your true Behaving in this style, however, reduces your stress tendencies and preferences. When forced to adapt and tension and is comforting. When authentic to to this style for too long you may become stressed this style you will maximize your true potential and less effective. more effectively. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay 10 DISC Plus Seven Dimensions of Value and Motivation Executive Summary of Christopher's Values- 80 70 68 67 60 60 50 1 SD 40 norm 30 1 SD 36 26 23 20 0 Aesthetic Economic Individualistic Political Altruist Regulatory Theoretical Low Aesthetic You have a bottom-line approach focusing on functionality over form or aesthetics. High Economic Your high drive for economic gain helps provide motivation through long projects and assignments. High Individualistic You have no problem standing up for your own rights and may impart this energy into others as well. High Political You are able to accept the credit or take the blame with a 'the buck stops here' attitude. Low Altruist You won't be taken advantage of and protect your own turf and that of the team or organization. Average Regulatory You are able to balance and understand the need to have structure and order, but not paralyzed without it. Very High Theoretical You are passionate about learning for its own sake. You are continually in learning mode and bringing a very high degree of technical or knowledge base credibility. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay 10 DISC Plus Introduction to the DISC Index The DISC Index HOW do you prefer to use your talents based on your natural behavioral style? Copyright 2016 Innermetrix Incorporated • All rights reserved DISC Plus Executive Summary Natural and Adaptive Styles Comparison- 0 D I S C 81 / 56 67 / 88 53 / 17 32 / 10 Natural Style: The natural style is how you behave Adaptive Style: when you are being most natural. It is your basic The adaptive style is how you behave when you feel style and the one you adopt when you are being you are being observed or how you behave when authentic and true to yourself. It is also the style you are aware of your behavior. This style is less that you revert to when under stress or pressure. natural and less authentic for you or your true Behaving in this style, however, reduces your stress tendencies and preferences. When forced to adapt and tension and is comforting. When authentic to to this style for too long you may become stressed this style you will maximize your true potential and less effective. more effectively. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay 10 DISC Plus Introduction About This Report Research conducted by Innermetrix shows that the most successful people share the common trait of self-awareness. They recognize the situations that will make them successful, and this makes it easy for them to find ways of achieving objectives that fit their behavioral style. They also understand their limitations and where they are not effective and this helps them understand where not to go or how not to be as well. Those who understand their natural behavioral preferences are far more likely to pursue the right opportunities, in the right way, at the right time, and get the results they desire. This report measures four dimensions of your behavioral style. They are: • Decisive — your preference for problem solving and getting results • Interactive — your preference for interacting with others and showing emotion • Stability — your preference for pacing, persistence and steadiness • Cautious — your preference for procedures, standards and protocols • The Elements of DISC — Educational background behind the profile, the science and the four dimensions of behavior • The DISC Dimensions — A closer look at each of your four behavioral dimensions • Style Summary — A comparison of your natural and adaptive behavioral styles • Behavioral Strengths — A detailed strengths-based description of your overall behavioral style • Communication — Tips on how you like to communicate and be communicated with • Ideal Job Climate — Your ideal work environment • Effectiveness — Insights into how you can be more effective by understanding your behavior • Behavioral Motivations — Ways to ensure your environment is motivational • Continual Improvement — Areas where you can focus on improving • Training & Learning Style — Your preferred means of sharing and receiving styles • Relevance Section — Making the information real and pertinent to you • Success Connection — Connecting your style to your own life Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay This report includes: DISC Plus Four Components of Behavior The Elements of the DISC-Index This DISC-Index report is unique in the marketplace for a number of reasons. You just completed the first ever click & drag DISC instrument on the market. This was constructed in a precise manner to allow for ease of responses, even in the midst of many difficult decisions. This intuitive interface allows you to focus on your answers, not the process. Also, unlike other DISC instruments, this instrument allows you to rank all four items instead. As a result, this instrument produces zero waste in responses. Some instruments ask you to choose two items out of four, and leave two items blank. Those instruments have a 50% waste of terms, and do not provide for an efficient response process. The DISC Index instrument eliminates that response problem. Another unique aspect of this DISC-Index report is that we present the DISC aspects of your behavior both as separate entities and as a dynamic combination of traits. This report presents the first time that as an important learning tool as you explore the deeper aspects of DISC. Your unique pattern of DISC traits is developed through the context of this report. Additionally, the following four pages will be devoted to exploring your DISC scores as separate components within the unique combination of traits that you exhibit. A comment on contradictions: You may read some areas of this report that may contradict other text. This is due to the fact that many of us show contradictory behaviors in the normal course of our daily operations. Each of us are at times talkative and other times more reflective, depending on how we are adapting our behavior. The expression of these contradictions is a demonstration of the sensitivity of this instrument to determine these subtle differences in our natural and adaptive style. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay each of the DISC elements are separated and developed as pure entities of themselves. This can serve DISC Plus Four Components of Behavior A closer look at the four components of your behavioral style Decisive Interactive Stabilizing Cautious Problems: People: Pace: Procedures: How you tend to pace things in your environment Your preference for established protocol/ standards How you tend to How you tend to interact approach problems and with others and share make decisions opinions High I High S High C Demanding Gregarious Patient Cautious Driving Persuasive Predictable Perfectionist Forceful Inspiring Passive Systematic Daring Enthusiastic Complacent Careful Determined Sociable Stable Analytical Competitive Poised Consistent Orderly Responsible Charming Steady Neat Inquisitive Convincing Outgoing Balanced Conservative Reflective Restless Independent Mild Matter-of-fact Active Rebellious Agreeable Withdrawn Spontaneous Careless Unobtrusive Aloof Impetuous Defiant Low D Low I Low S Low C Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay High D DISC Plus Four Components of Behavior Christopher Lungay Copyright 2016 Innermetrix Incorporated • All rights reserved DISC Plus Four Components of Behavior Decisive Your approach to problem-solving and obtaining results The D in DISC represents Decisiveness. Your score on this scale, represented below, shows your location on the D spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher D — Tend to solve new problems very quickly and assertively. They take an active and direct approach to obtaining results. The key here is new problems such as those that are unprecedented or haven't happened before. There may also be an element of risk in taking the wrong approach or developing an incorrect solution, but those with a High D score are willing to take those risks, even if they may be incorrect. Natural 100 90 81 / Adaptive 56 Your score shows a very high score on the 'D' spectrum. The comments below highlight some of the traits specific to just your unique score. 80 • 70 • 60 • - • • • You are direct in your communications, no ambiguities. You are a great source of innovation and new solutions, even if radical sometimes. You love a good challenge, seek freedom, and look for a lot of variety. You are practical - all about the business and getting results quickly without fluff or delay. When stressed, you can become somewhat of a selective listener, hearing only what you want to hear. Your approach tends to be forceful and very direct. 10 0 Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay Lower D — Tend to solve new problems in a more deliberate, controlled, and organized manner. Again, the key here is new and unprecedented problems. The Lower D style will solve routine problems very quickly because the outcomes are already known. But, when the outcomes are unknown and the problem is an uncertain one, the Lower D style will approach the new problem in a calculated and deliberate manner by thinking things through very carefully before acting. DISC Plus Four Components of Behavior Interactive Your approach to interacting with people and display of emotions. The I in DISC represents Interactive. Your score on this scale represented below shows your location on the I spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher I — Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key here is new people whom one hasn't met before. Many other styles are talkative, but more so with people that they've known for some time. The Higher I scores are talkative, interactive and open even with people whom they have just initially met. People scoring in this range may also be a bit impulsive. Generally speaking, those with the Higher I scores are generally talkative and outgoing. Natural 100 90 67 / Adaptive 88 Your score shows a moderately high score on the 'I' spectrum. The comments below highlight some of the traits specific to just your unique score. 80 • 70 • 60 • 50 • 40 • 30 • You are talkative and express your opinions freely. You prefer to deal with people and get results with and through them rather than by yourself. You are sociable and outgoing with others. You strongly prefer a democratic and not dictatorial professional environment or relationships. You prefer an environment with plenty of people contact. You are affable and friendly when meeting new people. 20 10 0 Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay Lower I — Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the key word "new people" enters the equation. Those with Lower I scores are talkative with their friends and close associates, but tend to be more reserved with people they've just recently met. They tend to place a premium on the control of emotions, and approach new relationships with a more reflective approach than an emotional one. DISC Plus Four Components of Behavior Stabilizing Your approach to the pace of the work environment The S in DISC represents Stabilizing. Your score on this scale represented below shows your location on the S spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher S — Tend to prefer a more controlled, deliberative and predictable environment. They place a premium on security of a work situation and disciplined behavior. They also tend to show a sense of loyalty to a team or organization, and as a result, may have a greater longevity or tenure in a position than some other styles. They have an excellent listening style and are very patient coaches and teachers for others on the team. Natural 100 90 53 / Adaptive 17 Your score shows a high average score on the 'S' spectrum. The comments below highlight some of the traits specific to just your unique score. 80 • 70 • 60 • • 50 • 40 • 30 You are generally known as steadfast and dependable. If insufficient structure and order exist, you will create it. When you need to, you can be flexible to change or new ideas. You believe rules exist for a reason. You prefer to have sufficient clarification of policy or tasks before proceeding, so as to avoid mistakes. You are consistent and predictable over the long haul, even in the midst of change. 20 10 0 Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay Lower S — Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom of expression and the ability to change quickly from one activity to another. They tend to become bored with the same routine that brings security to the Higher S traits. As a result, they will seek opportunities and outlets for their high sense of urgency and high activity levels, as they have a preference for spontaneity. DISC Plus Four Components of Behavior Cautious Your approach to standards, procedures, and expectations. The C in DISC represents Cautiousness. Your score on the scale represented below shows your location on the C spectrum based on the pattern of your responses. A high score doesn't mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits. For example: Higher C — Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom they respect. They like things to be done the right way according to the operating manual. "Rules are made to be followed" is an appropriate motto for those with higher C scores. They have some of the highest quality control interests of any of the styles and frequently wish others would do the same. Natural - 32 / Adaptive 10 Your score shows a moderately low score on the 'C' spectrum. The comments below highlight some of the traits specific to just your unique score. • 70 60 • 50 • 40 • 30 20 10 • • You can develop a variety of strategies and procedures as situations demand. Your opinions tend to be quite firm when it comes to breaking with convention to answer the needs of the situation. You view rules more as guidelines that may need to be bent or modified depending on the situation. You prefer to be encouraged to create and try new ideas and procedures. You prefer varied activities, never a dull moment. You are more bottom-line oriented (e.g., "Let's get the job done now"). 0 Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay Lower C — Tend to operate more independently from the rules and standard operating procedures. They tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by developing a variety of strategies as situations demand. To the Lower C scores, rules are only guidelines, and may be bent or broken as necessary to obtain results. DISC Plus Natural Style Pattern Overview Natural Style Pattern: Your natural style is the way you tend to behave when you aren't thinking about it. This is where you are most comfortable (natural). This is also the style you will revert back to when under stress or moving too quickly to be consciously thinking about modifying your behavior. Finally, this is the style you should seek to be true to in your daily roles. Being natural will return better results with less effort and stress. The following statements are true to just your unique natural style: • Is seen by others as a mover & shaker and one who loves to compete with the best. • Usually looks on the positive side, emphasizing strengths and successes while minimizing limitations. • Seem to thrive in positions of power, authority, and responsibility. • Brings a very high sense of urgency to projects and tasks. Gets things done… now. • Shows a need to be responsive and to move quickly to maximize results. • Fueled by ego and optimism, he may be seen as a bold risk-taker. The Lower S and C preferences add energy to this preference. • May be seen by some as aggressive and determined to meet or exceed goals or expectations. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • Able to see the big picture and communicate it clearly to others. DISC Plus Adaptive Style Pattern Overview Adaptive Style Pattern: This is the style of behavior you adapt to when you are conscious of your own behavior, when you feel you are being observed or whenever you are trying to better fit a situation. This is not a natural style for you, but still one of your two styles none-the-less. In other words, it is the way you feel you "should" behave when thinking about it. The statements below are specific to your individual Adaptive style: • You want to be seen as able to influence others by your enthusiasm and openness to alternatives. • On the job, will seek assignments with high people contact, and an image of authority or knowledge in an area. • You appreciate others who show a high degree of flexibility and spontaneity with organizational projects. • You want to be seen as one who can work with people, and get things done through mutual • May fear limitations or restrictions on your flexibility or spontaneity. • You persuade stakeholders by your personal and friendly approach. • When pressured on the job, you may become more persuadable and less firm in opinions. • You want to be seen as one who has a high trust level in working with others. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay cooperation. DISC Plus Ideas for Being More Effective Based on your behavioral style there are certain opportunities for becoming more effective by being aware of how you prefer, and enjoy, to behave. The items below may assist you in your professional development growth. By understanding these items you may find explanations for why you may be stuck in some areas of your life and why other aspects give you no trouble at all. You could be more effective by: • Watching how much you challenge others as many may see it as an ego drive, not a bottom-line approach. • Learning to follow as well as you might lead. • Becoming more sensitive to the climate or the situation, and adjusting your intensity accordingly. • Softening your approach with more introverted people. • Working in an organization that practices participatory leadership. • Trying not to over-react. • Becoming more aware of your approach to others, and it's impact on others. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • Being aware that your level of aggressiveness and tenacity may be off putting to others. DISC Plus Ideas for Staying More Motivated Your behavioral style will cause you to be motivated by certain factors in your environment. Having these present may make you feel more motivated, and productive. The following are things that you may want in your surroundings to feel optimally motivated: • Authority equal to your responsibility. • A strong, visible group or organization with which to identify. • Power, authority, and control to make decisions to achieve successful results. • Someone else who you trust to do the detailed work and the follow through. • Social recognition for success on a project or achieving a goal. • Social recognition of leadership or communication ability. • Opportunity for advancement and career expansion. • The organization to use your skills to lead, persuade, and delegate responsibility. Christopher Lungay Copyright 2016 Innermetrix Incorporated • All rights reserved DISC Plus Strength-based Insights Each behavioral style contains certain unique strengths as a result of how your four behavioral dimensions relate to each other. Understanding your own unique behavioral strengths is an important part of putting your new level of self-awareness to work for your success and satisfaction. The following statements highlight specific strengths of your behavioral style: • Ready to take the credit or the blame for the results. • Cooperative team player or leader who respects organizational policies and protocol. • Strong ability to motivate and manage others through optimistic attitude and firm delegation of tasks. • Shows the rare ability to concentrate on ideas, issues, and people and relate them instantly to the big picture. • Able to jump into the middle of a project-in-process, accept control and responsibility, get people on board, and make decisions quickly. • Able to multi-task in a variety of areas, maintaining control over many projects simultaneously. • Scores like those who thrive in competitive situations. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • Has the ability to be both firm and friendly as the situation demands. DISC Plus Ideal Job/Climate Your behavioral style plays a significant role in determining what aspects of an environment you like. The items below will help you understand what will define an ideal working climate for you. Based on how you prefer to behave, an ideal climate for you is one that provides you with: • New and varied activities; a change-oriented workplace culture. • Challenging assignments. • Freedom from controls, details, and minutia. • Public recognition of accomplishments. • Freedom of speech and self-expression. • Opportunities to learn, grow, and advance rapidly. • Wide scope of involvement with a variety of people. • Authority equal to your responsibility. Christopher Lungay Copyright 2016 Innermetrix Incorporated • All rights reserved DISC Plus Areas for Continual Improvement Along with strengths, all behavioral styles come with areas that could become weaknesses - if depended upon or not acknowledged. The trick is not to manufacture a weakness in the first place by depending on these things. Here are a few items that could become problematic for you if not acknowledged or known. Your awareness of the potentials below is your best step in making sure they remain only potential problems. Due to your behavioral style, you may tend to: • Rather than emphasizing the positive, may sometimes be too fault-finding with teams and results. • May oversell others on the goals and the ability to achieve them. • Sometimes decisions might be made without consulting others, and without sharing information after the decision is made. miscommunications. • Become over-challenging and over-optimistic in goal setting, and post goals that are unrealistically high. • Could get more accomplished through people by using a greater amount of patience with individuals and teams. • May become impatient if not getting appropriate attention and recognition from others. • The high ego may appear as blunt and critical to some people don't share the same ego strength. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • May become defensive and blame other areas of the organization for inefficiencies or DISC Plus Preferred Training and Learning Style Based on how you tend to behave you have certain preferences for how you like to convey information, teach, instruct or share knowledge with others. This is also true of how you like to receive information and learn. Understanding your behavioral preferences here will help increase your effectiveness in teaching or instructing others, and in being taught and learning. How you prefer to share knowledge or teach: • Bottom-line orientation to preparing participants for skills they will need. • Structures the events for efficiency in achieving goals and skills. • Evaluations based on certifying that participants have certain skills. • Believes that knowledge gives the participants abilities to solve new problems. • Structures events to inspire participants to act on their ideas and visions. • Evaluations based on maximizing the participants' process and success. How you prefer to receive knowledge or learn: • Structures own learning. • Needs "what to do and when to do it" for optimal time and process management. • Self-defined goals. • Interacts frequently with others. • Develops own learning strategies. • Individualized, independent self-study. • Responds to extrinsic motivation such as praise and encouragement. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • Knowledge gives the participants the ability to maximize their potential and share with others. DISC Plus Communication Insights for Others This page is unique in this report because it is the only one that doesn't speak directly to you, rather to those who interact with you. The information below will help others communicate with you more effectively by appealing to your natural behavioral style. The first items are things others SHOULD do to be better understood by you (Do's) and the second list is of things others SHOULD NOT do (Don'ts) if they want you to understand them well. Things to do to effectively communicate with Christopher: • Provide options for Christopher to express his opinions and make some of the decisions. • Provide immediate incentives for his willingness to help on the project. Ask for his opinions. • When disagreeing, take issue with the methods or procedures, not with the person. • Plan some extra time in your schedule for talking, relating, and socializing, but let him take the lead, and don't be surprised if the socializing ends abruptly. • Ask 'what' oriented questions that close the issue or topics. • When agreeing, support the ideas and potential results, not the person. Things to avoid to effectively communicate with Christopher: • Avoid making guarantees and assurances when there is a risk in meeting them. • Don't talk down to him. • Avoid wild speculations without factual support. • When disagreeing, don't let it reflect on him personally. • When agreeing, don't reinforce with "I'm with you, Christopher." • Avoid asking rhetorical questions, or useless ones. • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • Plan to talk about things that support his dreams and goals. DISC Plus Relevance Section In order to make the most out of the information in this report it is important that you connect it to your life in a tangible way. To help you make this information your own, and pull out the most relevant parts, fill in the blanks below. Decisiveness: How is your 'D' score relevant to your life? ___________________________________________________________________________________________________________ Interacting: How is your 'I' score relevant to your life? ___________________________________________________________________________________________________________ Stabilizing: How is your 'S' score relevant to your life? Cautiousness: How is your 'C' score relevant to your life? ___________________________________________________________________________________________________________ Overall Natural Style: What is one way in which your natural style relates to your life? ___________________________________________________________________________________________________________ Overall Adaptive Style: What is one way in which your adaptive style relates to your life? ___________________________________________________________________________________________________________ Strength-based insights: What specific strengths do you think connect to your success more than any other? ___________________________________________________________________________________________________________ Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay ___________________________________________________________________________________________________________ DISC Plus Relevance Section Communication Dos and Don'ts: What did you learn from understanding your preferred communication style? ___________________________________________________________________________________________________________ Ideal Job Climate: How well does your current climate fit your behavioral style? ___________________________________________________________________________________________________________ Effectiveness: What is one way in which you could become more effective? ___________________________________________________________________________________________________________ Motivation: How can you stay more motivated? Improvement: What is something you learned that you can use to improve your performance? ___________________________________________________________________________________________________________ Training/Learning: What did you learn that could help you instruct others better, or learn more effectively? ___________________________________________________________________________________________________________ Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay ___________________________________________________________________________________________________________ DISC Plus Relevance Section Your final step to making sure you really benefit from the information in this report is to understand how your behavioral style contributes to, and perhaps hinders, your overall success. Supporting Success: Overall, how can your unique behavioral style support your success? (cite specific examples) ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Overall, how could your unique behavioral style get in the way of your success? (cite specific examples) ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay Limiting Success: DISC Plus Introduction to the Values Index The Values Index WHY are you motivated to use your talents based on your drivers of engagement? Copyright 2016 Innermetrix Incorporated • All rights reserved DISC Plus Introduction About This Report Research conducted by Innermetrix shows that the most successful people share the common trait of self-awareness. They recognize the situations that will make them successful, and this makes it easy for them to find ways of achieving objectives that resonate with their motivations. They also understand their limitations and where they are not effective and this helps them understand what does not inspire them or what will not motivate them to succeed. 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. This report measures seven dimensions of motivation. They are: • Aesthetic - a drive for balance, harmony and form. • Individualistic - a drive to stand out as independent and unique. • Political - a drive to be in control or have influence. • Altruist - a drive for humanitarian efforts or to help others altruistically. • Regulatory - a drive to establish order, routine and structure. • Theoretical - a drive for knowledge, learning and understanding. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • Economic - a drive for economic or practical returns. DISC Plus Seven Dimensions of Value and Motivation The Elements of the Values Index This Values Index is unique in the marketplace in that it examines seven independent and unique aspects of value or motivation. Most other values instruments only examine six dimensions of value by combining the Individualistic and Political into one dimension. The Values Index 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 motivations and drivers. Also, the Values Index is the first to use a click & drag approach to rank the various statements in the instrument, which makes taking the instrument more intuitive, natural and in the end you can actually create the order you see in your mind on the screen. choices more relevant to your life today, which helps ensure the most accurate results possible. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay Finally, the Values Index instrument contains the most contemporary list of statements to make your DISC Plus Seven Dimensions of Value and Motivation A closer look at the seven dimensions Values help influence behavior and action and can be considered somewhat of a hidden motivation because they are not readily observable. Understanding your values helps to tell you why you prefer to do what you do. It is vital for superior performance to ensure that your motivations are satisfied by what you do. This drives your passion, reduces fatigue, inspires you and increases drive. The Drive For Aesthetic Form, Harmony, Beauty, Balance Economic Money, Practical results, Return Individualistic Independence, Uniqueness Political Control, Power, Influence Altruistic Altruism, Service, Helping others Regulatory Structure, Order, Routine Theoretical Knowledge, Understanding Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay Value DISC Plus Seven Dimensions of Value and Motivation Executive Summary of Christopher's Values- 80 70 68 67 60 60 50 1 SD 40 norm 30 1 SD 36 26 23 20 0 Aesthetic Economic Individualistic Political Altruist Regulatory Theoretical Low Aesthetic You have a bottom-line approach focusing on functionality over form or aesthetics. High Economic Your high drive for economic gain helps provide motivation through long projects and assignments. High Individualistic You have no problem standing up for your own rights and may impart this energy into others as well. High Political You are able to accept the credit or take the blame with a 'the buck stops here' attitude. Low Altruist You won't be taken advantage of and protect your own turf and that of the team or organization. Average Regulatory You are able to balance and understand the need to have structure and order, but not paralyzed without it. Very High Theoretical You are passionate about learning for its own sake. You are continually in learning mode and bringing a very high degree of technical or knowledge base credibility. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay 10 DISC Plus Seven Dimensions of Value and Motivation Christopher Lungay Copyright 2016 Innermetrix Incorporated • All rights reserved DISC Plus Your Aesthetic Drive 80 67 60 The Aesthetic Dimension: 68 The main motivation in this value is the drive to achieve balance, harmony and find form or beauty. 36 Environmental concerns or “green” initiatives are also 26 23 typically prized by this dimension. AES ECO IND POL ALT REG THE General Traits: • You are not negatively effected by unaesthetic work environments. • You are not likely to emotionally connect with artistic form and harmonic balance. • You believe making something 'pretty' just for pretty's sake is not very practical. this report. • You can take or leave aesthetically pleasing things. Key Strengths: • You tend to take more of a bottom-line approach. • You are a strong survivor even in heavy competition. • To you, achieving balance and peace in life may take a back seat to results. • You are less emotional than many and prefer practical transactions. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • Having harmony and balance may not be as important to you as other drive factors shown in DISC Plus Your Aesthetic Drive 80 67 60 The Aesthetic Dimension: 68 The main motivation in this value is the drive to achieve balance, harmony and find form or beauty. 36 Environmental concerns or “green” initiatives are also 26 23 typically prized by this dimension. AES ECO IND POL ALT REG THE Motivational Insights: • You connect topics to improvements in function, not things like harmony or beauty. • You stick to the bottom-line issues. • You appeal to the practical aspects of a situation. aesthetics of the work environment. Leave it to others and enjoy the fruits of their efforts. • To you, rational goals are more inspirational than emotional or feel-good ones. Training/Learning Insights: • You teach/learn in a very practical way, nothing fancy. • You will be flexible about the surroundings in which you learn. • You should avoid lots of team interaction just for the sake of interaction; be certain there is a business reason. • You will make sure to connect training benefits to business opportunities. • You believe more team involvement would benefit from pointing out the practical reasons. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • To maintain your optimal level of motivation, avoid getting involved with projects related to the DISC Plus Your Aesthetic Drive 80 67 60 The Aesthetic Dimension: 68 The main motivation in this value is the drive to achieve balance, harmony and find form or beauty. 36 Environmental concerns or “green” initiatives are also 26 23 typically prized by this dimension. AES ECO IND POL ALT REG THE Continual Improvement Insights: • Some might consider you somewhat unconcerned about aesthetics, artistic beauty or harmony. • You may be seen as a bit overly businesslike. • You should try to appreciate the value others have for artistic things, or trying to increase • Remember to respect the creativity of others. • You need to remember that others have different levels of of aesthetic values, and their opinions need to be respected. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay workplace aesthetics. DISC Plus Your Economic Drive 80 67 60 The Economic Dimension: 68 This dimension examines the motivation for security from economic gain, and to achieve practical returns. 36 The preferred approach of this dimension is a 26 23 professional one with a focus on bottom-line results. AES ECO IND POL ALT REG THE General Traits: • You are motivated by high pay, and attach importance to high earnings. • You may want to surpass others in wealth or materials. • You are goal driven, especially financial goals. financial potential as a result of the training effort. • You may fit the stereotype of the typical American businessperson, interested in economic incentives. Key Strengths: • You will protect organizational or team finances fiercely. • You pay attention to return on investment in business or team activity. • You are able to multi-task in a variety of areas, and keep important projects moving. • You are profit driven and bottom-line oriented. • You keep an ear to the revenue-clock, your own and the organization's. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • Your sales, technical, or management training programs should demonstrate a bottom-line DISC Plus Your Economic Drive 80 67 60 The Economic Dimension: 68 This dimension examines the motivation for security from economic gain, and to achieve practical returns. 36 The preferred approach of this dimension is a 26 23 professional one with a focus on bottom-line results. AES ECO IND POL ALT REG THE Motivational Insights: • You should be certain you are balancing your professional and personal life. • You should provide opportunity for financial rewards for excellent performance. • You should link training and meeting events to potential gains in business share or future • You should be certain to reward performance, and encourage participation as an important member of the team. • You should provide coaching to help reduce the potential visible "greed-factor" which may appear. Training/Learning Insights: • You link learning outcomes to the ability to become more effective in increasing earnings for both yourself and the organization. • You score like those who want information that will help them increase bottom-line activity and effectiveness. • You attempt to provide some rewards or incentives for participation in additional training and professional development. • If possible, build in some group competition as a part of your training activities. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay income. DISC Plus Your Economic Drive 80 67 60 The Economic Dimension: 68 This dimension examines the motivation for security from economic gain, and to achieve practical returns. 36 The preferred approach of this dimension is a 26 23 professional one with a focus on bottom-line results. AES ECO IND POL ALT REG THE Continual Improvement Insights: • You may judge the efforts of others on the team by an economic scale only. • You may need to work on balancing other Values scales and appreciating the strengths that others bring, even those who may not share this high Economic drive. of potential selfishness. • While this high economic drive may be a significant motivating factor in your achieving goals, it may also become a visible "economic factor" especially in sales people, and others sharing this very economic drive. • You may need to hide the dollar signs in your eyes in order to establish the most appropriate rapport with others. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • You may need to develop an increased sensitivity to the needs of others and less demonstration DISC Plus Your Individualistic Drive 80 67 60 The Individualistic Dimension: 68 The Individualistic dimension deals with one's need to be seen as unique, independent, and to stand apart from 36 the crowd. This is the drive to be socially independent 26 23 and have opportunity for freedom of personal AES ECO IND POL ALT REG THE expression. General Traits: • You may have a tendency to push-the-envelope a bit in situations where winning is desired. • You like to have your own niche; the place where you can excel. • You prefer to make your own decisions about how an assignment or project is to be • Your pattern of responses indicates that you have a strong desire to be your own person. • You bring a lot of energy that needs to be put to good use. Key Strengths: • You enjoy making presentations to small or large groups and are generally perceived as an engaging presenter by your audiences. • You realize that we are all individuals and have ideas to offer. • You desire to be an individual and to celebrate differences. • You have the ability to take a stand and not be afraid to be different in either ideas or approaches to problem solving. • You bring a variety of different and energetic ideas to the workplace. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay accomplished. DISC Plus Your Individualistic Drive 80 67 60 The Individualistic Dimension: 68 The Individualistic dimension deals with one's need to be seen as unique, independent, and to stand apart from 36 the crowd. This is the drive to be socially independent 26 23 and have opportunity for freedom of personal AES ECO IND POL ALT REG THE expression. Motivational Insights: • Remember that even as attention from others is important, you may also desire some independence from team organization and protocol at times. • Be open to new ideas you may offer, and realize that you may do things a bit differently than • You may bring a variety of strengths to the team that may not have been utilized; explore the possibilities of expanding these opportunities. • You should be allowed freedom to make your own decisions about how an assignment should be completed. • You will appreciate 'air-time' at meetings to share ideas with others on the team. Training/Learning Insights: • Your learning and professional development activities should be flexible, having a wide variety of options. • You should attempt to provide enough creative space for you to express your uniqueness. • You should allow for some experimental or non-routine types of options. • You should link some of the benefits of the learning activity to enhancing ability to make a special and unique contribution to the team. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay standard operating procedures. DISC Plus Your Individualistic Drive 80 67 60 The Individualistic Dimension: 68 The Individualistic dimension deals with one's need to be seen as unique, independent, and to stand apart from 36 the crowd. This is the drive to be socially independent 26 23 and have opportunity for freedom of personal AES ECO IND POL ALT REG THE expression. Continual Improvement Insights: • Sometimes your very unique approaches do not always result in complete success, and may sometimes cause conflict with others if sensitivity is not used. • Sometimes individuals with this high Individualistic score, if in a presentation situation, may of the presentation. • Your potential value clashes with others may be reduced through increased awareness and sensitivity to the needs of others. • You may need to remember that your good ideas aren't the only good ideas. • You may need to listen more to others and speak less. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay spend excess time telling (or selling) the audience on their own, rather than discussing the topic DISC Plus Your Political Drive 80 67 60 The Political Dimension: 68 This drive is to be seen as a leader and to have influence and control over one's environment or success. 36 Competitiveness is often associated with those scoring 26 23 high in this motivation. AES ECO IND POL ALT REG THE General Traits: • You enjoy winning. • You seek competition. • You desire leadership and are ready for the accountability that comes with it. • You like to be your own boss and to have control over time and resources to accomplish goals. Key Strengths: • You have a ‘buck stops here' approach to business and getting things done. • You have a high energy level to work hard at meeting goals. • You accept struggle and hard work toward a goal. • You are able to plan and design work projects for teams to accomplish. • You are able to plan and control your own work tasks. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • You are comfortable being in a leadership position and seek those roles. DISC Plus Your Political Drive 80 67 The Political Dimension: 68 60 This drive is to be seen as a leader and to have influence and control over one's environment or success. 36 Competitiveness is often associated with those scoring 26 23 high in this motivation. AES ECO IND POL ALT REG THE Motivational Insights: • You enjoy status and esteem in the eyes of others. • You prefer freedom to take risks, but also need the boundaries and limits to the risk-taking freedom. • You appreciate occasional public recognition and praise for successes. • You may like to be seen as a catalyst for change. Training/Learning Insights: • You score like those who frequently show an interest in leading some training or professional development activities. • If group activities are involved, attempt to build in some competition and group leadership events. • You provide for individual recognition for exceptional performance. • You link learning successes with potential to increase personal credibility and motivation of teams when working with others. • Some who share this score range may prefer independent study instead of group or team learning activities. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • You score like others who may feel stifled if surrounded by many constraints. DISC Plus Your Political Drive 80 67 60 The Political Dimension: 68 This drive is to be seen as a leader and to have influence and control over one's environment or success. 36 Competitiveness is often associated with those scoring 26 23 high in this motivation. AES ECO IND POL ALT REG THE Continual Improvement Insights: • You may need to be more sensitive to the needs of others on the team. • You may be perceived as one who oversteps authority without cause. • You may show impatience with others who don't see the big picture as clearly. explored. • You may project a high sense of urgency which may also translate to some as a high intensity. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • You may need to soften your own agenda at times and allow for other ideas and methods to be DISC Plus Your Altruist Drive 80 67 60 The Altruistic Dimension: 68 This drive is an expression of the need or drive to benefit others in a humanitarian sense. There is a genuine 36 sincerity in this dimension to help others, give of one's 26 23 time, resources and energy, in aid of others. AES ECO IND POL ALT REG THE General Traits: • You are not driven by a strong desire to be Altruistic. • You may not be seen as the most generous person when it comes to donating free time or services. • Your Altruistic score is a moderately low priority for you and other Values take a greater importance in your business activity. • You view it as risky to openly trust others too much. Key Strengths: • You are more pragmatic and prefer a bottom-line approach rather than a selfless and servicing approach. • You can weather storms well and survive well in competitive situations. • Purely emotional arguments or pleas do not convince you very effectively. • You have rational-steady business focus. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • You might become a little more concerned with personal interests than those of others. DISC Plus Your Altruist Drive 80 67 60 The Altruistic Dimension: 68 This drive is an expression of the need or drive to benefit others in a humanitarian sense. There is a genuine 36 sincerity in this dimension to help others, give of one's 26 23 time, resources and energy, in aid of others. AES ECO IND POL ALT REG THE Motivational Insights: • You should stay unemotional when trying to convince, and appeal to 'business-sense.' • You should include personal benefit when attempting to persuade. • You are motivated more by goals and objectives than by supporting others strictly for support's • You can work fine alone and may prefer less involvement with a team in order to maximize personal efficiency. • You stick to the bottom line and avoid emotional appeals and rhetoric. Training/Learning Insights: • You should connect your arguments to the business need, not the human need. • You should demonstrate the practical benefits of any training or learning. • You should connect all training or learning to the bottom-line business needs and how it will return personal results. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay sake. DISC Plus Your Altruist Drive 80 67 60 The Altruistic Dimension: 68 This drive is an expression of the need or drive to benefit others in a humanitarian sense. There is a genuine 36 sincerity in this dimension to help others, give of one's 26 23 time, resources and energy, in aid of others. AES ECO IND POL ALT REG THE Continual Improvement Insights: • Some could consider your very pragmatic approach as self-centered if it is not monitored. • You are likely to be viewed as "guarded" and "reserved" by those who are much more altruistic. • You might benefit from being more sensitive to the personal needs of others. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • You may gain personally by helping others gain personally as well. DISC Plus Your Regulatory Drive 80 67 60 The Regulatory Dimension: 68 The Regulatory drive indicates one's drive to establish order, routine and structure. This motivation is to 36 promote rules and policies, a traditional approach and 26 23 security through standards and protocols. AES ECO IND POL ALT REG THE General Traits: • You are right at the national mean when it comes to desire for stability or steadiness. • You are good at seeing the details, but not likely to get lost in them. • You tend to be balanced and stable. • You move freely and effectively between the rebels and the rule-followers in a group. Key Strengths: • You are good at providing order and structure where it is required. • You are not overly rigid in the need for order and structure. • You act to stabilize those on a team. • You can challenge protocol and be creative if the situation demands it enough. • You serve as a good moderator between those defending the standard operating procedure, and those challenge it. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • You appreciate some structure, but not too much. DISC Plus Your Regulatory Drive 80 67 60 The Regulatory Dimension: 68 The Regulatory drive indicates one's drive to establish order, routine and structure. This motivation is to 36 promote rules and policies, a traditional approach and 26 23 security through standards and protocols. AES ECO IND POL ALT REG THE Motivational Insights: • You can help bring order out of chaos without going overboard. • You can be the mediator between those who support the old guard and those who want revolution. effective. • You will be good at helping maintain a stable environment. • You can be a valuable asset when it comes to working in routine environments. Training/Learning Insights: • You are open to creativity or flexibility. • You prefer to learn in the accepted way through the existing curriculum. • You become a supportive team member who gets behind the initiative. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • You can provide a balanced view for creating new policies, procedures and protocols that are DISC Plus Your Regulatory Drive 80 67 60 The Regulatory Dimension: 68 The Regulatory drive indicates one's drive to establish order, routine and structure. This motivation is to 36 promote rules and policies, a traditional approach and 26 23 security through standards and protocols. AES ECO IND POL ALT REG THE Continual Improvement Insights: • You might benefit from exerting opinions freely in discussions of direction and planning. • You could take a firmer stand on team issues involving dissenting opinions. Christopher Lungay Copyright 2016 Innermetrix Incorporated • All rights reserved DISC Plus Your Theoretical Drive 80 67 60 The Theoretical Dimension: 68 The drive to understand, gain knowledge, or discover the “truth”. This motivation can often be to gain knowledge 36 for knowledge sake. Rational thinking, reasoning and 26 23 problem solving are important to this dimension. AES ECO IND POL ALT REG THE General Traits: • You have many interests outside the workplace. • You are willing to take risks to learn something new. • Others may consider you a strong intellectual. • You believe that continuous learning is healthy for the mind and body. Key Strengths: • You know a little about most everything, and are conversant about it. • You have a strong ability to read, study, and learn independently. • You can usually answer new questions that hit the team or knows where to find answers. • You score as a very active problem-solver. • You have an open-minded approach that comes from broad-based research. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • You have a very high degree of curiosity in a variety of areas. DISC Plus Your Theoretical Drive 80 67 60 The Theoretical Dimension: 68 The drive to understand, gain knowledge, or discover the “truth”. This motivation can often be to gain knowledge 36 for knowledge sake. Rational thinking, reasoning and 26 23 problem solving are important to this dimension. AES ECO IND POL ALT REG THE Motivational Insights: • Look for opportunities to teach as well as to learn. • Identify your interests and seek related information. Topical mail, brochures, and info-sheets… don't throw them into the recycle bin. • You prefer knowledge-based incentives, such as new training courses, books, subscriptions, and journals. • You sometimes prefer incentives or bonuses are earned as tickets to a special event: Consider cultural events that are not just sports related. Training/Learning Insights: • You score like those who may have their own on-going personal development program already in progress. • You enjoy learning even for its own sake, and will be supportive of most training and development endeavors. • You can be depended upon to do your homework… thoroughly and accurately. • You are actively engaged in learning both on and off the job. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • Classes, courses, conferences: Go and Learn. DISC Plus Your Theoretical Drive 80 67 60 The Theoretical Dimension: 68 The drive to understand, gain knowledge, or discover the “truth”. This motivation can often be to gain knowledge 36 for knowledge sake. Rational thinking, reasoning and 26 23 problem solving are important to this dimension. AES ECO IND POL ALT REG THE Continual Improvement Insights: • You shouldn't rush from one learning experience to another. Make certain there are some practical applications. • You score like some who need coaching on time management. more time is allowed. • You may sometimes bog down in details and minutia when needing to see the big picture. • You need to bring a balance at times between the strong desires to acquire new knowledge base, and the reality of the practical applications, if any. Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay • You may prefer to wait on a project, believing that helpful information may be forthcoming if DISC Plus Relevance Section Use this sheet to help you track which motivators are well aligned and which are not and what you can do about it. Action Step: Looking at your Values Index report, find which motivators are the most powerful for you (i.e., which ones are highest and farthest above the norm). Write down the top two in the space below, and record how well your current roles align with these motivators (i.e., how well what you do satisfies what you are passionate about). Alignment Poorly Highly Motivator #1: ______________________ 1 2 3 4 5 Motivator #2: ______________________ 1 2 3 4 5 • 2-4 = Poor • 4-5 = Below Average • 6-7 = Average Tally your score here: • 8-9 = Excellent • 10 = Genius To reach Genius levels of passion, you must increase alignment of your environment with your passions. Motivator #1: What aspects of your company or role can you get involved in that would satisfy this motivator? ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Motivator #2: What aspects of your company or role can you get involved in that would satisfy this motivator? ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay Legend: DISC Plus Success Connection Your final step to making sure you really benefit from the information in this report is to understand how your values style contributes to, and perhaps hinders, your overall success. Supporting Success: Overall, how well do your motivators and drivers help support your success? (cite specific examples): ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ specific examples): ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ Copyright 2016 Innermetrix Incorporated • All rights reserved Christopher Lungay Limiting Success: Overall, how do your natural drivers or motivators not support your success? (cite