John Benedick Quan

John Benedick Quan April 11, 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 / 84 60 / 39 21 / 25 77 / 28 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 John Benedick Quan 10 DISC Plus Seven Dimensions of Value and Motivation Executive Summary of John Benedick's Values- 71 68 60 56 55 1 SD 40 norm 30 1 SD 20 18 49 40 10 0 Aesthetic Economic Individualistic Political Altruist Regulatory Theoretical Very Low Aesthetic You are not into artistic expression, or achieving balance and harmony in life. You are all about the utilitarian, bottom-line results. Average Economic You are able to perceive and create a balance between the need for economic return and other needs as well. Average Individualistic You are not an extremist and able to balance the needs of both others and self. High Political You are able to accept the credit or take the blame with a 'the buck stops here' attitude. High Altruist You have a high desire to help others learn, grow, and develop. 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 John Benedick Quan 50 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 / 84 60 / 39 21 / 25 77 / 28 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 John Benedick Quan 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 John Benedick Quan 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 John Benedick Quan 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 John Benedick Quan High D DISC Plus Four Components of Behavior John Benedick Quan 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 - 81 / Adaptive 84 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. • - • • • • 30 20 • When stressed, you can become somewhat of a selective listener, hearing only what you want to hear. You can be very commanding and tend to take charge more than you follow. Your approach tends to be forceful and very direct. You are direct in your communications, no ambiguities. You demand high levels of results or performance, in both yourself and in others. You are practical - all about the business and getting results quickly without fluff or delay. 10 0 Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan 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 - 60 / Adaptive 39 Your score shows a high average score on the 'I' spectrum. The comments below highlight some of the traits specific to just your unique score. • 70 60 • 50 • 40 • 30 • 20 • You prefer working in a social environment rather than one that is remote or isolated. You appreciate an open-door policy with both peers and supervisors. You present yourself in a poised manner to both small or large groups of people. You prefer an environment with ample people contact. You tend to be generous with your time in helping others. You can be an effective coach or counselor for others. 10 0 Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan 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 21 / Adaptive 25 Your score shows a very low 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 20 • • You could be overly critical of existing structures and systems. You seek personal autonomy or freedom to recreate the conventional wisdom on how best to get results. You constantly seek flexibility and diversity in the work you do. You insist on freedom of expression. You really prefer an unstructured environment over one that is rigid or too structured. You are a change agent who welcomes new things with open arms, actually seeking them out. 10 0 Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan 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 - 77 / Adaptive 28 Your score shows a moderately high 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 • You think it is important to adhere to specific and detailed instructions or procedures. You prefer a neat and clean work environment. You are very conscientious in delivering high levels of detail. You desire a great deal of explanation before beginning new tasks. You like to use a lot of detail when explaining processes and tasks to others. You believe that if it's worth doing, it's worth doing correctly the first time. 10 0 Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan 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: • Evaluates others by their ability to bring about change and accomplish a task quickly and with high quality control. • May vacillate on some decisions, wanting to make the highest quality decision possible, and may keep the information-gate or data-gate open too long. The result may sometimes be decision-bycrisis. The Higher D and C preferences contribute to this. • Can handle assertive and aggressive people with a manner of blunt or critical response. • Day-to-day operations decisions are made very quickly and easily. There is substantially more time, effort, and caution put into larger decisions. The D and C traits account for this. • Shows dominance in many new situations, and an ability to quickly analyze the facts. • Develops new systems and procedures to increase efficiency or quality control. • Tends to be assertive and at the vanguard of leadership in new, creative ideas and solutions. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • Brings a future-oriented awareness to problems and solutions. 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 are very self-reliant. You want to find your own solutions. • You like to be seen as one who will take the credit or the blame, with a comment like, "The buck stops here." • You show others that you can think quickly on your feet to solve a variety of problems and issues. • You are motivated by the new, the innovative, and the cutting-edge ideas in your areas of expertise. • You speak your mind, and may sometimes be blunt, or even sarcastic when under pressure. challenge has been conquered. • You tend to be more of a doer than a dreamer and the primary drive is to get things done, to reach closure, and move on to the next project or issue. • Your high sense of urgency, high ego, and high innovation merge into someone who is not afraid to move, shake, and make some waves in the organization. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • You prefer a change-oriented environment and may become bored when the pace slows or the 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: • Showing a bit more warmth and sincerity towards others. • In an environment with minimum of oversight, interference, and organizational politics getting in your way. • Being more open to change. • Verbalize your thoughts more and include others in the decision-making process more. • Trusting that others can deliver with competence and high standards. • Realizing that your desire for constant high quality work may slow your high-pressure decisionmaking time. • Ask for more input from others. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • Cooperating more with others on a team rather than conducting more solitary work. 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: • A variety of experiences and new challenges. • You want decision-making authority equal to the responsibility you are given. • Power, authority, and control to make decisions to achieve successful results. • Questions answered in brief and precise ways, a trait very typical of the pure High D preference. • To maintain a level of focus on the big picture and results, not the details and minutia. • People around you who are efficient in getting things done and effective in working with people. • Wants many opportunities to learn various aspects of the organization, industry, and global connections. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • Wants to be recognized for achievements and competence. 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: • Able to consider many alternatives, theories, and possibilities as you approach new problems to solve. • Brings a sense of rapid solutions and high quality control to the organization. • Able to make decisions with the bottom-line in mind. • A very creative thinker and innovator. • Maintains a strong business focus on problems, ideas, and solutions. • Explores all possible solutions to problems before making a decision. (As a result, this may sometimes cause delays in the decision-making process.) problems. • Maintains a high sense of urgency: The clock is ticking. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • Provides hard work and heavy mind-share into creating the best possible answers to questions or 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: • Rapid and immediate results for the effort and energy on a project. • An audience to hear your ideas and solutions and to carry them to completion. • Variety and fast pace in the environment. • Many experiences and some occasional unexpected surprises or problems. • Wide sphere of influence and responsibility. • Many challenges and opportunities to demonstrate problem-solving skills. • Performance appraisals based on the results achieved, not the means or process. • Removal from routine or repetitive work. John Benedick Quan 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: • Appear somewhat abrupt and blunt toward others without being aware of it. • Be somewhat cool and aloof at times. • Vacillate too much between decisions due to the need to re-examine evidence, or even the chance that new evidence may come in. • Not share your ideas with others on the team enough. • Work in a rapid burst for a while, followed by periods of re-examination or quiet reflection, which can cause delays. • Place "all" items on the to-do list as priority number one. • Get stuck in a loop between wanting to get it done quickly, but also perfectly. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • Have a high need for perfection that may hamper your satisfaction until it is reached. 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: • Wants to have participants increase their knowledge-base for practical reasons. • Presents detailed information in a logical and sequential manner. • Bottom-line orientation to preparing participants for skills they will need. • Shows authority by using rewards and punishments. • Evaluations based on certifying that participants have certain skills. • Demonstrates a no-nonsense style, and a high sense of urgency to cover the content. How you prefer to receive knowledge or learn: • Self-defined goals. • Doesn't like cloudy or vague issues… will seek black and white alternatives. • High expectations of performance. • More interested in ideas and content than in people. • Learns by considering possibilities and thinking through ideas. • Collects data and analyzes information. • Structures own learning. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • Wants to provide participants with the ability to understand principles and concepts. 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 John Benedick: • Keep on task with the business agenda. • Be prepared for some start-stop events, due to potential indecision from keeping the data-gate open for more information. • Stick to business matters only. • Provide options to express opinions and make some of the decisions. on using all of them. Have the material with you as support. • When agreeing, support the ideas and potential results, not the person. • Make an organized appeal for support and contributions to the project. Things to avoid to effectively communicate with John Benedick: • Don't be casual, informal, or loud. • Don't push too hard. • Don't be sloppy or disorganized. • Avoid making guarantees and assurances when there is a risk in meeting them. • Avoid asking rhetorical questions, or useless ones. • When disagreeing, don't let it reflect on others personally. • Don't leave things up in the air, or to work out by chance. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • Do your homework and be prepared with goals, objectives, support materials, etc., but don't plan 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 John Benedick Quan ___________________________________________________________________________________________________________ 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 John Benedick Quan ___________________________________________________________________________________________________________ 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 John Benedick Quan 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 John Benedick Quan • 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 John Benedick Quan 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 John Benedick Quan Value DISC Plus Seven Dimensions of Value and Motivation Executive Summary of John Benedick's Values- 71 68 60 56 55 1 SD 40 norm 30 1 SD 20 18 49 40 10 0 Aesthetic Economic Individualistic Political Altruist Regulatory Theoretical Very Low Aesthetic You are not into artistic expression, or achieving balance and harmony in life. You are all about the utilitarian, bottom-line results. Average Economic You are able to perceive and create a balance between the need for economic return and other needs as well. Average Individualistic You are not an extremist and able to balance the needs of both others and self. High Political You are able to accept the credit or take the blame with a 'the buck stops here' attitude. High Altruist You have a high desire to help others learn, grow, and develop. 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 John Benedick Quan 50 DISC Plus Seven Dimensions of Value and Motivation John Benedick Quan Copyright 2016 Innermetrix Incorporated • All rights reserved DISC Plus Your Aesthetic Drive 71 68 The main motivation in this value is the drive to achieve 56 55 49 The Aesthetic Dimension: balance, harmony and find form or beauty. 40 Environmental concerns or “green” initiatives are also 18 AES typically prized by this dimension. ECO IND POL ALT REG THE General Traits: • You feel having something look good is not as important as how effectively and efficiently it works. • You are not driven to express creativity or artistry and defer to others on the team with higher • You believe something's usefulness is more important than its appearance. • You are a strong steward of business processes, and don't want to waste resources on aesthetics or beauty if they don't effect productivity. • You are very practical when it comes to aesthetics or decoration of the environment; it must make business sense. Key Strengths: • You can be a strong survivor even in heavy competition. • You tend to take a strong bottom-line approach to business transactions. • You prefer not to share emotions and feelings and may like to work independently at times. • You believe achieving results may take precedence over balance and peace in life. • You are less emotional than most. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan interest. DISC Plus Your Aesthetic Drive 71 68 49 The main motivation in this value is the drive to achieve 56 55 The Aesthetic Dimension: balance, harmony and find form or beauty. 40 Environmental concerns or “green” initiatives are also 18 AES typically prized by this dimension. ECO IND POL ALT REG THE Motivational Insights: • You stick to the bottom-line issues. • You should appeal to the practical aspects of a situation. • You shouldn't assume that a workplace make-over and remodeling will be a substantial • To you, rational goals are the primary motivator. • You don't use lots of fancy rhetoric. Training/Learning Insights: • You teach/learn in a very practical way, nothing fancy. • You make sure to connect training benefits to business opportunities. • You can be flexible about the surroundings in which you learn. • You are not emotionally driven, stick to practical motivations. • You avoid lots of team interaction just for the sake of interaction; be certain there is a business reason. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan motivator. DISC Plus Your Aesthetic Drive 71 68 49 The main motivation in this value is the drive to achieve 56 55 The Aesthetic Dimension: balance, harmony and find form or beauty. 40 Environmental concerns or “green” initiatives are also 18 AES typically prized by this dimension. ECO IND POL ALT REG THE Continual Improvement Insights: • Some might consider you uncaring about aesthetics, artistic beauty or harmony. • You may be seen as overly businesslike. • You should try to appreciate the value others have for artistic things, or trying to increase • You should remember to respect the creativity of others. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan workplace aesthetics. DISC Plus Your Economic Drive 71 68 This dimension examines the motivation for security 56 55 49 The Economic Dimension: from economic gain, and to achieve practical returns. 40 The preferred approach of this dimension is a 18 AES professional one with a focus on bottom-line results. ECO IND POL ALT REG THE General Traits: • The pattern of responses when compared to others in the business community indicates that there would be no visible "greed factor" in the interaction you have with others. • Regarding the Economic score, you would be considered rather practical and realistic about • Since the majority of people score near the mean, this indicates an economic motivation much like that of the average American businessperson. • The drive and motivational factors which tend to lead people who score like you should be measured against other peaks on the Values graph. • You have the ability to identify with and understand other individuals who have both a lower or higher Economic drive than your own. Key Strengths: • What motivates people who score like you? It's more than money alone; it's some of the other peaks that occur on the Values graph. • You are a good team player in helping others with projects and initiatives without requiring an economic return of your own. • You are not an extremist and therefore a stabilizing force when economic issues emerge. • You are able to balance both needs and perspectives of those with substantially different economic drives. • You tend to be a good team player especially because you do not try to compete to the extent of creating dissension within the group, team or office. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan money. DISC Plus Your Economic Drive 71 68 49 This dimension examines the motivation for security 56 55 The Economic Dimension: from economic gain, and to achieve practical returns. 40 The preferred approach of this dimension is a 18 AES professional one with a focus on bottom-line results. ECO IND POL ALT REG THE Motivational Insights: • Remember that your score range is near the national mean for Economic drive and that you don't score as an extremist on this scale. • You typically don't come to the training session asking. 'How much more am I going to earn as a result of this course?' • You may be somewhat flexible in preferences both cooperative and competitive learning activities. • Because your score is near the national mean, please check other Values graph peaks and troughs to obtain additional professional development insights. • Your score is like those who engage in training and development activities in a supportive manner. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan Training/Learning Insights: DISC Plus Your Economic Drive 71 68 49 This dimension examines the motivation for security 56 55 The Economic Dimension: from economic gain, and to achieve practical returns. 40 The preferred approach of this dimension is a 18 AES professional one with a focus on bottom-line results. ECO IND POL ALT REG THE Continual Improvement Insights: • You should assist in those areas or projects where there may be greater financial reward. • You should allow space for those with higher economic drive factors to demonstrate their strengths or voice their ideas. who haven't yet achieved their own economic comfort zone. • There may be times when you may need to take a stronger stand on some issues related to economic drives or incentives. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • If there is already a level of economic comfort, you may need to allow greater voice to those DISC Plus Your Individualistic Drive 71 68 The Individualistic dimension deals with one's need to 56 55 49 The Individualistic Dimension: be seen as unique, independent, and to stand apart from 40 the crowd. This is the drive to be socially independent 18 AES and have opportunity for freedom of personal ECO IND POL ALT REG THE expression. General Traits: • You are generally not considered an extremist on ideas, methods, or issues in the workplace. • You show moderate social flexibility in that you would be considered as one who is socially appropriate and supportive of others on the team. ideas or transactions. • You have the ability to take a stand on an issue when necessary, to yield position when necessary, and to do both with equal sincerity. • You have the ability to take or leave the limelight and attention given for special contributions. Key Strengths: • You may be considered flexible and versatile without being an extremist. • You may be seen as a stabilizing force in organizational operations and transactions. • You are able to follow or lead as asked. • You are able to see both sides of the positions from those with higher and lower Individualistic scores. • You may be able to mediate between the needs of the higher and lower Individualistic members of the team. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • Those who score like you would probably not be considered controversial in their workplace DISC Plus Your Individualistic Drive 71 68 49 The Individualistic dimension deals with one's need to 56 55 The Individualistic Dimension: be seen as unique, independent, and to stand apart from 40 the crowd. This is the drive to be socially independent 18 AES and have opportunity for freedom of personal ECO IND POL ALT REG THE expression. Motivational Insights: • Remember that you score like those with a high social flexibility, that is, you can assume an appropriate leadership role for a team, or be a supportive team member as the situation requires. alienating those with opinions in extreme positions on the spectrum. • You act as a balancing or stabilizing agent in a variety of team environments. • You bring an Individualistic drive typical of many professionals, i.e., near the national mean. • You can provide input to gain a center-lane perspective on an organizational issue related to this Values scale. Training/Learning Insights: • You are able to be a flexible participant in training and development programs. • You tend to enjoy both team-oriented and individual or independent learning activities. • You will be a supportive member of the training experience from the viewpoint of this Values dimension. • Because this score is near the national mean, please check other higher and lower Values areas to obtain additional insight into learning preferences. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • Remember that you show the ability to get along with a wide variety of others, without DISC Plus Your Individualistic Drive 71 68 49 The Individualistic dimension deals with one's need to 56 55 The Individualistic Dimension: be seen as unique, independent, and to stand apart from 40 the crowd. This is the drive to be socially independent 18 AES and have opportunity for freedom of personal ECO IND POL ALT REG THE expression. Continual Improvement Insights: • Without necessarily picking sides, you may need to take a stand on some issues related to individual agendas. • To gain additional insight, you should examine other values drives to determine the importance • You should allow space for those with higher Individualistic drives to express themselves in appropriate ways. • You should avoid criticizing those with higher or lower Individualistic drives, since all Values positions are positions deserving respect. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan of this Individualistic drive factor. DISC Plus Your Political Drive 71 68 This drive is to be seen as a leader and to have influence 56 55 49 The Political Dimension: and control over one's environment or success. 40 Competitiveness is often associated with those scoring 18 AES high in this motivation. ECO IND POL ALT REG THE General Traits: • You are accountable for actions and decisions: Are ready to take the credit or the blame. • You are an active agent in tough decision-making roles. • You seek competition. • You show a very high energy level in working toward goals and ambitions. 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 John Benedick Quan • You use power and control effectively to keep projects moving. DISC Plus Your Political Drive 71 68 49 This drive is to be seen as a leader and to have influence 56 55 The Political Dimension: and control over one's environment or success. 40 Competitiveness is often associated with those scoring 18 AES high in this motivation. ECO IND POL ALT REG THE Motivational Insights: • You prefer an environment with minimal involvement with routine, detail, and paperwork. • You may need to be more willing to share the attention and successes for wins. • You enjoy status and esteem in the eyes of others. • You score like others who may feel stifled if surrounded by many constraints. Training/Learning Insights: • You provide for a variety of learning and professional development options. • You link learning successes with potential to increase personal credibility and motivation of teams when working with others. • You score like those who frequently show an interest in leading some training or professional development activities. • Some who share this score range may prefer independent study instead of group or team learning activities. • You provide for individual recognition for exceptional performance. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • You appreciate occasional public recognition and praise for successes. DISC Plus Your Political Drive 71 68 49 This drive is to be seen as a leader and to have influence 56 55 The Political Dimension: and control over one's environment or success. 40 Competitiveness is often associated with those scoring 18 AES high in this motivation. 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 John Benedick Quan • You may need to soften your own agenda at times and allow for other ideas and methods to be DISC Plus Your Altruist Drive 71 68 This drive is an expression of the need or drive to benefit 56 55 49 The Altruistic Dimension: others in a humanitarian sense. There is a genuine 40 sincerity in this dimension to help others, give of one's 18 AES time, resources and energy, in aid of others. ECO IND POL ALT REG THE General Traits: • Your high sincerity-factor may be exhibited in your tone of voice in communicating with others. • You show a high sincerity-factor and helping attitude is demonstrated in the things you do. • You like helping, teaching, and coaching others. • You have a strong desire to help others grow and develop as professionals. Key Strengths: • You have an empathetic attitude towards others. • You are enthusiastic and enjoy working in team environments or social settings. • You are always willing to share time, talent, and energy to help the organization or the cause. • You are a social person more than solitary,and like networking. • You are often very aware of what others need, even when not stated by them. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • You freely give time, talent and energy without being asked. DISC Plus Your Altruist Drive 71 68 49 This drive is an expression of the need or drive to benefit 56 55 The Altruistic Dimension: others in a humanitarian sense. There is a genuine 40 sincerity in this dimension to help others, give of one's 18 AES time, resources and energy, in aid of others. ECO IND POL ALT REG THE Motivational Insights: • You could be more easily taken advantage of by others because of your sincerity and desire to be helpful. • You should remember that you tend to be a very 'giving' person, and enjoy helping others. • You should provide flexibility to allow for helping others on the team. • You should provide an environment in which there is opportunity to help others achieve and grow professionally. Training/Learning Insights: • Your learning and development should be linked to the potential to help others. • You should link courses and training to the knowledge gained that may potentially be shared with others on the team, or externally. • Your training and professional development will assist in personal growth and development and in being better at any job role. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • You keep sincerity as a primary focus in communication. DISC Plus Your Altruist Drive 71 68 49 This drive is an expression of the need or drive to benefit 56 55 The Altruistic Dimension: others in a humanitarian sense. There is a genuine 40 sincerity in this dimension to help others, give of one's 18 AES time, resources and energy, in aid of others. ECO IND POL ALT REG THE Continual Improvement Insights: • You may need to say "no" more often. • You can give away too much time, talent and energy. • You need to watch to ensure that your giving nature is not abused or taken advantage of. • You need to remember that support and service efforts need to be practical as well. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • You can lose focus on personal work in favor of helping others with theirs. DISC Plus Your Regulatory Drive 71 68 The Regulatory drive indicates one's drive to establish 56 55 49 The Regulatory Dimension: order, routine and structure. This motivation is to 40 promote rules and policies, a traditional approach and 18 AES security through standards and protocols. ECO IND POL ALT REG THE General Traits: • You strike a good balance between respecting individual needs, and those of the group. • You understand both sides of the argument for more and less rules and policies. • You are right at the national mean when it comes to desire for stability or steadiness. • You appreciate some structure, but not too much. Key Strengths: • You are situationally aware of when rules must be followed and when they should not be. • You are very flexible when it comes to dealing with very little or too much structure. • You are good at providing order and structure where it is required. • You can challenge protocol and be creative if the situation demands it enough. • You act to stabilize those on a team. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • You are accepting of authority, but not bound by it blindly. DISC Plus Your Regulatory Drive 71 68 49 The Regulatory drive indicates one's drive to establish 56 55 The Regulatory Dimension: order, routine and structure. This motivation is to 40 promote rules and policies, a traditional approach and 18 AES security through standards and protocols. 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 John Benedick Quan • You can provide a balanced view for creating new policies, procedures and protocols that are DISC Plus Your Regulatory Drive 71 68 49 The Regulatory drive indicates one's drive to establish 56 55 The Regulatory Dimension: order, routine and structure. This motivation is to 40 promote rules and policies, a traditional approach and 18 AES security through standards and protocols. 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. John Benedick Quan Copyright 2016 Innermetrix Incorporated • All rights reserved DISC Plus Your Theoretical Drive 71 68 The drive to understand, gain knowledge, or discover the 56 55 49 The Theoretical Dimension: “truth”. This motivation can often be to gain knowledge 40 for knowledge sake. Rational thinking, reasoning and 18 AES problem solving are important to this dimension. ECO IND POL ALT REG THE General Traits: • You may be attracted to new and cutting-edge ideas and projects. • You have a very high knowledge-base and credibility-base. • You are willing to take risks to learn something new. • You enjoy learning for learning's sake. Key Strengths: • You will work long, hard hours on the resolution to a problem, being actively engaged in problem-solving and strategic solutions. • Others may seek out you to answer their questions because they know of your strong knowledge base. • You know a little about most everything, and are conversant about it. • You have a strong knowledge-driven ethic. • You do the prep-work and homework and come to the meeting or event well-prepared. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • Others may seek you to help answer questions about projects or procedures. DISC Plus Your Theoretical Drive 71 68 The drive to understand, gain knowledge, or discover the 56 55 49 The Theoretical Dimension: “truth”. This motivation can often be to gain knowledge 40 for knowledge sake. Rational thinking, reasoning and 18 AES problem solving are important to this dimension. ECO IND POL ALT REG THE Motivational Insights: • You can be a constructive critic for new ideas or when evaluating existing projects and protocol. • You prefer to be involved in future development projects that draw on your expertise. • You sometimes prefer incentives or bonuses are earned as tickets to a special event: Consider • Call upon your knowledge and expertise whenever possible at team meetings, and when in problem-solving mode. • If there is a learning-based event to be planned, be certain you are involved. If there is an external learning-based event on the calendar, be certain you have the opportunity to attend. 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 John Benedick Quan cultural events that are not just sports related. DISC Plus Your Theoretical Drive 71 68 49 The drive to understand, gain knowledge, or discover the 56 55 The Theoretical Dimension: “truth”. This motivation can often be to gain knowledge 40 for knowledge sake. Rational thinking, reasoning and 18 AES problem solving are important to this dimension. ECO IND POL ALT REG THE Continual Improvement Insights: • You may demonstrate some aloofness especially to those not as intellectually driven. • You may sometimes be selfish in sharing ideas with others, until your technical credibility has been established. practical applications. • Your sense of urgency may vacillate depending on the level of mind-share you are willing to invest. • You may sometimes bog down in details and minutia when needing to see the big picture. Copyright 2016 Innermetrix Incorporated • All rights reserved John Benedick Quan • You shouldn't rush from one learning experience to another. Make certain there are some 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 John Benedick Quan 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 John Benedick Quan Limiting Success: Overall, how do your natural drivers or motivators not support your success? (cite