Reginald Madrid

DISC & MOTIVATORS REPORT FOR Reginald Madrid Copyright © 2020 A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 1 This report contains a summary of your DISC and Motivators results. If you are looking for deeper insights into your results, see the last page of this report. UNDERSTANDING DISC & MOTIVATORS DISC STYLES DISC is a simple, practical, easy to remember and universally applicable model. It focuses on individual patterns of external, observable behaviors and measures the intensity of characteristics using scales of directness and openness for each of the four styles: Dominance, Influence, Steadiness, and Conscientious. Your DISC Style: Planner - S Planners blend well with most others. Moderate behaviors with unobtrusive behavior defines this pattern. Will likely be considerate, helpful and patient. Will build a solid relationship with a limited number of associates. Most effective in specialized areas of expertise. Will be well planned and consistent in performance. Does not like "fire drills." Will be good at contributing to projects and activities  Emotionally: Will often bring balance, temperance and composure to interactions.  Your goal: Consistency and retention of the status quo with a minimum of disruptive change.  How you value others: Through quality of relationships and demonstrated competency.  How you influence a group: Reliable and consistent performance that can be counted on.  The value you bring to an organization: Reliable and consistent efforts that can be counted on.  Cautions: Unlikely to take risks; will quietly resist change.  When under pressure: Likely to adapt to a power figure or group direction; avoid "first to try" actions.  What you fear: Rapid changes; chaotic and haphazard activities. Copyright © 2020 A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 2 An Overview of Your DISC Style Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships. 'You respect operating protocol as it is: "If it isn't broken, don't try to fix it." Many people who score like you are frustrated by new people coming into an organization and making changes before they have had a chance to evaluate the systems already in place. This frustration increases when the new systems prove to be no better than the older, established procedures. You show remarkable patience in these situations, perhaps complaining only at home or to a small group of friends. You probably wouldn't consider yourself a risk-taker or immediate innovator, as you prefer a more thoughtful and deliberate process toward such goals. You have the ability to push the gas pedal on a project and expedite certain aspects of it, but also to put your foot on the brake in order to slow the project down and avoid a disaster. You score like some who prefer to maintain the status quo, rather than make changes just for the sake of change. This is a recurring theme in the report due to its importance. Though change is a given, it is important to realize that some changes will be positive and appropriate, while some will prove unnecessary. In serving as a coach to some of the change agents, you may be able to help determine the necessity of such changes. You score like those who show a high degree of internal loyalty to people, projects, and ideals. This is linked to your patience, high level of sincerity in working with others, and your support of systems as they exist. It may take you a bit more time to warm up to newer team members and ideas, until you have an opportunity to learn more about them. Your responses show that you tend to have a "long fuse" and are not easily angered. This is valuable to the team and the greater organization, especially in a "pressure-cooker" work environment. That said, you may find that you tend to vent your frustration at home, or with close friends. Our coaching suggests politely approaching the source of the pressure, and discussing possibilities for change in the environment. On the personal side, you score like those who prefer deeper connections with fewer people, rather than shallow relationships with a wide number of people. This is a testament to your loyalty and sincerity. Meaningful relationships, both on and off the job, are important to people who score like you. Such people tend not to foster shallow relationships just for the purpose of name-dropping. Copyright © 2020 A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 3 An Overview of Your Motivators Aesthetic - Strong desire and need to achieve equilibrium between the world around us and ourselves (within) while creating a sustainable work/life balance between the two. Creative, imaginative, arty, mystical and expressive, this style may redefine or resist real world approaches to current challenges. Based on your Motivators assessment Aesthetic score: You tend to think “alternatively” and will likely seek personal fulfillment, creative alternatives, and peace of mind rather than the status quo. • You show a very strong desire for expressing your talents and fulfilling your dreams. • You may feel as though you were born at the wrong time and might feel misunderstood by most. • You may prefer to be your own person and will likely have a high interest in protecting wildlife, the environment, and the undiscovered. • You will likely struggle with deciding what to do with your life. Making choices like career, college, or your direction may feel daunting. Economic - The motivation for security from self-interest, economic gains, and achieving real-world returns on personal ventures, personal resources, and focused energy. The preferred approach of this motivator is both a personal and a professional one with a focus on ultimate outcomes. Based on your Motivators assessment Economic score: You are not driven by monetary rewards or being “first” and may lack the emotional initiative necessary to compete with those around you. • • • • You are not driven by monetary rewards and competitive frameworks. You score in a range that indicates a lower interest in gaining material wealth. You may be sensitive to inequities and injustices and will not want to be a victim to others demands. You may believe money is for spending on things you want. Individualistic - Need to be seen as autonomous, unique, independent, and to stand apart from the crowd. This is the drive to be socially independent and have opportunity for freedom of personal expression apart from being told what to do. Based on your Motivators assessment Individualistic score: You appreciate what others bring to the table and may be apt to become the unsung hero of any project or team. • • • • You will not likely seek lime light roles, but rather stay back and support someone else. You will likely support others while rarely focusing on gaining the personal support you may want or need. Because you don't seek attention for your efforts, you may be left feeling like a ghost, never drawing attention to yourself. Since the squeaky wheel gets the grease, you'll need to speak up to be noticed more. Power - Being seen as a leader, while having influence and control over one's environment and success. Competitiveness and control is often associated with those scoring higher in this motivational dimension. Based on your Motivators assessment Power score: You are a better collaborator and won’t likely seek position power or authoritative roles. • • • • At times you'll likely want to watch others lead more than you'll want to lead things yourself. You may pick and choose or avoid positions of intense responsibility. You will not appreciate high-pressure environments with excessively driven people types. At times you'd rather not handle all the responsibility that accompanies being in charge. Copyright © 2020 A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 4 An Overview of your Motivators - Continued Altruistic - An expression of the need or energy to benefit others at the expense of self. At times, there’s genuine sincerity in this dimension to help others, but not always. Oftentimes an intense level within this dimension is more associated with low self-worth. Based on your Motivators assessment Altruistic score: You are able to balance your own needs and the needs of others on the team. • • • • You're a stabilizing force between givers and takers and have no extreme view. You can both help and hold back. You are able to discern between real needs and when people simply have complaints. You are able to understand both the poor and the affluent equally without harsh judgment of either one. You can think clearly, logically, and with balanced judgment about the needs of others as well as your own personal needs. Regulatory - A need to establish order, routine and structure. This motivation is to promote a black and white mindset and a traditional approach to problems and challenges through standards, rules, and protocols to color within the lines. Based on your Motivators assessment Regulatory score: You believe there’s only one way to skin a cat and will endeavor to work within established boundaries. • • • • If you're breaking a moral code, you'll justify it. You're a black and white thinker with little to no wiggle room. You understand and appreciate authority, accountability, and responsibility. You usually color within the lines and expect others to do the same. Theoretical - The desire to uncover, discover, and recover the "truth.” This need to gain knowledge for knowledge sake is the result of an “itchy” brain. Rational thinking (frontal lobe), reasoning and problem solving are important to this dimension. This is all about the “need” to know why. Based on your Motivators assessment Theoretical score: You can rely on both new information and what has worked in the past when making decisions. • • • • Your technical prowess will be limited to the things you love. You are a "situational" learner. You need to know something, not everything. You will likely learn what you need to learn in order to get to the next step. Copyright © 2020 A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 5 A General Overview of the Four DISC Styles The Dominant ‘D’ Style: look at my accomplishments! Goals and Fears Dominant ‘D’ Styles, driven by the inner need to lead and be in personal control, take charge of people and situations so they can reach their goals. Since their key need is achieving, they seek no-nonsense, bottom line results. Their motto is: "Lead, follow, or get out of the way." They want to win, so they may challenge people or rules. Similarly, Dominant ‘D’ Styles also accept challenges, take authority, and go head first into solving problems. Closely related to Dominant ‘D’ Styles' goals are their fears: falling into a routine, being taken advantage of, and looking "soft". So, they may go to extremes to prevent those fears from materializing. They may act impatient, but they make things happen. "Do as I say" Since Dominant ‘D’ Styles need to have control, they like to take the lead in both business and social settings. As natural renegades, they want to satisfy their need for autonomy. They want things done their way or no way at all. Strengths and weaknesses They work quickly and impressively by themselves. They try to shape their environments to overcome obstacles en route to their accomplishments. They seek maximum freedom to manage themselves and others, using their leadership skills to become winners. They often have good administration and delegation skills. These assertive types tend to appear cool, independent, and competitive. They opt for measurable results, including their own personal worth, as determined by individual track records. Of all the types, they like and initiate changes the most. We symbolize this personality type with a lion--a leader, an authority. At least, they may, at least, have the inner desires to be #1, the star, or the chief. Less positive Dominant ‘D’ Style components include stubbornness, impatience, and toughness. Naturally preferring to take control of others, they may have a low tolerance for the feelings, attitudes, and "inadequacies" of co-workers, subordinates, friends, families, and romantic interests. From general to specific Dominant ‘D’ Styles process data conceptually by using deductive reasoning--from general to specific information. They are more comfortable using the left brain more than the right. When combined with their need for control, this helps us better understand the emphasis on getting down to the bottom-line results. Masters of "mind control" They are adept at blocking out distractions when they immerse themselves in projects. They don't hear voices, sirens, or doorbells. They seem to channel all their energies into specific jobs. Venting relieves their tension Under pressure, Dominant ‘D’ Styles are likely to rid themselves of anger by ranting, raving, or challenging others. They naturally react to tense situations with a fight response. Although this venting allows the relief of their own inner tensions, other styles may feel intimidated by this stress reducing practice. But the Dominant ‘D’ Styles' barks usually exceed their bites, and they may soon forget what specifically upset them in the first place. Copyright © 2020 A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 6 The Interacting ‘I’ Style: hey, look at me! Outgoing, Supporting, Interacting ‘I’ Styles Interacting ‘I’ Styles like to go where the action is. Typically, they are outwardly energetic or fast-paced, and relationships tend to naturally take priority over tasks. They try to influence others in an optimistic, friendly way focused on positive outcomes, whether in the social or work environment. In other words, if they show others that they like them, they figure others will be more likely to reciprocate by responding favorably towards them. Since recognition and approval motivate him, he often moves in and around the limelight and hub of activity. Goals and Fears He wants your admiration and thrives on acknowledgment, compliments, and applause. "It's not just whether you win or lose. . .it's how you look when you play the game." People's admiration and acceptance typically mean more to this type than to any other. If you don't talk about him, he may spend considerable time talking about his favorite subject--himself--to gain the acceptance he wants. His biggest fear is public humiliation--whether appearing uninvolved, unattractive, unsuccessful, or unacceptable to others. These frightening forms of social rejection threaten the Interacting ‘I’ Style's core need for approval. Consequently, he may go to extremes to avoid public humiliation, lack of inclusion, or loss of social recognition. Strengths and weaknesses Interacting ‘I’ Styles' primary strengths are their enthusiasm, persuasiveness, and friendliness. They are idea people who have the ability to get others caught up in their dreams. With great persuasion, they influence others and shape their environments by building alliances to accomplish results. Then they seek nods and comments of approval and recognition for those results. If compliments don't come, Interacting ‘I’ Styles may invent their own. "Well, Harry, I just feel like patting myself on the back today for a job well done!" They are stimulating, talkative, and communicative. This type can be represented by a porpoise--playful, sociable, and talkative. Their natural weaknesses are too much involvement, impatience, being alone, and short attention spans. This causes them to become easily bored. When a little data comes in, Interacting ‘I’ Styles tend to make sweeping generalizations. They may not check everything out, assuming someone else will do it or procrastinating because redoing something just isn't exciting enough. When Interacting ‘I’ Styles feel they don't have enough stimulation and involvement, they get bored and look for something new again. . .and again. . .and again. When taken to an extreme, their behaviors can be seen as superficial, haphazard, erratic, and overly emotional. "Let me entertain you!" If they pursue the entertainment field for careers, Interacting ‘I’ Styles typically allow their natural, animated emotions to show and flow. They become stimulated by the movement and reactions of the audience, trying to get the audience to figuratively fall in love with them by acting charming and friendly. They want viewers to feel, "He (or she) is fabulous!" Copyright © 2020 A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 7 The Steady ‘S’ Style: notice how well-liked I am Goals and fears Steady ‘S’ Styles seek your sincere personal attention and acceptance of them. Steadiness and follow-through actions characterize these people. They prefer a slower and easier pace. They focus on building trust and getting acquainted because they aim for long-standing personal relationships. Pushy, aggressive behavior secretly irritates them. They strive for security. Their goal is to maintain the stability they prefer in a more constant environment. To Steady ‘S’ Styles, while the unknown may be an intriguing concept, they prefer to stick with what they already know and have experienced. "Risk" is an ugly word to them. They favor more measured actions, like keeping things as they have been and are, even if the present situation happens to be unpleasant due to their fear of change and disorganization. Consequently, any disruption in their routine patterns can cause distress in them. A general worry is that the unknown may be even more unpleasant than the present. They need to think and plan for changes. Finding the elements of sameness within those changes can help minimize their stress to cope with such demands. Strengths and weaknesses Steady ‘S’ Styles naturally "wear well" and are an easy type to get along with. They prefer stable relationships which don't jeopardize anyone, especially themselves. Steady ‘S’ Styles can be represented by the koala with its accompanying slower, steady pace; relaxed disposition; and appearance of approachability and warmth. Steady ‘S’ Styles have a tendency to plan and follow through. This helps them to routinely plug along. But they have their own type of unique difficulties with speaking up, seeming to go along with others or conditions, while inwardly, they may or may not agree. More assertive types might take advantage of this Steady ‘S’ Style tendency to give in and avoid confrontation. Additionally, Steady ‘S’ Styles' reluctance to express themselves can result in hurt feelings. But if Steady ‘S’ Styles don't explain their feelings, others may never know. Their lack of assertiveness can take a toll on this type's health and well-being. Take it slow Steady ‘S’ Styles yearn for more tranquility and security in their lives than the other three types. They often act pleasant and cooperative, but seldom incorporate emotional extremes such as rage and euphoria in their behavioral repertoire. Unlike Interacting ‘I’ Styles, Steady ‘S’ Styles usually experience less dramatic or frequently-occurring peaks and valleys to their more moderate emotional state. This reflects their natural need for composure, stability, and balance. "Just plain folks" Steady ‘S’ Styles lend a tone of continuity, coziness, and project a genuine liking and acceptance of others. They are comfortable people to watch and listen to who emanate that "I'm just a regular person" modesty. They put on no airs and project contentment with present conditions--just as they are and always have been. Copyright © 2020 A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 8 The Conscientious ‘C’ Style: notice my efficiency Goals and fears Conscientious ‘C’ Styles concern themselves more with content than with congratulations. They prefer involvement with the performance of products and services under specific, and preferably controlled, conditions so the process and the results can be correct. Since their primary concern is accuracy, human emotions may take a back seat with them. Their biggest fears of uncontrolled emotions and irrational acts relate to their fear that these illogical acts may prevent goal achievement. Similarly, they fear emotionality and irrationality in others. They strive to avoid embarrassment, so they attempt to control both themselves and their emotions. Strengths and weaknesses Conscientious ‘C’ Style strengths include accuracy, dependability, independence, clarification and testing skills, follow-through, and organization. They often focus on expectations (e.g., policies, practices, and procedures) and outcomes. They want to know how things work so they can evaluate how correctly they function. Conscientious ‘C’ Styles can be cagey, resourceful, and careful. Because they need to be right, they prefer checking processes themselves. This tendency toward perfectionism, taken to an extreme, can result in "paralysis by over analysis". These overly cautious traits may result in worry that the process isn't progressing right, which further promotes their tendency to behave in a more critical, detached way. Complex and serious They prefer tasks over people, clearly defined priorities, and a known pace which is agreeable to them, especially where task timelines and deadlines are involved. Other types typically live life through a single predominant time orientation--past, present, or future. But Conscientious ‘C’ Styles are apt to be concerned about all three, as one aspect of their complex mental makeup. They tend to see the serious, more complicated sides of situations as well as the lighter--or even bizarre side--which accounts for their natural mental wit. Conscientious ‘C’ Styles concentrate on making decisions in both logical and cautious ways to ensure that they take the best available action. Think deeply Due to compliance to their own personal standards, they demand a lot from themselves and others and may succumb to overly critical tendencies. But Conscientious ‘C’ Styles often keep their criticisms to themselves, hesitating to tell people what they think is deficient. They typically share information, both positive and negative, only on a "need to know" basis when they are assured that there will be no negative consequences for themselves. When Conscientious ‘C’ Styles quietly hold their ground, they do so as a direct result of their proven knowledge of facts and details or their evaluation that others will tend to react less assertively. So, they can be assertive when they perceive they're in control of a relationship or their environment. Having determined the specific risks, margins of error, and other variables which significantly influence the desired results, they will take action. Copyright © 2020 A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 9 Looking for deeper insights into your results with your scores and results graph? Upgrade your report to get a better understanding of your style! Would you like to receive your complete DISC + Motivators Combined Report AND a oneon-one DISC strategy session with a Tony Robbins Results Coach? ($99.97) Get the same report the pros use! Your report comes robustly filled with every data point, graph, chart, statement set, and prescriptive recommendation, specific to your unique, individual behavioral and motivational styles. As a BONUS, get your Tony Robbins’ Personal Coaching Collection AND a one-on-one DISC strategy session with a Tony Robbins Results Coach (a $250 value!) to help you convert your newly discovered personal knowledge into powerful action. View a Sample Report Would you like to receive your complete DISC + Motivators Combined Report? ($59.00) Get the same report the pros use! Your report comes robustly filled with every data point, graph, chart, statement set, and prescriptive recommendation, specific to your unique, individual behavioral and motivational styles. DISC gives invaluable insight into your personality, what drives you and how you relate to those around you. Dive in – get your full custom 53-page report plus, as a BONUS, receive the Tony Robbins’ Personal Coaching Collection – his classic training program that will help you discover greater joy, impact and fulfillment in your everyday life. View a Sample Report Does your employer, prospective employer or staffing company want to receive a 2-page report listing your DISC and Motivators scores and graphs? (9.97) Gain the additional personal insights that only come from seeing your scoring data. View a Sample Report CLICK THIS LINK TO UPGRADE YOUR REPORT https-i=1d581dbfad974f6d8e20055d78bb7eb1 This link returns to the results page. On this page, click the blue UPGRADE REPORT button to view options and make a purchase. Copyright © 2020 A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 10