Sally Quiblat

DISC & MOTIVATORS REPORT FOR Sallymar Cera Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 1 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. Adapted Style Natural Style Your response pattern, Sallymar, indicates that you tend to be considerate of others, and that you are able to persuade them in an assertive manner, without being demanding. This can be an asset to the team, especially on complex projects in which different types of people may be involved. Sallymar, you show the ability to be both people-oriented and detail-oriented, with equal skill and confidence. This is a rare and valuable skill, as it allows you to enlist the help of a wide variety of people who may not ordinarily work well together, and focus their efforts in the same direction. You score like those who bring an appropriate balance between logic and emotion when communicating to others. Your "people skills" and natural ability as a communicator enable you to respond quickly on your feet, and maintain a positive climate of communication. Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 2 WORD SKETCH - Adapted Style DISC is an observable “needs-motivated” instrument based on the idea that emotions and behaviors are neither “good” nor “bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one’s actions, it is easier to “read” and anticipate their likely motivators and needs. This chart shows your ADAPTED DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do and what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or (C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area. Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 3 WORD SKETCH - Natural Style DISC is an observable “needs-motivated” instrument based on the idea that emotions and behaviors are neither “good” nor “bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one’s actions, it is easier to “read” and anticipate their likely motivators and needs. This chart shows your NATURAL DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do and what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or (C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area. Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 4 Your Behavioral Style: Assessor Assessors apply creative focus to practical, workable concepts and make them doable. They display competitive and results-oriented interactions but engage others with persuasion rather than through aggressive methods. They are good at explaining their ideas and the steps required to reach their goals. They are organized and often have a step by step action plan to assure a good result. They can be quite verbal in stating their dissatisfaction and in criticizing others who are not contributing. Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.  Emotional characteristic: Strong desire to look good to others.  Goals: To win and to win with style.  How others are valued: By their ability to trigger action and activities.  Influences group: Acknowledgement of others' competitive ideas.  Value to the organization: Players who work through others.  Cautions: Can overstep bounds of authority and be overly clever.  Under Pressure: Can become overly critical and impatient with others.  Fears: Looking bad in the eyes of other people and/or not being viewed as a winner. Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 5 Adapting in Different Situations: AT WORK DOMINANT STYLE HELP THEM TO:  More realistically gauge risks  Exercise more caution and deliberation before making decisions  Follow pertinent rules, regulations, and expectations  Recognize and solicit others’ contributions  Tell others the reasons for decisions  Cultivate more attention/responsiveness to emotions INFLUENCING STYLE HELP THEM TO:  Prioritize and organize  See tasks through to completion  View people and tasks more objectively  Avoid overuse of giving and taking advice  Write things down STEADY STYLE HELP THEM TO:  Utilize shortcuts and discard unnecessary steps  Track their growth  Avoid doing things the same way  Realize there is more than one approach to tasks  Become more open to some risks and changes  Feel sincerely appreciated  Speak up and voice their thoughts and feelings CONSCIENTIOUS STYLE HELP THEM TO:  Share their knowledge and expertise with others  Stand up for themselves with the people they prefer to avoid  Shoot for realistic deadlines and parameters  View people and tasks less seriously and critically  Balance their lives with both interaction and tasks  Keep on course with tasks, less checking  Maintain high expectations for high priority items, not everything Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 6 Adapting in Different Situations: IN SALES AND SERVICE DOMINANT STYLE       Plan to be prepared, organized, fast-paced, and always to the point Meet them in a professional and businesslike manner Learn and study their goals and objectives – what they want to accomplish, how they currently are motivated to do things, and what they would like to change Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate specifically to their goals Get to the point Provide options and let them make the decision, when possible INFLUENCING STYLE       Take the initiative by introducing yourself in a friendly and informal manner and be open to new topics that seem to interest them Support their dreams and goals Illustrate your ideas with stories and emotional descriptions that they can relate to their goals or interests Clearly summarize details and direct these toward mutually agreeable objectives and action steps Provide incentives to encourage quicker decisions Give them testimonials STEADY STYLE       Get to know them more personally and approach them in a non-threatening, pleasant, and friendly, but professional way Develop trust, friendship, and credibility at a relatively slow pace Ask them to identify their own emotional needs as well as their task or business expectations Get them involved by focusing on the human element… that is, how something affects them and their relationships with others Avoid rushing them and give them personal, concrete assurances, when appropriate Communicate with them in a consistent manner on a regular basis CONSCIENTIOUS STYLE         Prepare so that you can answer as many of their questions as soon as possible Greet them cordially, but proceed quickly to the task; don’t start with personal or social talk Hone your skills in practicality and logic Ask questions that reveal a clear direction and that fit into the overall scheme of things Document how and why something applies Give them time to think; avoid pushing them into a hasty decision Tell them both the pros and cons and the complete story Follow through and deliver what you promise Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 7 Adapting in Different Situations: IN SOCIAL SETTINGS DOMINANT STYLE       Let them know that you don’t intend to waste their time Convey openness and acceptance of them Listen to their suggestions Summarize their achievements and accomplishments Give them your time and undivided attention Appreciate and acknowledge them when possible INFLUENCING STYLE        Focus on a positive, upbeat, warm approach Listen to their personal feelings and experiences Respond openly and congenially Avoid negative or messy problem discussions Make suggestions that allow them to look good Don’t require much follow-up, detail or long-term commitments Give them your attention, time and presence STEADY STYLE         Focus on a slower-paced, steady approach Avoid arguments and conflict Respond sensitively and sensibly Privately acknowledge them with specific, believable compliments Allow them to follow through on concrete tasks Show them step-by-step procedures Behave pleasantly and optimistically Give them stability and minimum of change CONSCIENTIOUS STYLE         Use a logical approach Listen to their concerns, reasoning, and suggestions Respond formally and politely Negative discussions are OK, so long as they aren’t personally directed Privately acknowledge them about their thinking Focus on how pleased you are with their procedures Solicit their insights and suggestions Show them by what you do, not what you say Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 8 Adapting in Different Situations: IN LEARNING ENVIRONMENTS DOMINANT STYLE       Likes to learn quickly; may be frustrated with a slower pace Has own internal motivation-clock, learns for their own reasons, not for anyone else’s reasons May like to structure their own learning design Does okay with independent self-study Defines own goals May have a short attention span INFLUENCING STYLE       Likes learning in groups Interacts frequently with others Responds to extrinsic motivation, praise, and encouragement Needs structure from the facilitator; may lose track of time Needs “what to do” and “when to do it” May exceed deadlines if left on their own and learning may be completed late STEADY STYLE       Accepts a balance between individual and group work Shows patience with detailed or technical processes Likes journaling and follow-through Prefers explicit instructions Wants to know the performance outcomes and expectations May need help in prioritizing tasks if a long assignment; may take criticism personally CONSCIENTIOUS STYLE       Prefers individual work over group interaction Accepts more impersonal training, such as remote or on-line Has high expectations of their own performance Will structure their own activities only with explicit goals and outcomes established Emphasizes details, deep thinking, and theoretical bases for the learning May get overly bogged down in details, especially if the learning climate is pressured Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 9 A DEEPER LOOK AT THE FOUR DISC Styles Below is a chart to help you understand some of the characteristics of each of the Four Basic DISC Styles, so you can interact with each style more effectively. Although behavioral style is only a partial description of personality, it is quite useful in describing how a person behaves, and is perceived, in personal, social and work situations. HIGH DOMINANT STYLE HIGH INFLUENCING STYLE HIGH STEADY STYLE HIGH CONSCIENTIOUS STYLE Tends to Act Assertive Persuasive Patient Contemplative When in Conflict, this Style Demands Action Attacks Complies Avoids Control Approval Routine Standards Primary Drive Independence Interaction Stability Correctness Preferred Tasks Challenging People related Scheduled Structured Being decisive Social friendliness Being part of a team Order and planning Personal Strength Problem solver Encourager Supporter Organizer Strength Overextended Preoccupation on goals over people Speaking without thinking Procrastination in addressing change Over analyzing everything Personal Limitation Too direct and intense Too disorganized and nontraditional Too indecisive and indirect Too detailed and impersonal Personal Wants Control, Variety Approval, Less Structure Routine, Harmony Standards, Logic Losing Rejection Sudden Change Being Wrong Being held accountable Follow through on commitments Embracing need for change Struggle to make decisions without overanalyzing Empathy, Patience Controlling emotions Follow through Being assertive when pressured Worrying less about everything Giving up control Objectively handling rejection Standing up for self when confronted Not being defensive when criticized Under Stress May Become Dictatorial Critical Sarcastic Superficial Submissive Indecisive Withdrawn Headstrong Measures Worth by Impact or results Track record Acknowledgments Compliments Compatibility Contributions Precision, Accuracy Quality of results Needs Comfortable with Personal Fear Blind Spots Needs to Work on Measuring Maturity Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 10 Summary of Sallymar's Motivation Values Score/Ranking Percentile Score 1. The lightly colored, shaded area for each Motivator highlights the majority of the population’s scores. This means that if you took a normal sample of motivator scores and ranked the scores from 1 – 100, you can expect that a majority of the scores would fall inside the shaded area. This indicates if most of the population scores higher or lower in the dimension. Are you similarly driven in your Motivators as most others are? 2. The norm box (small box plot) represents the AVERAGE scoring range. The scores inside this box represent the scores of people who are more like everyone else (therefore, it is considered normal). When your score falls inside the norm box, it is situational; you consistently ranked the statements of that dimension both high and low. 3. The line in the center of the box plot represents the median score. Like the median in a road, the median divides the range of scores into equal halves. 50% of the scores are above the median line and 50% of the scores fall below the median line. 4. The colored bar is aligned to your score from 1-100. These reveal the level of importance of that motivator to you. Higher numbers mean you consistently ranked the motivator as more important & lower numbers mean the motivator was consistently ranked less important. The number also reveals placement in Very Low, Low, Average, High and Very High. The people who score within each group share common traits and descriptions (i.e. those who have Very Low scores will share common values with one another). 5. Your ranking reveals how influential the Motivators are to your behavior and decisions in order from 1-7. Keep in mind that some Motivators have relationships with other Motivators that strengthen them, but this is a true 1 through 7 ranking based on which are individually most impactful. Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 11 Details of Sallymar's Motivation Aesthetic - Very Low You appreciate real-world approaches and “feet on the ground” thinking and will view those with their “head in the clouds” as impractical. Economic - Very High You will appreciate bottom-line results and will likely have a strong competitive “me first” thinking set. Individualistic - Low You are able and willing to support someone else’s ideas without having to interject your own. Power - High You will endeavor to own the roles and responsibilities under your leadership and control. Altruistic - Low You will make sure you position yourself, so you don’t get burned when working closely with others. Regulatory - High You believe there’s only one way to skin a cat and will endeavor to work within established boundaries. Theoretical - Low You are more apt to rely on past experiences and intuition when making decisions. Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 12 The Aesthetic Motivator: 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. Universal Assets: • You likely believe creative people waste time and are too focused on non-essentials. • You are not likely to connect with impractical ideas emotionally or professionally. • You are a strong advocate of productivity and functional processes, and don't want to waste resources on things that don't effect the bottom line. • You may view "feeling good" as a secondary and not a primary driver at work. The Economic Motivator: 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. Universal Assets: • People who score like you not only compete with others; they compete with themselves. • Sales, technical, or management training programs must demonstrate a bottom-line gain as a result of your participation. • You are typically interested in what makes logical sense and gives a greater return for your efforts. • When it comes to getting what you need, you likely believe the end justify the means. The Individualistic Motivator: 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. Universal Assets: • • • • You are not one to steal the spotlight or gain excessive recognition. You likely won't "hog the ball" when working with others. You're not likely trying to establish your own ideas when in a group. You can work as a part of the team and assist others in meeting their needs. The Power Motivator: 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. Universal Assets: • • • • You tend to listen to others only so you can direct and control or agree or disagree with what they are saying. Advancement must be available or you will be dissatisfied. You feel like you always deserve an opportunity. You don't like people who take credit for something they didn't do. Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 13 The Altruistic Motivator: 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. Universal Assets: • • • • You'll likely see certain people as a means to any given end. You will be difficult to take advantage of most of the time. You will protect your own turf at times and want to qualify people you don't know. You may view others as "in your way" as opposed to "on your side" in certain situations. The Regulatory Motivator: 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. Universal Assets: • • • • You think in terms of, "I brought you into this world, I can take you out," when dealing with unruly children. You may believe "if it isn't broke, don't fix it." You'll hold others to your standards and may become vengeful when people break your rules. You usually color within the lines and expect others to do the same. The Theoretical Motivator: 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. Universal Assets: • • • • Knowledge isn't the most important thing to you. You might know something and not know why you know it. You will likely depend more on intuition than getting caught up in theory. You might appreciate technical support in areas where you have limited understanding. Copyright ©- A24x7 & Behavioral Resource Group (BRG) TONY ROBBINS WWW.TONYROBBINS.COM 14