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Classic 2.

Michelle Singh
Sunday, October 29, 2017

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Overview
DiSC Classic 2.0

Welcome! Youve just completed the first step of DiSC Classic. You are now on your way toward increased
self-awareness and personal effectiveness.

Your report is organized into four main sections:

Section I is devoted entirely to you and your unique behavioral style based on your responses to DiSC
Classic. First you will see your DiSC Graph, the basis of your feedback. Then, in Stage 1, you will learn about
your Highest DiSC Dimension and your tendencies, needs, preferred environment, and strategies for
effectiveness. In Stage 2 youll be able to explore your Intensity Index to become more aware of your
potential strengths and weaknesses. Stage 3 will help you discover how your D, i, S, and C dimensions
combine to form your unique Classical Profile Pattern.

Section II covers the DiSC model and descriptions of the four DiSC Dimensions with corresponding
tendencies, needs, preferred environments, and effectiveness strategies for each.

Section III overviews all 15 Classical Profile Patterns.

Section IV provides the scoring and data analysis behind your report.

As you read your report, please keep in mind that no dimension or pattern in DiSC Classic is better or worse
than another and there are no right or wrong answers. Rather, the report shows your unique responses to
your environment. You may want to read your report through once, then use a pen or highlighter to
customize the results by crossing out any statements that dont apply and highlighting all those that do.

Now, lets get started.

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2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Your DiSC Graph Section I
DiSC Classic 2.0

Below is your DiSC Graph, which shows your scores on each of the DiSC dimensions based on your
responses. Each of the following interpretation stages is based on these scores. Read on to learn about your
highest DiSC dimension(s), your potential strengths and weaknesses, and your Classical Profile Pattern.

Segment
7 4 1 3 Number
Classical
Result-Oriented Pattern

3
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Stage I: Your Highest DiSC Dimension Section I
DiSC Classic 2.0

Michelle, your highest dimension(s) - based on your responses to your perceptions of the environment and
the amount of control you feel you have in that environment - is Dominance (D). Read the description of
Dominance and see how it fits with the way you see yourself. Then read about the other dimensions on page
14 to become familiar with them.

Dominance (D)

Michelle, you are high in the Dominance dimension. As a result, you are likely to be focused on shaping your
environment by overcoming opposition to achieve results.

Those who are strong in Dominance (high Ds) like to take action to achieve the results they desire. They
seek opportunities for advancement and individual accomplishment, and they often aspire to positions of
power and authority. The main objectives for people high in Dominance are typically control and results,
with the freedom to make quick decisions whenever necessary.

Troubleshooting issues and solving problems do not intimidate high Ds, even if this means questioning the
status quo. People high in Dominance have no problem tackling varied activities and embracing a wide
range of tasks. In fact, they work best when receiving difficult assignments or getting the occasional shock to
their worldview.

To produce their highest quality work, high Ds need to identify with a group and to pace themselves. This
can be challenging, though, because people high in Dominance dislike being controlled or limited by others.
Bosses and co-workers can complement these individuals by helping to structure a predictable environment
for themselves when needed.

Because calculating risks and employing caution are not their strong suits, those high in Dominance would
be wise to surround themselves with people who have these skills. Similarly, weighing the pros and cons of a
situation is probably not in their nature, as they are fond of action rather than deliberation. So help in that
area would also be valuable. A person high in Dominance should verbalize reasons for conclusions whenever
possible.

Often it might be difficult for high Ds to understand that they have to depend on people, but if aided by
individuals who recognize the needs of others, it may become clear. Of course, it also helps if those high in
Dominance just learn to relax more often.

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2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Stage II: Your Intensity Index Section I
DiSC Classic 2.0

Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our
strengths, as well as feel effective in our environment. However, any strength, when used excessively or
inappropriately, can be perceived as a weakness. Read over the highlighted words in the four columns
below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Then turn
the page to learn more about your Intensity Index and how you can become more aware of your potential
strengths and weaknesses.

D i S C
28 egocentric 28 enthusiastic 28 passive 28 perfectionist
27 direct 27 gregarious 27 patient 27 accurate
26 daring 26 persuasive 26 loyal 26 fact-finder
25 domineering 25 impulsive 25 predictable 25 diplomatic
24 demanding 24 emotional 24 team-person 24 systematic
23 forceful 23 self-promoting 23 serene 23 conventional
22 risk-taker 22 trusting 22 possessive 22 courteous
21 adventuresome 21 influential 21 complacent 21 careful
20 decisive 20 pleasant 20 inactive 20 restrained
19 inquisitive 19 sociable 19 relaxed 19 high standards
18 self-assured 18 generous 18 nondemonstrative 18 analytical
17 competitive 17 poised 17 deliberate 17 sensitive
16 quick 16 charming 16 amiable 16 mature
15 self-reliant 15 confident 15 stable 15 evasive
14 calculated risk-taker 14 convincing 14 mobile 14 own person
13 self-critical 13 observing 13 outgoing 13 self-righteous
12 unassuming 12 discriminating 12 alert 12 opinionated
11 self-effacing 11 reflective 11 eager 11 persistent
10 realistic 10 factual 10 critical 10 independent
9 weighs pros and cons 9 logical 9 discontented 9 rigid
8 meek 8 controlled 8 fidgety 8 firm
7 conservative 7 retiring 7 impetuous 7 stubborn
6 peaceful 6 suspicious 6 restless 6 arbitrary
5 mild 5 pessimistic 5 change-oriented 5 rebellious
4 quiet 4 aloof 4 fault-finding 4 defiant
3 unsure 3 withdrawn 3 spontaneous 3 obstinate
2 dependent 2 self-conscious 2 frustrated by status quo 2 tactless
1 modest 1 reticent 1 active 1 sarcastic

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2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Stage II: Your Intensity Index Section I
DiSC Classic 2.0

On the next four pages are explanations of the words that indicate your level of intensity for each DiSC
dimension.

D Dimension

People with your score on the D Dimension may be generally described by the following adjectives. Circle
those that you see as your strengths and highlight potential areas of challenge.

Egocentric: Heavy opposition or distracting events usually do not affect your unwavering focus on
accomplishing your goals. Being self-focused can be a benefit to the team when red tape or a lack of
consensus sidetracks your colleagues. Dont forget, however, that focusing too much of your attention
inward can be perceived as tedious or self-absorbed.

Direct: Many people appreciate this quality because they dont have to second-guess what you say. You can
also be an inspiration to others who might be reticent to share their opinions and ideas freely. However,
being too blunt can be hurtful to others and counterproductive to further communications.

Daring: You usually dont limit yourself by doing things the same old way. In fact, youre not afraid to rock
the boat, or even tip it, if the urge hits you. This may be an inspiration to others who may shy away from
taking chances and trying new things. Dont forget, though, to keep your bravado in check so you dont act in
a reckless manner that could alienate your co-workers.

Domineering: Being goal-oriented and decisive can benefit the bottom line for a team or organization.
However, if youre not listening to the input of others or valuing their opinions when consensus is needed,
youre likely to encounter resentment or even dissent.

Demanding: Often this means applying pressure to others to achieve desired results. This can be viewed as a
strength when you are working with others toward a common goal or deadline, provided you dont disregard
the feelings of others or become overbearing.

Forceful: In the work setting, this can mean not taking "no" for an answer. It can be viewed as a strength
when working against negative input or when upholding quality standards against a very short turnaround. It
is no longer a strength when it becomes overbearing or rigid.

Risk-taker: Being the one who makes bold decisions and executes them can be a definite strength,
especially when others are not in a position to do so. However, when taken to an extreme or used
inappropriately, risk-taking can be perceived as self-serving or reckless.

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2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Stage II: Your Intensity Index Section I
DiSC Classic 2.0

i Dimension

People with your score on the i Dimension may be generally described by the following adjectives. Circle
those that you see as your strengths and highlight potential areas of challenge.

Poised: This may refer to your self-assurance as you encounter new situations, people, or problems. Rarely
reactive, youre likely to respond calmly to whatever comes your way, which often earns you respect and
emulation. Still, if your responses dont show an appreciation for others worries, you risk losing your
credibility.

Charming: Combined with emotional intelligence and leadership abilities, your skill at capturing the
attention of others and winning them over has a lot of potential. You need to remember, however, not to
overuse your charm to manipulate or take advantage of others.

Confident: Having a strong belief in your own powers to get the job done can inspire others to take risks that
could lead to new levels of success. It is rewarding to work with confident people, unless their confidence
becomes inflated and self-gratifying, at which point others may feel irritated or invisible.

Convincing: Others appreciate this quality because you probably come across as credible and trustworthy. It
is also a plus when you can persuade others to see things your way as you work toward a common goal. Be
watchful, however, not to use this trait in a manipulative or dishonest way, which could cost you your
credibility or the trust of others.

Observing: Often this means that you take in as much information as possible before taking action. It is a
strength when working with others because you help inform their decisions. If you rely too heavily on
observing and not acting, however, it can be perceived as procrastination.

Discriminating: Ideas and plans often compete with one another, so it is good to have a distinct idea of what
the desired results should be. The ability to discriminate among various proposals ensures that the best one
will rise to the top. But taken too far, this trait can lead to closed-mindedness.

Reflective: You use this trait in a positive manner when you learn from previous experiences. However, when
relied upon too heavily, a reflective nature leads to an inability to move forward.

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2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Stage II: Your Intensity Index Section I
DiSC Classic 2.0

S Dimension

People with your score on the S Dimension may be generally described by the following adjectives. Circle
those that you see as your strengths and highlight potential areas of challenge.

Impetuous: This means that you often decide quickly on a course of action. In a work setting, such
decisiveness is welcome when confronting tough issues. However, it can backfire if you make a decision too
quickly or before you have all the information you need.

Restless: Looking for new challenges and searching for fresh concepts are positive aspects of restlessness.
The quest for new horizons can benefit an entire team by keeping projects exciting. Still, in its extreme form,
a restless nature can lead you to feelings of unhappiness or bitterness.

Change-oriented: Avoiding the pitfalls of stagnation necessitates employing this skill, which keeps you
always on the lookout for novel ideas and innovative solutions. But take care that you do not become so
change-oriented that you dismiss the positive aspects of tradition.

Fault-finding: When you uncover errors or identify flaws that others may have missed, you are using this
trait to its fullest, most positive potential. The flip side is that you run the risk of becoming nitpicky or cynical,
which can keep others from sharing ideas or work with you.

Spontaneous: You may find that your best ideas come in a burst of inspiration and activity. In this way, you
can keep things vibrant and fresh while still creating great solutions to vexing problems. However, when you
have to work within a predictable routine or set system, you may find these limitations frustrating

Frustrated by status quo: Creative breakthroughs are often the result of discontent with the status quo, and
you may often innovate your way around former barriers. Be careful to temper your irritation, though, if your
attempts at change are thwarted. This can help you avoid a run-in with higher-ups.

Active: Meeting deadlines and finishing projects are not problems when the positive aspects of this trait are
employed. But efficiency can suffer when careful thought and deliberation are neglected in favor of blind
action.

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2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Stage II: Your Intensity Index Section I
DiSC Classic 2.0

C Dimension

People with your score on the C Dimension may be generally described by the following adjectives. Circle
those that you see as your strengths and highlight potential areas of challenge.

Evasive: This means that you often stay out of personality conflicts or infighting, which is to your benefit.
Being too vague, however, can lead to communication breakdowns or questions about your credibility.

Own person: You may often stand up for yourself and feel confident in expressing your opinions. While
these are clear strengths, it is important to remember that even the most independent of people still require
positive interactions with others on the job.

Self-righteous: You may often believe that your way is the correct way, a hallmark of this trait. Such feelings
can lead to a strong sense of leadership and decisiveness. But embracing this trait too strongly can create a
smug or condescending person.

Opinionated: Offering firm ideas on any topic can be a strength for you when compromise would lead to
disaster. In addition, your ability to articulate a position is welcome at any time in a work environment. The
risk is that such behavior can lead to acrimony when used excessively in a team setting.

Persistent: This means that you usually work hard toward a goal until your expected results are achieved. It
is a strength when daunting projects appear, because you may succeed where others would fail. Still, a
person who is too persistent sometimes crosses over into obstinate or foolishly stubborn.

Independent: To be free of peer pressure or groupthink is a positive trait. You may embrace individualistic
thinking to make the best decisions that you can. The danger is that you could get so caught up in yourself
that you stiff-arm legitimate feedback or ideas.

Rigid: Holding yourself and others to high standards is an admirable skill. This is especially true whenever a
quality outcome is a necessity, not a luxury. However, if you shun flexibility, you may create animosity with
others and miss opportunities for process improvement.

9
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Stage III: Your Classical Profile Pattern Section I
DiSC Classic 2.0

The way in which a persons four dimensions of Dominance, Influence, Steadiness, and Conscientiousness
combine creates a profile pattern that is different for each combination. Research has discovered 15 unique
patterns that most commonly occur. Additional theoretical and clinical research then helped develop
descriptions for each classical profile pattern to help individuals understand and describe their styles.

Michelle, your Classical Profile Pattern is the Result-Oriented Pattern. Please read the description below and
highlight those areas that most closely match the way you see yourself.

Result-Oriented Pattern

Michelles Motivation

As someone with a Result-Oriented Pattern, Michelle, you tend to be a quick thinker who displays self-
confidence. You are usually determined and persistent, to the point that you most likely embrace a persona
of rugged individualism. You may frequently display a dominant personality that increases the odds you will
be viewed as forceful and direct.

Often, you may crave positions of importance and authority. In addition, you probably relish competitive
situations or the chance to be number one. You probably look forward to undertaking responsibilities, and
you are usually not intimidated easily. Because you tend to verbalize your true feelings, you most likely have
no trouble asserting your authority and ego strength.

Your tendency to be fiercely independent may frequently give you an air of self-importance. Adding to this
perception is that you may often become impatient or haughty. In extreme circumstances, you may seem
blunt or even uncaring in your relationships with others.

10
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Stage III: Your Classical Profile Pattern Section I
DiSC Classic 2.0

Michelles Work Habits

You probably look for new ways to test your abilities and better develop your skills to accomplish results.
Unique assignments tend to intrigue you, and fresh opportunities usually warrant your attention. For this
reason, you most likely avoid static routines or predictable work. In fact, you probably appreciate difficult
tasks that require you to strive toward a definite goal.

A fast pace tends to keep your spirits up and your energy focused. So you most likely disdain slow or
methodical work. In addition, direct controls and time-consuming details usually annoy you. Whenever
possible, you probably attempt to avoid constraining factors altogether. Regardless of your comfort level
when performing a task, you may frequently display a great deal of self-satisfaction when you complete the
project.

In all likelihood, you strenuously push yourself to accomplish solid results. You are probably persistent in the
face of obstacles, and you are usually uncompromising in your drive for quality solutions. Of course, this
tenacity frequently benefits your organization.

You tend to prize your independence, and you probably prefer to work alone. Therefore, committees and
team projects are usually not the ideal settings for you. But although you frequently become restless when
you are placed in a group setting, you most likely have little hesitation in persuading others to support your
efforts when needed. This is especially common behavior whenever you seek help in performing routine
activities.

The chief way that you influence your colleagues is most likely by sheer force of character. You are probably
quite impatient or fault-finding with those you consider to be uninspired or slow workers. On the other hand,
you usually appreciate those colleagues who can achieve dependable results. For the most part, the primary
way for people to earn your respect is to get the task done quickly and to achieve results.

11
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Stage III: Your Classical Profile Pattern Section I
DiSC Classic 2.0

Insights for Michelle

Because you tend to see many projects as competitive situations, you may run into conflicts with your
colleagues. You probably have a powerful drive to be the top performer or undisputed victor. However, it
may benefit you to realize that most activities are not win-lose situations.

Your strong desire for independence means that you frequently do not bond well with a team. Often, you
may not even like to participate in group activities. Your attitude may sometimes strike others as arrogant or
condescending, a perception that is strengthened if you indulge your tendency to be extremely critical of
your colleagues. A possible remedy could be for you to consider your colleagues views and refrain from
automatically dismissing their input. You could further help your cause by showing genuine concern for your
colleagues. In addition, you could perhaps look at others ideas and solutions as potential problem solvers.

You are probably quick to point out flaws or errors that might delay the results you want. This may often be
your justification for taking command of the situation, if you think it is necessary. However, you may
sometimes assume responsibility for a project even when you do not have the authority to take charge. One
reason for this action could be that you do not want to be viewed as pushover. You also may fear that your
colleagues might take advantage of you if given a chance.

Rather than overstep your boundaries or exceed your authority, it might be beneficial for you to verbalize
your reasoning. Explaining your rationale may frequently prevent conflicts from arising. An additional way to
boost your efficiency would be to increase your patience and improve your sense of humility.

Michelle, you tend to be a confident and individualistic person whose persistence is likely to get results for
your organization.

12
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
The DiSC Model Section II
DiSC Classic 2.0

DiSC Classic is based on a four-quadrant model that reliably describes four styles of human behavior: Dominance (D),
Influence (i), Steadiness (S), and Conscientiousness (C). Some people fall into one style, others fall into two, and some
may fall into three.

How is your DiSC style different from the other DiSC styles? What do you have in common with the other DiSC styles?
The DiSC model explained here will help you understand these important questions. In the square below, each DiSC
style has something in common with the styles that are next to it. You can see that the C and S styles tend to perceive
themselves as less powerful than their environment. That is, they may be more inclined to adapt their surroundings
because they feel that they have little direct control over them. On the other hand, the D and i styles tend to perceive
themselves as more powerful than their environment. That is, they may be more assertive because they feel they have
more control over their surroundings. In addition, the D and C styles tend to perceive their environment as unfavorable
(or unwelcoming and resistant), and the i and S styles tend to view their environment as favorable (or friendly and
supportive).

Perceives Self as More Powerful


than the
Environment

Perceives
Environment as
D i Perceives
Environment as

C S
Unfavorable Favorable

Perceives Self as Less Powerful


than the
Environment

The illustration below elaborates on the DiSC model. It describes the four styles in a way that is more observable and
behavioral. You will notice that while the C and S styles are both thoughtful and moderate paced, the D and i styles are
more active and fast paced. In addition, the D and C styles tend to be questioning and logic focused, but the i and S
styles tend to be more accepting and people focused.

Active
Fast Paced
Assertive
Bold

Questioning
Logic Focused
D i Accepting
People Focused

C S
Skeptical Receptive
Challenging Agreeable

Thoughtful
Moderate Paced
Calm
Careful

13
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
The DiSC Model Section II
DiSC Classic 2.0

The table below gives an overview of all four DiSC dimensions. Read all the dimension descriptions to better
understand others who are like and unlike you.

D DOMINANCE i INFLUENCE
Emphasis is on shaping the environment by Emphasis is on shaping the environment by
overcoming opposition to accomplish results. influencing or persuading others.
DESCRIPTION ACTION PLAN DESCRIPTION ACTION PLAN
This persons tendencies include This person needs others who This persons tendencies include This person needs others who
getting immediate results weigh pros and cons contacting people concentrate on the task
causing action calculate risks making a favorable impression seek facts
accepting challenges use caution being articulate speak directly
making quick decisions structure a predictable creating a motivational respect sincerity
questioning the status quo environment environment develop systematic approaches
taking authority research facts generating enthusiasm prefer to deal with things
managing trouble deliberate before deciding entertaining people instead of people
solving problems recognize the needs of others viewing people and situations take a logical approach
with optimism demonstrate individual follow-
participating in a group through
This person desires an environment To be more effective, this person This person desires an environment To be more effective, this
that includes needs that includes person needs
power and authority to receive difficult assignments popularity, social recognition to control time, if D or S is low
prestige and challenge to understand that they need public recognition of ability to make objective decisions
opportunities for individual people freedom of expression to use hands-on management
accomplishments to base techniques on practical group activities outside of the to be more realistic appraising
wide scope of operations experience job others
direct answers to receive an occasional shock democratic relationships to make priorities and deadlines
opportunities for advancement to identify with a group freedom from control and detail to be more firm with others, if D
freedom from controls and to verbalize reasons for opportunities to verbalize is low
supervision conclusions proposals
many new and varied activities to be aware of existing sanctions coaching and counseling
to pace self and to relax more favorable working conditions
C CONSCIENTIOUSNESS S STEADINESS
Emphasis is on working conscientiously within Emphasis is on cooperating with others within existing
existing circumstances to ensure quality and accuracy. circumstances to carry out the task.
DESCRIPTION ACTION PLAN DESCRIPTION ACTION PLAN
This persons tendencies include This person needs others who This persons tendencies include This person needs others who
adhering to key directives and delegate important tasks performing in a consistent, react quickly to unexpected
standards make quick decisions predictable manner change
concentrating on key details use policies only as guidelines demonstrating patience stretch toward the challenges of
thinking analytically, weighing compromise with the opposition developing specialized skills accepted tasks
pros and cons state unpopular positions helping others become involved in more than
being diplomatic with people initiate and facilitate discussions showing loyalty one thing
using subtle or indirect encourage teamwork being a good listener are self-promoting
approaches to conflict handling excited people apply pressure on others
checking for accuracy creating a stable, harmonious work comfortably in an
analyzing performance critically work environment unpredictable environment
using a systematic approach to help prioritize work
situations or activities are flexible in work procedures
This person desires an environment To be more effective, this person This person desires an environment To be more effective, this
that includes needs that includes person needs
clearly defined performance to plan carefully maintenance of the status quo to be conditioned prior to
expectations to know exact job descriptions unless given reasons for change change
values on quality and accuracy and performance objectives predictable routines to validate self-worth
reserved, business-like to schedule performance credit for work accomplished to know how personal effort
atmosphere appraisals minimal work infringement on contributes to the group effort
opportunities to demonstrate to receive specific feedback on home life to have colleagues of similar
expertise performance sincere appreciation competence and sincerity
control over those factors that to respect peoples personal identification with a group to know task guidelines
affect their performance worth as much as their standard operating procedures to have creativity encouraged
opportunity to ask why accomplishments minimal conflict
questions to develop tolerance for conflict
recognition for specific skills and
accomplishments

14
2003 by John Wiley & Sons, Inc. All rights reserved.
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The Classical Profile Patterns Section III
DiSC Classic 2.0

On the following pages are descriptions of all 15 Classical Profile Patterns, each portraying the behavior of
people with a specific blend of the four DiSC dimensions.

Achiever Emotions: is industrious and diligent; displays The motivation of Achievers is largely internal and flows from
frustration deeply felt personal goals. Their commitment to their own
Pattern goals precludes an automatic acceptance of the groups goals.
Goal: personal accomplishments, sometimes at the Achievers need to see how they can blend their personal goals
expense of the groups goal with the organizations goals. By retaining control over the
direction of their lives, Achievers develop a strong sense of
Judges others by: ability to achieve concrete accountability.
results
Achievers demonstrate a keen interest in their work and an
Influences others by: accountability for own work intense, continual pursuit of accomplishment. They have a
high opinion of their work and under pressure may hesitate to
Value to the organization: sets and completes key delegate tasks. Instead, they take on the work themselves to
result areas for self ensure that things are done right. When they delegate, they
have a tendency to take back the task if it does not go
Overuses: reliance on self; absorption in the task according to their expectations. Their guiding premise is, "If I
succeed, I want the credit, and if I fail, I will take the blame."
Under Pressure: becomes frustrated and
impatient; becomes more of a "do-er" and less of a An Achiever should communicate more with others to expand
"delegator" their thinking beyond either "I have to do it myself" or "I want
Example
all the credit." They may need assistance to find new
Fears: others with competing or inferior work approaches for achieving their desired results. Achievers
standards affecting results function at peak efficiency, and they expect recognition equal
to their contribution -- high wages in profit organizations and
Would increase effectiveness with more: leadership positions in other groups.
reduction of "either-or" thinking; clarity of task
priority; consideration of optional approaches;
willingness to compromise short-term for long-
range benefits

Agent Emotions: accepts affection; rejects aggression Agents are attentive to both the human relations and task
aspects of their work situation. Empathetic and supportive,
Pattern Goal: group acceptance they are good listeners and known for their willing ear. Agents
make people feel wanted and needed. Because Agents
Judges others by: commitment to tolerate and respond to others needs, people do not fear being rejected by
include everyone Agents. Agents offer friendship and are willing to perform
services for others.
Influences others by: empathy; friendship
Agents have excellent potential for effectively organizing and
Value to the organization: supports, harmonizes, completing tasks. Agents naturally promote harmony and
empathizes; focuses on service teamwork and are particularly good at doing for others what
they find difficult to do for themselves.
Overuses: kindness
Agents fear conflict and dissension. Their supportive approach
Under Pressure: becomes persuasive, using may enable others tolerate a situation, rather than
information or key friendships if necessary encouraging them in active problem-solving. In addition, the
Agents tendency to adopt a "low" profile -- instead of having
Fears: dissension; conflict open confrontations with aggressive individuals -- may be
perceived as a lack of "toughness." Although they are
Example
Would increase effectiveness with more: strength concerned with fitting into the group, Agents have a fair degree
in the realization of who they are and what they can of independence.
do; firmness and self-assertion; ability to say "no"
when appropriate

15
2003 by John Wiley & Sons, Inc. All rights reserved.
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The Classical Profile Patterns Section III
DiSC Classic 2.0

Appraiser Emotions: is driven to look good Appraisers make creative ideas serve practical purposes. They
use direct methods to accomplish results. Appraisers are
Pattern Goal: "victory" with flair competitive, but other people tend to view Appraisers as
assertive rather than aggressive because Appraisers are
Judges others by: ability to initiate activities considerate of others. Instead of giving orders or commands,
Appraisers involve people in the task through persuasion. They
Influences others by: competitive recognition elicit the cooperation of those around them by explaining the
rationale of the proposed activities.
Value to the organization: accomplishes goals
with the team Appraisers help others visualize the steps that are necessary to
accomplish results. Appraisers usually speak from a detailed
Overuses: authority; ingenuity plan of action that they have developed to ensure an orderly
progression toward results. In their eagerness to win,
Under Pressure: becomes restless, critical, Appraisers can become impatient when their standards are not
impatient maintained or when extensive follow-through is required.

Fears: "loss" or "failure"; others disapproval Appraisers are good critical thinkers. They are verbal in their
criticisms, and their words occasionally may be caustic.
Would increase effectiveness with more: Appraisers have better control of the situation if they relax and
Example
individual follow-through; empathy when showing pace themselves. A helpful axiom to achieve this is, "You win
disapproval; steadier pace some and you lose some."

Counselor Emotions: being approachable; showing affection Counselors are particularly effective in solving people
and understanding problems. They impress others with their warmth, empathy,
Pattern and understanding. Their optimism makes it easy to look for
Goal: friendship; happiness the good in others. Counselors prefer to deal with others by
building long-standing relationships. As a good listener with a
Judges others by: positive acceptance of others; willing ear for problems, a Counselor offers suggestions gently
ability to look for the good in people and refrains from imposing his or her ideas on others.

Influences others by: personal relationships; Counselors tend to be overly tolerant and patient with non-
"open door" policy producers. Under pressure, they may have difficulty
confronting performance problems. Counselors may be
Value to the organization: remaining stable and indirect when issuing orders, making demands, or disciplining
predictable; developing a wide range of friendships; others. By adopting the attitude that "people are important,"
listening to others feelings Counselors may place less emphasis on task accomplishment.
They sometimes require assistance to set and meet realistic
Overuses: indirect approach; tolerance deadlines.

Under Pressure: becomes overly flexible and Counselors often take criticism as a personal affront, but they
intimate; is too trusting without differentiating respond well to attention and compliments for completed
Example
among people assignments. When in a position of responsibility, Counselors
tend to be attentive to the quality of working conditions and
Fears: pressuring people; being accused of causing provide adequate recognition for members of their group.
harm

Would increase effectiveness with more:


attention to realistic deadlines; initiative to
complete the task

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2003 by John Wiley & Sons, Inc. All rights reserved.
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The Classical Profile Patterns Section III
DiSC Classic 2.0

Creative Emotions: accepts aggression; restrains expression Persons with a Creative Pattern display opposite forces in their
behavior. Their desire for tangible results is counterbalanced
Pattern Goal: dominance; unique accomplishments by an equally strong drive for perfection and their
aggressiveness is tempered by sensitivity. Although they think
Judges others by: personal standards; progressive and react quickly, they are restrained by the wish to explore all
ideas for accomplishing tasks possible solutions before making a decision.

Influences others by: ability to pace development Creative persons exhibit foresight when focusing on projects,
of systems and innovative approaches and they bring about change. Since individuals with a Creative
Pattern have a drive for perfection and demonstrate
Value to the organization: initiates or designs considerable planning ability, the changes they make are likely
changes to be sound, but the method may lack attention to
interpersonal relationships.
Overuses: bluntness; critical or condescending
attitude Creative persons want freedom to explore, and they want the
authority to examine and retest findings. They can make daily
Under Pressure: becomes bored with routine decisions quickly but may be extremely cautious when making
work; sulks when restrained; acts independently bigger decisions: "Should I take that promotion?" "Should I
move to another location?" In their drive for results and
Example
Fears: lack of influence; failure to achieve their perfection, Creative persons may not be concerned about
standards social poise. As a result, they may be cool, aloof, or blunt.

Would increase effectiveness with more: warmth;


tactful communication; effective team cooperation;
recognition of existing sanctions

Developer Emotions: is concerned with meeting personal Developers tend to be strong-willed individuals, continually
needs seeking new horizons. As self-reliant, independent thinkers,
Pattern they prefer to find their own solutions. Relatively free of the
Goal: new opportunities constraining influence of the group, Developers are able to
bypass convention and often create innovative solutions.
Judges others by: ability to meet the Developers
standards While they most often use direct, forceful behavior, Developers
can also shrewdly manipulate people and situations. When
Influences others by: pursuit of solutions for required to participate with others in situations that limit their
problems; projection of personal sense of power individualism, Developers are apt to become belligerent. They
are persistent when pursuing the results they desire and will
Value to the organization: avoids "passing the do whatever is necessary to overcome obstacles to success. In
buck"; seeks new or innovative problem-solving addition, they have high expectations of others and can be
methods critical when their standards are not met.

Overuses: control over people and situations to Developers are most interested in achieving their own goals.
accomplish his or her own results Opportunities for advancement and challenge are important
to them. By focusing on results, they may lack empathy or
Under Pressure: works alone to complete tasks; is seem uncaring by dismissing others concerns.
Example
belligerent if individualism is threatened or
challenging opportunities disappear

Fears: boredom; loss of control

Would increase effectiveness with more:


patience, empathy; participation and collaboration
with others; follow-through and attention to quality
control

17
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
The Classical Profile Patterns Section III
DiSC Classic 2.0

Inspirational Emotions: accepts aggression; downplays need for Persons with the Inspirational Pattern consciously attempt to
affection modify the thoughts and actions of others. They want to
Pattern control their environment. They are astute at identifying and
Goal: control of their environment or audience manipulating an individuals existing motives in order to direct
that persons behavior toward a predetermined end.
Judges others by: projection of personal strength,
character, and social power Inspirational persons are clear about the results they want, but
they do not always immediately verbalize them. They
Influences others by: charm, direction, introduce the results they want only after they have primed the
intimidation; use of rewards other person, offering friendship to those who desire
acceptance, authority to those who seek power, and security
Value to the organization: acts as a "people to those who want a predictable environment.
mover"; initiates, demands, compliments,
disciplines Inspirational persons can be charming in their interactions.
They are persuasive when obtaining assistance for repetitive
Overuses: attitude that "the ends justify the and time-consuming details. People often experience a
means" conflicting sensation by feeling drawn to Inspirational people
and yet being curiously distanced. Others may feel "used" by
Under Pressure: becomes manipulative, Inspirational persons manipulation powers. While they
Example
quarrelsome, or belligerent sometimes inspire fear in others and override their decisions,
Inspirational persons are generally well-liked by co-workers
Fears: weak behavior; loss of social status because they use their considerable verbal skills to persuade
others whenever possible. Inspirational persons clearly prefer
Would increase effectiveness with more: genuine to accomplish goals through cooperation and persuasion, not
sensitivity; willingness to help others succeed in domination.
their own personal development

Investigator Emotions: is dispassionate; demonstrates self- Objective and analytical, Investigators are dispassionate
discipline "anchors of reality." Generally undemonstrative, they calmly
Pattern and steadily pursue an independent path toward a fixed goal.
Goal: power through formal roles and positions of Investigators are successful at many things, not because of
authority versatility but due to their dogged determination to follow
through. They seek a clear purpose or goal from which they
Judges others by: use of factual information can develop an orderly plan and organize their actions. Once a
project has begun, Investigators fight tenaciously to achieve
Influences others by: determination, tenacity their objectives. Intervention is sometimes necessary to
change their direction. As a result, they can be perceived as
Value to the organization: offers comprehensive stubborn and opinionated.
follow-through; works determinedly on tasks
individually or in a small group Investigators do well with challenging technical assignments in
which they can use actual data to interpret the information
Overuses: bluntness; suspicion of others and draw conclusions. They respond to logic rather than
emotion. When selling or marketing an idea, they are most
Under Pressure: tends to internalize conflict; holds successful with a concrete product.
on to grudges
Investigators are not especially interested in pleasing people
Example
Fears: involvement with the masses; responsibility and prefer to work alone. They can be perceived as cold, blunt,
to sell abstract ideas and tactless. Because they value their own thinking ability,
Investigators evaluate others by how they use facts and logic.
Would increase effectiveness with more: To increase their effectiveness in personal interactions, they
flexibility; acceptance of others; personal need to develop a greater understanding of other people,
involvement with others especially others emotions.

18
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
The Classical Profile Patterns Section III
DiSC Classic 2.0

Objective Thinker Emotions: rejects interpersonal aggression Objective Thinkers tend to have highly developed critical
thinking abilities. They emphasize the importance of facts
Pattern Goal: correctness when drawing conclusions and planning actions, and they seek
correctness and accuracy in everything they do. To manage
Judges others by: ability to think logically their work activities effectively, Objective Thinkers often
combine intuitive information with the facts they have
Influences others by: use of facts, data, and logical gathered. When they are in doubt about a course of action,
arguments they avoid public failure by preparing meticulously. For
example, Objective Thinkers will master a new skill privately
Value to the organization: defines and clarifies; before they use it in a group activity.
obtains, evaluates, and tests information
Objective Thinkers prefer to work with people who, like
Overuses: analysis themselves, are interested in maintaining a peaceful work
environment. Considered shy by some, they may be reticent in
Under Pressure: becomes worrisome expressing their feelings. They are particularly uncomfortable
with aggressive people. Despite being mild-mannered,
Fears: irrational acts; ridicule Objective Thinkers have a strong need to control their
environment. They tend to exert this control indirectly by
Would increase effectiveness with more: self- requiring others to adhere to rules and standards.
Example
disclosure; public discussion of their insights and
opinions Objective Thinkers are concerned with the "right" answer and
may have trouble making decisions in ambiguous situations.
With their tendency to worry, they may get bogged down in
"analysis paralysis." When they make a mistake, Objective
Thinkers often hesitate to acknowledge it. Instead, they
immerse themselves in a search for information that supports
their position.

Perfectionist Emotions: displays competence; is restrained and Perfectionists are systematic, precise thinkers and workers
cautious who follow procedure in both their personal and work lives.
Pattern Extremely conscientious, they are diligent in work that requires
Goal: stability; predictable accomplishments attention to detail and accuracy. Because they desire stable
conditions and predictable activities, Perfectionists are most
Judges others by: precise standards comfortable in a clearly defined work environment. They want
specifics on work expectations, time requirements, and
Influences others by: attention to detail; accuracy evaluation procedures.

Value to the organization: is conscientious; Perfectionists may bog down in the details of the decision-
maintains standards; controls quality making process. They can make major decisions but may be
criticized for the amount of time they take to gather and
Overuses: procedures and "fail-safe" controls; analyze information. Although they like to hear the opinions of
overdependence on people, products, and their managers, Perfectionists take risks when they have facts
processes that have worked in the past that they can interpret and use to draw conclusions.

Under Pressure: becomes tactful and diplomatic Perfectionists evaluate themselves and others by precise
standards for achieving concrete results while adhering to
Fears: antagonism standard operating procedures. This conscientious attention
Example
to standards and quality is valuable to the organization.
Would increase effectiveness with more: role Perfectionists may define their worth too much by what they
flexibility; independence and interdependence; do and not by who they are as people. As a result, they tend to
belief in self-worth react to personal compliments by thinking, "What does this
person want?" By accepting sincere compliments,
Perfectionists can increase their self-confidence.

19
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
The Classical Profile Patterns Section III
DiSC Classic 2.0

Persuader Emotions: trusts others; is enthusiastic Persuaders work with people, striving to be friendly while
pushing forward their own objectives. Outgoing and interested
Pattern Goal: authority and prestige; status symbols in people, Persuaders have the ability to gain the respect and
confidence of various types of people. Persuaders can impress
Judges others by: ability to verbalize; flexibility their thoughts on others, drawing people to them and
retaining them as clients or friends. This ability is particularly
Influences others by: friendly, open manner; helpful when Persuaders sell themselves or their ideas to win
verbal adeptness positions of authority.

Value to the organization: sells and closes; The most favorable environment for Persuaders includes
delegates responsibility; is poised and confident working with people, receiving challenging assignments, and
experiencing a variety of work activities that require mobility.
Overuses: enthusiasm; selling ability; optimism They seek work assignments that will give them the
opportunity to look good. As a result of their natural positive
Under Pressure: becomes indecisive and is easily outlook, Persuaders may be too optimistic about a projects
persuaded; becomes organized to look good results and others potential. Persuaders also tend to over-
estimate their ability to change the behavior of others.
Fears: fixed environment; complex relationships
While Persuaders desire freedom from routine and
Example
Would increase effectiveness with more: regimentation, they do need to receive analytical data on a
challenging assignments; attention to task-directed systematic basis. Once alerted to the importance of the "little
service and key details; objective data analysis things," Persuaders can use the information to balance their
enthusiasm with a realistic assessment of the situation.

Practitioner Emotions: wants to keep up with others in effort Practitioners value proficiency in specialized areas. Spurred by
and technical performance a desire to be "good at something," they carefully monitor
Pattern their own work performance. Although their aim is to be "the"
Goal: personal growth expert in an area, Practitioners frequently give the impression
that they know something about everything. This image is
Judges others by: self-discipline; position and particularly strong when they verbalize their knowledge on a
promotions variety of subjects.

Influences others by: confidence in their ability to As Practitioners interact with others, they project a relaxed,
master new skills; development of "proper" diplomatic, and easygoing style. This congenial attitude may
procedures and actions change quickly in their own work area when they become
intensely focused in order to meet high standards for
Value to the organization: is skilled in technical performance. Because they value self-discipline, Practitioners
and people problem-solving; displays proficiency evaluate others on the basis of their ability to focus on daily
and specialization performance. They have high expectations of themselves and
others, and they tend to verbalize their disappointment.
Overuses: overattention to personal objectives;
unrealistic expectations of others While they naturally concentrate on developing an organized
approach to work and increasing their own skills, Practitioners
Example
Under Pressure: becomes restrained; is sensitive also need to help others build skills. In addition, they need to
to criticism increase their appreciation of those who contribute to the
work effort even though they may not use the Practitioners
Fears: predictability; no recognition as an "expert" preferred methods.

Would increase effectiveness with more: genuine


collaboration for common benefit; delegation of
key tasks to appropriate individuals

20
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
The Classical Profile Patterns Section III
DiSC Classic 2.0

Promoter Emotions: is willing to accept others Promoters have an extensive network of contacts. They are
usually gregarious and socially adept, and they develop
Pattern Goal: approval, popularity friendships easily. They rarely antagonize others intentionally.
Promoters seek favorable social environments where they can
Judges others by: verbal skills develop and maintain their contacts. Verbally skilled, they
promote their own ideas and create enthusiasm for others
Influences others by: praise, opportunities, favors projects. With their wide range of contacts, Promoters have
access to the people who can help them.
Value to the organization: relieves tension;
promotes projects and people, including him or Since Promoters prefer to participate and interact with others
herself in activities, they may be less interested in task
accomplishment. They may continue to seek out any situation
Overuses: praise, optimism that involves meeting people and socializing, even though
their job requires attention to more solitary activities. They
Under Pressure: becomes careless and thrive on meetings, committees, and conferences.
sentimental; is disorganized
Usually optimistic, Promoters tend to overestimate the ability
Fears: loss of social acceptance and self-worth of others. They often leap to favorable conclusions without
considering all the facts. Promoters will learn to be objective
Example
Would increase effectiveness with more: control and emphasize results with coaching and direction. Time
of time; objectivity; sense of urgency; emotional management may present challenges for Promoters. By setting
control; follow-through on promises, tasks a time limit on conversation and discussion, they can remind
themselves of the urgency of "closing" and accomplishing the
task.

Result-Oriented Emotions: verbalizes ego strength; displays rugged Result-Oriented people display self-confidence, which some
individualism may interpret as arrogance. They actively seek opportunities
Pattern that test and develop their abilities to accomplish results.
Goal: dominance and independence Result-Oriented persons like difficult tasks, competitive
situations, unique assignments, and "important" positions.
Judges others by: ability to accomplish the task They undertake responsibilities with an air of self-importance
quickly and display self-satisfaction once they have finished.

Influences others by: force of character; Result-Oriented people tend to avoid constraining factors,
persistence such as direct controls, time-consuming details, and routine
work. Because they are forceful and direct, they may have
Value to the organization: persistence; difficulties with others. Result-Oriented people prize their
doggedness independence and may become restless when involved with
group activities or committee work. Although Result-Oriented
Overuses: impatience; win-lose competition people generally prefer to work alone, they may persuade
others to support their efforts, especially when completing
Under Pressure: becomes critical and fault- routine activities.
finding; resists participating with a team; may
overstep boundaries Result-Oriented people are quick-thinkers, and they are
Example
impatient and fault-finding with those who are not. They
Fears: others will take advantage of them; evaluate others on their ability to get results. Result-Oriented
slowness, especially in task activities; being a people are determined and persistent even in the face of
pushover antagonism. They take command of the situation when
necessary, whether or not they are in charge. In their
Would increase effectiveness with more: uncompromising drive for results, they may appear blunt and
verbalization of their reasoning; consideration of uncaring.
other views and ideas about goals and problem
solutions; genuine concern for others; patience and
humility

21
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
The Classical Profile Patterns Section III
DiSC Classic 2.0

Specialist Emotions: is calculatingly moderate; Specialists "wear well" with others. With their moderate,
accommodates others controlled stance and modest demeanor, they are able to work
Pattern well with a number of behavioral styles. Specialists are
Goal: maintenance of the status quo; controlled considerate, patient, and always willing to help those they
environment consider friends. They build close relationships with a
relatively small group of associates in the work environment.
Judges others by: friendship standards;
competence Their efforts are directed toward retaining familiar and
predictable patterns. Most effective in specialized areas,
Influences others by: consistent performance; Specialists plan their work along directed channels and
accommodation of others achieve a remarkably consistent performance. Appreciation
from others helps to maintain that level of consistency.
Value to the organization: plans short term; is
predictable, consistent; maintains steady pace Specialists are slow to adapt to change. Prior conditioning
gives them time to change their procedures while maintaining
Overuses: modesty; low risk-taking; passive a consistent level of performance. Specialists may also require
resistance to innovation help when starting new projects and in developing shortcut
methods to meet deadlines. Finished projects are often put
Under Pressure: becomes adaptable to those in aside for further revisions. Specialists should consider
Example
authority and thinks with the group throwing away old files that have outlived their usefulness.

Fears: change, disorganization

Would increase effectiveness with more: public


discussion of their ideas; self-confidence based on
feedback; shortcut methods

22
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh
Scoring and Data Analysis Section IV
DiSC Classic 2.0

Here is a summary that shows how your personal report was generated. Graph III is the result of combining
your "Most" choices with your "Least" choices and is used to determine your highest DiSC dimension, your
Intensity Index scores, and your Classical Profile Pattern. If you would like more information about how your
personal report was built, please talk to your facilitator.

Name: Michelle Singh


Date: 10/29/2017

D I S C
Most 12 5 3 8
Tally Box Least 6 5 9 8
Difference 6 0 -6 0

SUMMARY OF INTERPRETATION

Highest DiSC Dimension(s): Dominance (D)


Classical Pattern: Result-Oriented Pattern
Segment Numbers: 7413

23
2003 by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited. Michelle Singh