consultant user manual - crown business · 7 4 the personality i.d. report you have completed is...

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Consultant User Manual

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“”Answering this question is just what these

pages are all about! If you need additional information on how to understand your report, click on the section you want to read and view it on screen and/or print it out for a ready reference.

1. Enhanced DISC profile

2. Understanding the DISC/AROU concept

3. The eight primary patterns of behavior

4. What is personality style?

5. Strengths and struggles for different styles

6. Borrowing from your other traits

7. The Blended Profiles

8. How the DISC/AROU Blended Profiles Relate to Work

9. The Team Report

10. The Advanced Team Reports

Key to other related instruments

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but how do I know what they mean…?I’m lookIng at the reports...

OKAY...

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Enhanced personality disc-based assessment1

Personality I.D.® is an ENHANCED DISC-based personality assessment, psychometrically developed to provide the most accurate and detailed information to the user. The user can be an individual, a couple, a work or volunteer team, or an entire business team. There are many personality assessment based on four factors measuring Directing, Interacting, Supporting, and Conscientiousness personality traits.

The four factors of the various assessments are similar in name and in description and may usenames beginning with D, I, S, and C, or names of animals representing the four types of personality, or names from Greek origin -- Choleric (D), Sanguine (I), Phlegmatic (S), and Melancholy (C).

STATISTICAL DEVELOPMENT :

The psychometric development of Personality I.D. consisted first of gathering a large number of adjectives thought to represent the four factors. To statisticallyconfirm the adjectives measured one of the four personality factors, a factor analysis was done for a four-factor solution to choose the adjectives most highly correlated with each other and the factor concept, confirming the predicted dimensions.

Standardized scoring was developed based on a normative group of all adult (24 years of age and older) and balanced by gender with an equal number of men and women.

Most DISC assessments provide descriptions of four major personality types for the strongest of the four DISC factors. Some show additional descriptions for personalities with the primary plus a secondary factor. Many descriptions simply describe these as ‘High D’ or ‘Low S,’ for above mid-point or below mid-point. Some may also provide a description of profiles with various combinations of high and low scores for the four DISC factors. Most comparisons of people with different profiles require a manual visual comparison of the two profiles with little assistance for interpreting the observed differences.

In contrast to many other DISC-based personality assessments, Personality I.D.® scaled Tscores are subdivided into three segments: ‘High’ = 56 to 80, Mid-range = 45 to 55 (one-half standard deviation above and

below the midpoint of 50), and ‘Low’= 20 to 44. The ‘Low’ part of the factor is named the opposite of the DISC factor name. The High and Low for each factor produces eight factors with a Mid-range in between:

• D – (Directing / Mid-range / Adapting)

• I – (Interacting / Mid-range / Reserved)

• S – (Supportive) / Mid-range / Objective)

• C – (Conscientiousness / Mid-range / Unconventional)

Seventeen Personality I.D.(PID) personality profiles were developed from combinations of high, Midrange (balanced), or low scores on the four traits or factors. These profiles are defined by formulae with different cut-off scores on the four personality factors. Extensive testing was conducted for profile validity both statistically and experientially:

• A MANOVA (Multivariate Analysis of Variance) analysis was done and statistically demonstrated that the Personality I.D. profiles describe different sets of personalities.

• Discriminant Analysis was conducted in order to investigate and explain the differences among the profiles. Results from the Discriminant Analysis provide evidence that groups of the PID profiles are distinct from other groups of profiles.

• Profile Similarity Indices (PSI) provides a measure of similarity among the 17 Personality I.D. profiles. PSI’s were computed between each Personality I.D. profile and every other profile. All 17 profiles were similar to at least one other profile.

VALIDITY:Evidence of convergent validity was provided by correlations between the current factors of the Personality I.D. and similar factors of three validated

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personality inventories, NEO-PI Personality Inventory, Hogan Personality Inventory, and the personality section of the Career Direct Guidance System Assessment. These validation studies with Personality I.D. offer evidence of construct validity for the personality factors and the blended profiles and demonstrate a statistically valid measure ofnormal personality styles.

RELIABILITY:Test-retest reliability studies were conducted and showed the factor scores demonstrate sufficient test-retest reliability over time.

FEEDBACK REPORTS: provide the individual user with detailed customized information on his or her personality profile. Each Personality I.D. individual assessment provides interpretation of the scores and relationships among the factors. The profile is described in detail giving the user behavioral characteristics in five to 21 attributes depending on the level of report and application. The individual is given more detailed explanations of his or her personal profile and scoring in addition to the general description of the profile.

Advanced versions of Personality I.D. provide a scored comparison of pairs of individuals in business, team, personal, and couple relationships. Both individuals’ profile graphs are shown on the same chart and detailed comparative interpretations of similarities and differences are provided for the profiles in general and for the scored differences between each of the pairs of the four factors.

Team versions of Personality I.D. provide team composite graphs and descriptions based on the team members’ profiles. Characteristics of team combined profiles are provided in the team report as well as detailed analyses of the diversity of the team members’ personalities.The combination of all of these features offered for individuals, married or engaged couples, and business applications provide a greatly ENHANCED DISC-based PERSONALITY assessment.

Enhanced personality disc-based assessment continued1

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2This personality discovery instrument is similar to the four-dimensional DISC system but gives equal value to both ends of the continuum. (For example, in our new system we use the term Adaptive instead of low D.) Instead of focusing on who you are not, this instrument allows you to focus on who you are.

If you wish to compare this instrument to other personality surveys that use only the four primary dimensions of behavior, you’ll notice you can still refer to the top of the graph and locate the D, I, S, and C dimensions. Additionally, Dr. Tim LaHaye and Florence Littauer have written excellent books on temperament, using the traditional terminology for these dimensions: Choleric (D), Sanguine (I), Phlegmatic (S), and Melancholy (C). Authors Gary Smalley and John Trent use the terms Lion (D), Otter (I), Golden Retriever (S), and Beaver (C) in some of their books and presentations to describe these four dimensions. Ken Voges and Dr. Ron Braund wrote an informative book on the DISC dimensions, Understanding How Others Misunderstand You.

We are all born with certain differences in personality and thus are motivated by different circumstances, opportunities, and environments.

These differences in motivation enable us to do some things better than others.

Different does not mean wrong; therefore, we should accept and respect those whose personalities are not like ours. It is not our role to change others.

All profiles/people have strengths and weaknesses. Profiles should not be used as excuses to ignore bad habits or character flaws.

By understanding our personalities, as well as how others are different, we are equipped to better manage our own lives and work more effectively with others.

Review the following general characteristics (on the following page) of Adaptive-Directing, Reserved-Interacting, Objective-Supportive, Unconventional-Conscientious.

In order to use the information in this manual, there are several key concepts to understand:

[ A ][ b ][ c ]

[ d ]

[ E ]

Understanding the DISC/AROU concept of personality

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3People who are highly adaptive (A) are naturally motivated to be loyal and cooperative. Typically, they like to move cautiously and focus on one task at a time, but to bring stability they will adapt. They function best in an environment that will allow them an established agenda and speak tactfully.

People who are highly reserved (R) are naturally motivated to be task-oriented, serious, modest, realistic, and practical. Usually they enjoy persevering in a task and many times have a dry sense of humor. They function best in an environment that will allow them to be focused and bring closure.

People who are highly objective (O) naturally respond quickly, work at a fast pace, and like to promote change. They function best in an environment that will allow them to be active.They usually are able to be objective, cool, and detached, and they operate well in conflict.

People who are highly unconventional (U) are naturally able to be flexible, versatile, and work with broad concepts. Typically they rely on their instincts, improvise, and operate without written procedures. They function best in an environment in which they can be spontaneous and respond quickly and candidly.

Ruth, Timothy, Ruth Graham, President Abraham Lincoln

Martha, Moses, Madame Marie Curie, Louis Pasteur

Daniel, Joshua, Christopher Columbus, Eric Liddell

Abigail, Peter, Benjamin Franklin, William Booth

Sarah, Paul, General Dwight D. Eisenhower, Chuck Colson

Mary Magdalene, Barnabas, Vince Lombardi,President Ronald Reagan

Abraham, Hannah, Florence Nightingale, General Omar Bradley

Elijah, Luke, Leonardo Da Vinci, Albert Einstein

People who are highly directive (D) are naturally motivated to control the work environment. They are usually assertive, direct, and competitive. They are typically bold and not afraid to take strong action to get the desired results. They function best in a challenging environment.

People who are highly interactive (I)are naturally driven to relate to others. Usually they are verbal, friendly, outgoing, and optimistic. They are typically enthusiastic motivators and will seek out others to help them accomplish results. They function best in a friendly social environment.

People who are highly supportive (S) are naturally motivated to cooperate with and support others.They are usually patient, consistent, and very dependable. Being pleasant and easygoing makes them excellent team players. They function best in a supportive, harmonious environment.

People who are highly conscientious are focused on doing things right. Usually they are detail-oriented and find it easy to follow prescribed guidelines. Typically they strive for accuracy and quality and, therefore, set high standards for themselves and for others. They function best in structured environments.

ADAPTIVE

reserved

objective

unconventional

examples:

examples:

examples:

examples:

examples:

examples:

examples:

examples:

directing

interacting

supportive

conscientious

The eight primary patternsof behavior

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4The Personality I.D. report you have completed is based in sound, scientifically validated studies of predictive human behavior. In 1928, Dr. William Marston, a professor of medicine and psychology at Columbia and Harvard Universities, published his research on this topic in a breakthrough book, The Emotions of Normal People. Since that time, almost every “personality assessment” has been based on his work, which is known as the “DISC Model of Human Behavior.” Briefly, Marston observed the following:

On the surface, these may seem like small differences, but you will soon see how significant they can be. These four factors are filters through which we see our world, meet our challenges, express our emotions, establish our goals, interpret the actions of others, adapt to change, and learn about life. Here’s how…When we combine the two factors of PACE and PRIORITY…

• whether an individual tends toward a fast pace or a slower pace

• whether an individual is task oriented or people oriented we get a diagram that looks like a pie cut into four pieces (at right).

Of course, very few of us fit neatly into just one sectionof this pie. We spend a lot of time adapting and adjusting our pace and priority to work with others, and at times we have to behave in ways that are uncomfortable for us. By understanding personality style basics, we’ll be better prepared to adapt and adjust more smoothly as our circumstances require.

PACE means that some people prefer to respond quickly to challenges and choices, but others prefer to take their time. Fast-paced people are described as extroverted or outgoing, but slower-paced people are described as introverted or reserved.

PRIORITY means that some people are truly energized and fulfilled when focusing on tasks; others are much more interested and motivated when they can focus on people. So, some of us are task-oriented and some are people-oriented.

People tend to be heavily influenced by the two factors of:

what is a personality style?

pace and priority

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5strengths and struggles fordifferent styles

D TYPE strengths and strugglesThe letter “D” represents people who are primarily FAST paced and TASK oriented. Research shows that they comprise less than 15 percent of the general population. D types like to DIRECT their own lives and the lives of others. They like a challenge and enjoy competition. They like to assert their will and are not afraid to take strong action to produce a desired result. Because of their fast pace, they tend to respond quickly; they make decisions this way too and seldom second-guess themselves. Because of their task priority, they can get the job done—even if their decision was wrong, they can make it work! They are bold, confident, pioneering, independent, visionary, and results-oriented. As a result, D types are seen as “make it happen” people!

Often, these are good qualities, but sometimes they work against individuals who have a strong D style. For instance, because of their fast pace, they sometimes do not allow themselves enough time to plan calmly, and their priority toward tasks can cause them to treat people insensitively who stand in their way. So, under pressure, they tend to be blunt with people—barking directions and giving orders. They can be seen as selfcentered, controlling, impatient, demanding. Rather than recognizing this as an area of struggle, they may tend to rationalize, “I’m not here to make friends but to get the job done. Get over it!”

I TYPE strengths and strugglesThe letter “I” represents people who are primarily FAST paced and PEOPLE oriented. Research shows that they comprise more than 25 percent of the general population. I types like to INTERACT with others. They like to talk and enjoy persuading others to their way of thinking. They like to be involved in many activities and often have a large circle of friends from a variety of backgrounds. Because of their fast pace, they tend to do things quickly; they use their “people smarts” for decisions that tend to be emotion-based, rather than logical. Because of their people priority, they often enlist others in their cause—even strangers may go along because they make such a strong first impression! They are outgoing, entertaining, optimistic, persuasive, enthusiastic, demonstrative, and inspiring. As a result, I types are seen as “life of the party” people!

Often, these are good qualities, but sometimes they work against individuals who have a strong I style. For instance, because of their fast-paced, people-oriented view, they sometimes talk too much and distract themselves and others from their tasks. Under pressure, they tend to become overly emotional or try too hard to impress others—coming off as insecure or flighty. They can be seen as poor listeners, disorganized, inattentive to details, exaggerative, and lacking in focus. Rather than recognizing this as an area of struggle, they may tend to rationalize, “Lighten up! Life’s too mysterious—don’t be so serious!”

What primarily distinguishes a D type from an I type is not pace; it is priority. Both tend to be fast-paced, but their energies are focused on two different (yet equally important) purposes: accomplishing a task or interacting with people. We can also explain this with terms that relate to driving an automobile: pace is like the accelerator—some people coast along, while others race; and priority is like the steering wheel—moving some in the direction of tasks, and others in the direction of people. The next two types have a similar slow pace but, again, their focus is different because of a different priority.

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S TYPE strengths and strugglesThe letter “S” represents people who are primarily SLOWER paced and PEOPLE oriented. Research shows that they comprise about 35 percent of the general population. S types like to SUPPORT others and appreciate stability in their own lives. They seek harmony and cooperation. They try to make peace and build consensus when they encounter differences.Because of their slower pace, they tend to respond calmly and quietly; they dislike making decisions and tend to alter them to please others. Because of their people priority, they concern themselves with how their actions and decisions will impact others—they really are people pleasers and have difficulty saying no. They are patient, considerate, steady, loyal, understanding, and good listeners. As a result, S types value the quality more than the quantity of their friendships and are seen as shy, “sweet” people.

Often, these are good qualities, but sometimes they work against individuals who have a strong S style. Forinstance, because of their slow pace, they sometimes delay starting a new or challenging project, and theirpriority toward people can cause them to compromise too much. So, under pressure, they tend to opposechange—often their resistance is not obvious, but passivity can be equally damaging. They can be seen astimid, vacillating, fearful, naive, and vulnerable. Rather than recognizing this as an area of struggle, theymay tend to rationalize, “I might be in a rut, but it’s my rut!”

C TYPE strengths and strugglesThe letter “C” represents people who are primarily slower paced and TASK oriented. Research shows that they comprise about 25 percent of the general population. C types are very CONSCIENTIOUS in their approach to life. They like to ask questions, and they use logical arguments to persuade others to their way of thinking. They like to document whatever they do and want to have a reputation for accuracy.

Because of their slow pace and need for correctness, they tend to do things cautiously. They use facts to make decisions that are logic based, rather than influenced by emotion. Because of their task priority, they tend to draft a plan and follow it step by step. They are detail oriented, exacting, conscientious, focused, analytical, careful, and willing to comply with rules. As a result, C types are seen as “quality control” people.

Often, these are good qualities, but sometimes they work against individuals who have a strong C style. Forinstance, because of their slow-paced, task-oriented view, they sometimes withdraw into solitude and canseem unfriendly. Under pressure, they tend to become precise to the point of being picky—coming off asbeing impossible to satisfy. They can be seen as cold, rigid, distrusting, perfectionist, antisocial, and critical.Rather than recognizing this as an area of struggle, they may tend to rationalize, “I have to keep measuringtwice and cutting once, or all we’ll have left is a pile of sawdust!”

Similar to the D Type and I Type, the S and C type are alike in their pace -- Slow, but they are different in their Priorities. S is focused on people. C’s priority is the task.

Look again at the similarities and differences occurring in these two slow-paced types. Also, contrast thepreferences and traits of the two task-oriented types and then those of the two people-oriented types.

Stengths and struggles for different styles continued5

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6borrowing from your other traits

How can you learn the skills of adapting and adjusting your Personality Style? The easiest way to make such adjustments is by “borrowing” from the other personality factors that make up your style. Put your finger in the I quadrant of the illustration at the right—let’s imagine that this is your most dominant type. If you have a lot of I in your style (outgoing and people-oriented), you may also have above-average D or S traits as well. (Think about it: D is also fast-paced, and S is also people-oriented.) If so, you probably borrow often from these supporting characteristics when you find it necessary to adapt or adjust. In many people, both adjacent traits (in this example, D and S) may be average or above, offering more support when they must adapt and adjust their style.

Opposite typesHowever, it is very likely that the type opposite your most dominant type is the one you understand least and struggle with most. In other words, because it is furthest removed from your most dominant set of traits, it is probably the one with which you have the least experience. (For example, if you have a strong I, you may least understand and struggle with the characteristics of the C.) This is simply because the traits of a slow-paced, task-driven C are the opposite traits of a fast-paced, people-centered I.

Some people’s two strongest traits are opposites (D and S, or I and C), but this is not as common. Such styles can cause conflict: when you are leading you want to help and support, but when you are supporting you think about how you would do it if only you had the chance. Or, when you are working, you want to make it fun, but when you are playing you feel you should be doing your job. Most people do not feel these intense conflicts; for those who do, understanding why they feel this way is half the battle.

Borrowing traitsYou can become a skilled borrower of the traits you need as you study people who possess them naturally. One of the best places to find them is in other members of your team, whether family, coworkers, friends, or associates. Some of each type is available to each of us as a part of our God-

given design, and our lack can be made up by relying upon and utilizing the personality gifts and skills of other team members. So, when we come under stress, we can learn to balance our behavior by reining in whatever is out of control and supplementing with supporting traits that will be beneficial, whether our own or others’.

Adjusting your styleOur personality styles present two areas of struggle to us. We just examined one situation: we may lack in the characteristics of a particular personality type and wish we had more D traits than we actually have. But there is another situation: we have many of the characteristics of a particular type but have not disciplined them to serve us and perhaps we exhibit D traits that are out of control. In this instance, what God has given us as a strength has been taken to an extreme and is now a struggle. One of the great things about the DISC language is that you are now learning a vocabulary to help you understand what to do when your style needs adjusting. If you have a lot of D, the S language will always be foreign to you, and youwill speak it with an “accent,” but you can still learn and understand it.

There is tremendous benefit in knowing your actual style, as shown in your personality report. Many of us have been adapting and adjusting for so long that we are accustomed to working outside of our personality styles. We don’t know what it is like to function without daily pressure and stress. Recognizing the way God has put you together will help you find the right match for your style.

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THe blended profiles

How did we get the profiles?Understanding one’s personality is more than knowing the types or traits, D/A, I/R, S/O,or C/U, although the type information gives good general Knowledge. To have a deeper understanding requires knowing the relationships of the other three factors and how they blend. Personality I.D. provides detailed information based on seventeen common blends of the D/A, , I/R, S/O,or C/U traits or factors.

The seventeen personality blended profiles were developed from combinations of high, balanced, or low scores on the four traits or factors. These profiles are defined by scores on the four personality factors. Extensive testing was conducted for validity both statistically and experientially. More detailed information on the development process is provided in the Personality I.D.

Numerous adjustments with large sets of data were required to produce profile solutions which assigned all participants to one and only one profile without producing a “no match.” The current set of Personality I.D. Blended Profiles has been demonstrated to provide successful profile matches for users of the assessment.

Where do the scores come from?Personality I.D. has a forced-choice format. The user is presented with sixteen sets of four adjectives and asked to rate them on a 4,3,2,1 scale from 4 to 1 where 4 is “most like me”, 1 is “least like me” and 3 is “more like me’, and 2 is “less like me.” The user must make a choice and cannot use any of the four ratings more than once. Each of the four words in each set represents one of the four factors presented in random order:

• Directing/Adaptive; • Interacting/Reserved; • Supportive/Objective; and• Conscientious/Unconventional.

The P.I.D. scoring system provides a detailed assessment of the four bi-polar factors. Factor scores are computed by summing the responses to the words for each factor. These raw factor scores are then converted to standardized scaled T-scores from 20 to 80 with a mean of 50 and a standard deviation of 10.

The T-scores are shown on the personal profile graph of the user paired with the average graph of the profile. Mid-range (45-55), High (>55), and Low (<45) scores are permitted and included within the formulae for the 16 profiles. The 17th profile, Balancer, is composed of all mid-range scores. All profiles are described by 20-plus attributes depending on the type of feedback report.

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The Blended ProfilesThe 16 Personality I.D. Blended Profiles and the significance order of their factor components: (Directing/Adaptive, Interacting/Reserved, Supportive/Objective, Conscientious/Unconventional) are as follows:

The 17th “Mid-range” Profile has no significant order of the factors – all are mid-range. The Balancer

Profile AttributesThe seventeen profiles have up to 23 attributes depending on the type of report and are written in appropriate language for personal reports, Couple PID reports, and Team (business) reports:

General DescriptionIdeal EnvironmentTypical Areas of StrengthTypical Areas of StrugglePreferred ActivitiesContributions to RelationshipsLeadership StyleTask or People OrientationCommunication StyleStability/Flexibility FactorsStress FactorsRelationship Improvement

Suggestions Cooperation and Control FactorsUnderlying ConcernsFinancial ManagementMoneyBudget and Financial IssuesShopping TendenciesSavingsGivingSuggestions for Managers

The “D” Profiles: DOIC – Driver DIOU –Director DCOR–Strategic Thinker

The “I” Profiles: IDOU –Motivator IUOA –Networker ISUA – Encourager ICOA –Performer ICDO –Stylish Innovator

The “S” Profiles: SIUA – Harmonizer SURA –Supporter SCAR – Administrator SCRA – Detailist

The “C” Profiles: CSAR – Researcher CSRA – Deep Thinker CSIA – Cautious Thinker CDRO – Analyzer

The blended profiles continued7

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17 blended profiles

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Blended profiles are commoncombinations of the DISC/AROU factors. These are notall the possiblities. Each personis a unique creation.

1. driver

4. motivator

7. performer

10. supporter

13. researcher

16. analyzer

2. director

5. networker

8. stylish innovator

11. administrator

14. deep thinker

17. balancer

3. strategic thinker

6. encourager

9. harmonizer

12. detailist

15. cautious thinker

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How DISC/AROU blended profiles relate to work8

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1. Ideal Environment:

Drivers realize their highest potential with opportunities to: Build - Direct - Develop - Create - Lead -Conceptualize - Decide - Be in control - Initiate solutions.

2. Typical Areas of Strength:

Drivers are bold, direct, confident,com-petitive, often pioneering, assertive, frank, independent, andresponsive to new challenges. They excel by having the freedomto define a direction focused on results.

3. Typical Areas of Struggle:

People with the Driver profile maytend to be impatient, insensitive tothe feelings of others, frustratedwith details and routines, a poorlistener, impulsive, too blunt, oroverbearing.

4. Preferred Activities:

To maximize a Driver’s talents, assign them to situations in which they can have a high level of independence, with obstacles to overcome, challenges to meet and solve, without many details to handle.

5. Communication Style:

This person communicates directly and forcefully, getting to the bottom line quickly. As a result, others may see this person as demanding, impersonal, and dominating.

Personality type: DRIVER8.1

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Ideal Environment:

Directors realize their highest potential with opportunities to: Lead - Direct - Influence - Relate - Network - Develop - Verbalize - Gain visibility - Impress - Create.

Typical Areas of Strength:

Directors tend to be outgoing, bold,optimistic, fun-loving, competitive,confident, assertive, and a visionary who motivates others to accomplish tasks. They excel by having the freedom to define goals and by influencing others to reachthose goals.


People with the Director profile may get carried away with enthusiasm,have difficulty listening, overestimatepersonal abilities and those of others, be overly optimistic about be overly optimistic about situations and outcomes, and use others too much.


To maximize a Director’s talents, assign them to situations in which they can use their high energy level to make projects succeed, where they can influence others, communicateideas, and overcome new challenges.

5. Communication Style:

Persons with this style communicateemotionally by being direct,straightforward, enthusiastic, optimistic,energetic, bold, andemphatic. They become impatientwith long or detailed

Personality type: director8.2

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Ideal Environment:

Strategic Thinkers realize their highestpotential with opportunities to:Analyze - Decide - Be in control - Develop Strategy - Critique andimprove - Create - Direct - Plan -Organize - Conceptualize


They are goal-oriented, precise, analytical, assertive, confident, andprepared. They tend to insist onhigh standards, have a good eyefor detail, and will usually push toget things done right.


Strategic Thinkers may sometimescome across as rigid, cold, picky,pushy, dogmatic, or stubborn. Intheir desire to achieve results theymay become overly critical, judgemental or insistent on doingthings their way.


Because Strategic Thinkers are highly task oriented, they usually desire tocontrol two key elements of anyproject: goals and quality.

5. leadership:

These leaders develop the big picture and the long-range plans to achieve it. They communicate the vision,initiate change by designing newsystems, and use their cautiousnatures to keep quality high.

Personality type: Strategic Thinker8.3

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Ideal Environment:

Motivators realize their highest potential with opportunities to: Network - Persuade Create - Relate - Initiate solutions -Communicate - Be in control - Entertain - Gain recognition - Be active.


Motivators are passionate, highlyinteractive people who love toachieve, influence, and relate withothers, especially large groups. Theythrive on variety, changes, newchallenges, and opportunities toconvince others of their viewpoints.They point to the future with great optimism.


This person may sometimes may push his or her strengths to theextremes;and may exhibit weaknesses, such as exaggeration,hyperbole, becoming too emotional,or overlooking key details. At that point the approach may become controlling, impatient, or impulsive.


Because people with this style demon-strate a desire to achieve and be recognized, they function bestwhen they have frequent peopleinteraction and have opportunities

5. communication style:

This person and others in this profilecom-municate through their superior verbal abilities, combining their zeal and passion to motivate others to action. They sometimes need to wait for others to catch-up to their ambitious goals.

Personality type: motivator8.4

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Ideal Environment:

Networkers realize their highest potential with opportunities to: Network - Influence - Gain recognition - Relate - Communicate - Perform - Entertain - Be active - Interact with strangers.


Networkers are normally strongcommunicators. They are outgoing,engaging, lively, optimistic, gregarious,persuasive, fun-loving, enthusiastic, and inspiring.


People with this profile may sometimes be prone to talking too much, being disorganized, impulsive, too emotional, too optimistic, or exaggerating. Sometimes they tend to overcommit and overlook keydetails


Because this person functions best when given the opportunity to influence, meet, or entertain others, it is important to provide variety andoppor-tunities to present newcreative ideas along


This person that fits best in this profilethrives when given the opportunity to communicate new ideas, concepts, or the latest information to a group.

Personality type: networker8.5

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Ideal Environment:

Encouragers realize their highest potential with opportunities to: Support others - Be free from conflict- Verbalize - Relate - Expressloyalty - Be consistent - Influence -Listen to people’s problems -Solve problems


Encouragers are typicallyenergetic, friendly, encouraging,patient, understanding, loyal,steady, dependable, and arewilling to listen to the needs ofothers.


with the same profile as this person often shy away from conflict and may avoid making difficult people decisions, rather than hurt the feelings of others.


Because Encouragers cooperate well with others, they function best withaccess to people who need assistance, encouragement, development.


This person communicates through carefully chosen words, gestures,body language, facial expressions,and listening skills

Personality type: encourager8.6

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Ideal Environment:

Performers realize their highest potential with opportunities to: Train others - Encourage - Support - Gainspecific knowledge or expertise -Communicate - Be relational -Gain recognition - Be thorough -Be free from conflict - Be accurate- Plan.


Performers seek variety thatiincludes working alone for a time,engaging a group, or functioningas part of a team. They seek toimpact others with their talentsand expertise, inspire andencourage people, and use theircommunication skills to producelasting effects on others.


This person’s versatility can sometimes lead to being disorganized, taking on too many projects at once, procrastinating, and being unable to bring closure to tasks.


Because they demonstrate an impressive style of communication when they promote new ideas, people with this range of scores are especially effective in influencing others to adopt their viewpoint.


Stylish Innovators excel in communicating by using creative ideas and facts to influence, inspire, and persuade others.

Personality type: performer8.7

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Ideal Environment:

Stylish Innovators realize their highestpotential with opportunities to:Influence - Promote - Research facts - Communicate - Be persuasive - Gain recognition - Be thorough - Be accurate - Plan.


Stylish Innovators excel atpromoting new ideas, stirring uphigh energy and enthusiasm ofnew projects, and drawing on awide base of knowledge tosuccessfully promote their agendasand gain the support of others.


This person’s versatility can sometimes lead to being disorganized, taking on too many projects at once, procrastinating, and being unable to bring closure to tasks.


Because they demonstrate an impressive style of communication when they promote new ideas, people with this range of scores are especially effective in influencing others to adopt their viewpoint.


Stylish Innovators excel in communicating by using creative ideas and facts to influence, inspire, and persuade others.

Personality type: stylish innovator8.8

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Ideal Environment:

Harmonizers realize their highest potential with opportunities to: Show compassion - Be patient - Listen -Verbalize - Be relational -Support -Be consistent - Be steady - Influence.


Harmonizers foster a cooperativeatmosphere by seeking ways to help, carrying out duties, completing tasks, and encouraging others in practical,tangible ways.They relate wellto others and excel as mediators and at conveying care and compassion.


People with scores in this rangemay sometimes compromiseprinciples or convictions in order tomaintain harmony or preserve arelationship. They have a tendencyto vacillate, resist change, or betoo naive or passive in certainsituations.


Because they demonstrate superior people skills, people with this style arewell suited to promote interactionwith individuals or small groups ofpeople that need their help.


This person communicates best by being a good listener, offeringhelpful words of encouragement,and performing thoughtful acts ofkindness.

Personality type: harmonizer8.9

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Ideal Environment:

Supporters realize their highest potential with opportunities to: Master familiar material - Be free from conflict - Support others - Focus (one taskat a time) - Be relational - Set theexample quietly - Be loyal - Beconsistent -


Supporters, like you, typically areexcellent team players, at home orat work, due to your desire tocooperate, help others, listen, bepatient, loyal, steady, and supportthe efforts of those in charge.


People with this profile may sometimes undermine their effectiveness by compromising too much, vacillating on important decisions, being too passive, resistingchange, or ompromising quality toprotect the feelings of others.


Because people with this profile work at a steady pace, they demonstratean excellent ability to followthrough on projects. They alsocooperate well with others inorder to complete activities.


This person communicates best by using superior relational andlistening skills to convey care andcompassion to people in need.

Personality type: supporter8.10

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Ideal Environment:

Administrators realize their highest potential with opportunities to: Set the example quietly - Be consistent - Create - See a project through to completion - Oversee - Make steady progress - Demonstrate loyalty - Achieve - Initiate solutions.


Administrators tend to bepersistent and goal-oriented andpromote cooperation among othersin order to work together as ateam. They tend to be goodleaders by blending patience withfirmness.


Due to a high commitment to reach goals, persons with this style cansometimes come across as stubborn, inflexible to other options, and subject to right-or-wrong, no-middle-ground thinking.


To maximize personal talents, this person looks for situations in which to achieve, lead, and define team andorganizational goals, and buildwin-win opportunities.


People similar to this profile typically build good relationships, which they use to delegate responsibilities, makeassignments, and hold othersaccountable for results.

Personality type: administrator8.11

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Ideal Environment:

Detailists realize their highest potential with opportunities to: Meet highstandards - Work with key details -Be accurate - Be free from conflict - Analyze - Organize - Be consistent -Support others - Think and process.


Detailists are typically conscientious,cooperative, dependable, organized, analytical, and cautious. They are highly focused and strive to surpass very high standards of precision andintegrity in their approach to work.


The tendency of persons in thisprofile is to resist change and toavoid taking risks in the approachto life. They may be dogmaticabout their personal performancestandards and be perceived byothers as too sensitive, picky, orindecisive.


People in this profile maximize their talents by looking for situations in which they can help others by ensuring quality, standards, orderliness, and compliance with regulations. They also tend to hav good listening and counseling skills.


Detailists strive to communicate accurately and diplomatically. They do not express disagreementsimmediately and may withhold ordownplay strongly held opinions.

Personality type: detailist8.12

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Ideal Environment:

Researchers realize their highest potential with opportunities to: Research facts - Analyze - Organize - Critique and improve - Support others - Get quality results - Be accurate -Solve problems - Plan - Bethorough.


Researchers are very productivepeople. They blend their desire toaccomplish goals with their desirefor accuracy. Researchers aremotivated to become competent experts in all endeavors.


People with scores in this rangemay sometimes be abrupt tothose who do not meet responsiblitiesor who compromise in quality. As a result, they may be perceived as a pushy, cold, or rigid perfectionist.


This person works best when giventhe authority, time, and independenceto produce quality results and is also good at workin


People of this profile typically communicate by using facts, data, and proven methods to make points.They respond negatively to exaggerations or wordy explanationsin group discussions.

Personality type: researcher8.13

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Ideal Environment:

Deep Thinkers realize their highestpotential with opportunities to:Analyze - Research facts -Organize - Critique and improve - Be thorough - Be accurate -Think and process - Followprocedures - Work with thingsand data - Develop plans.


Deep Thinkers tend to be logical, organized, conscientious, thorough,analytical, and prepared. They arevery focused and strive for highstandards, precision, and integrityin all areas.


Due to the Deep Thinkers’ tendency to be somewhat perfectionist in their approach to life, they may feel more disappointment than most people when truth or ideals are violated. At times, others may feel that Deep Thinkers are hypersensitive and too easily offended by suggestions or criticism.


This person can maximize personal talents by looking for situations in which time can be given to process ideas at a deep level, to think, reason,analyze, and organize details intological, creative, and pragmaticsolutions.


People of this profile tend to communicate impersonally through the logical presentation of well-thought-out ideas and facts. Often, the explanations of thought processes go far deeper than others wish to explore.

Personality type: deep thinker8.14

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Ideal Environment:

Cautious Thinkers realize their highest potential with opportunities to: Plan - Think and process - Organize -Critique and improve quality - Be free from conflict - Support others - Follow procedures -Be relational in one-on-one settings - Research facts.


Cautious Thinkers tend to beorganized, logical, analytical,thorough, and accurate in theirefforts. They strive to be dependable,well-prepared, and informed. They typically enjoy assisting others and using structure, reason, and analysis in their approach to work.


Due to a tendency to be slower-paced and reserved, this person may be overly analytical to the point ofbeing indecisive, vacillating, toocautious, or inflexible. At timesthose around this person may feelthat he or she is too rigid andoverly structured.


To maximize the Cautious Thinkers talents, look for situations in which this person can be given time to prepare, organize, and think through asubject completely. Quality is veryimportant to the Cautious Thinkerin every aspect of life.


Persons with the Cautious Thinker profile tend to look for proven, practical solutions, seeking to help or convince others by using facts,logic, data, and details, becausethose communicate best fromtheir perspective.

Personality type: cautious thinker8.15

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Ideal Environment:

Analyzers realize their highest potential with opportunities to: Get results - Direct - Research facts - Critique and improve - Think and process - Be in control - Create and develop - Initiate solutions - Design new procedures - Collect information.


Analyzers tend to be analytical,logical, direct, confident, and theylike new challenges. They excel atseeing the larger vision, creatingefficient methods and procedures,and listening carefully for the facts.


This person may sometimes showa lack of sensitivity to the feelingsof co-workers due to a tendency tofocus on tasks. When sharply focusedon a task, this person may come across as being overly critical, judgmental, blunt, or impatient with others.


To maximize this person’s talents, look for situations in which logical solutionscan be offered to complex challenges,then assign this person to evaluate and make the necessary changes to assure the desired outcome.


This person tends to provide insightsand direction by teaching, managing, clarifying, and advising.

Personality type: analyzer8.16

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Ideal Environment:

Get results - Meet standards - Oversee - Achieve - Initiate solutions- Low conflict - Listen - Be steady - Be thorough - Be the example - Be relational - Be engaged - Resolve problems - Influence - Communicate - Relate - Conceptualize.


Balancers have a desire for detailsand accuracy but are notperfectionists. They tend to beversatile, like to initiate solutions,and get results for the team. Theyare relational and steady.


Balancers are comfortable withsome change but would not want tobe involved in constant change orfrequent conflict. They may showvariability in accuracy and may beinconsistent at times. They enjoypositions of influence, but not totalresponsibility.


Balancers are excellent team members. They conceptualize well and can communicate effectively. They enjoy overseeing projects andgetting results, but are just aseffective in participating in a project and achieving a group goal.


People similar to this profile typically build good relationships. Depending on the specific profile scores, theymay communicate by delegatingresponsibilities, participate inassignments, and overseeingresults, or may willingly assumeresponsibilities themselves andcomplete assignments. They mayalso communicate with a combination of delegating and assuming responsibilites.

Personality type: balancer8.17

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the team report9

33©2013 Crown

Team Profile GraphThe Personality I.D. Team Report enables the user to have team members complete Personality I.D. individually add up to 15 team members to the PID Team Report. The PID Team Report shows the profiles of all individuals on one graph and calculates the team personality profile.

Team Description – 12 AttributesThe Personality I.D. Team Report provides a team description of the team personality profile in 12 attributes:

General DescriptionIdeal EnvironmentTypical Areas of StrengthTypical Areas of StrugglePreferred ActivitiesContributions to Relationships

Leadership Style Task or People OrientationStress FactorsFinancial ManagementBudget and Financial IssuesSuggestions for Managers

34©2013 Crown

Team Members: DISC-AROU DistributionThe Team Report provides a graph with each team member’s behavior one dimension (D/A, I/R, S/O, C/U) at a time. The team members are ordered from the highest extreme at one end of the dimension to the highest extreme at the opposite side of the dimension. This macro view of all members allows the manager to supervise each team member according to their design and eliminate mismanagement.

Team Members: DISC-AROU PotentialThe Team Report provides a graph with each team member’s full behavior potential for each dimension (D/A, I/R, S/O, C/U). This graph shows the team member’s range of behavior from the dominant side of the dimension to the opposite side. This graphic measurement indicates the flexibility or potential range in each type of behavior, providing the manager insight into the full capacity of each team member.

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10the advanced team reports

Team Profile GraphThe Personality I.D. Advanced Team Report enables the team manager to study the team in a detailed and dynamic way. The Advance Team program will allow the manager/leader to examine the specific profile and dynamics of an existing team. It will also provide a preview or evaluation of removing or adding members. The virtual examination enables examination before the teams are formed or deployed. Individual team members may be added or removed in real time and the effects evaluated, providing valuable input to strategic planning before the changes are made.

The next three pages show the three Team Perspectives.

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36©2013 Crown

COMbInED TEAM – The profiles of the persons who are the current team members are combined to form the Combined Team Profile graph and a brief description of the profiles of the individual team members. A detailed graphic analysis of the Team DISC-AROU distribution and potential range is provided. This perspective gives the opportunity for in-depth study and understanding of the current team before any changes are made.

37©2013 Crown

nEW TEAM – The profiles of the remaining and proposed or added team members are combined to form the New Team Profile. The graphs of the Combined and New Team profiles are compared. Graphic comparison of the distribution and the potential ranges of the DISC-AROU dimensions are presented for review.

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REMOvED TEAM – The profiles of the removed members of the original combined team are combined to graph the Removed Team Profile with the profiles of the Combined and New Teams. The makeup of the individual Removed Team members are described. The DISC-AROU distribution and potential range of the Removed, New, and original Combined teams are graphically presented for in-depth understanding of the changes made or proposed.

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key to other related DISC instruments

Key to other related DISC instruments

System and Author D I S C

Personality I.D.Crown Directing/ Interacting/ Supportive/ Conscientious/

Adaptive Reserved Objective Unconventional

DiSC PersonalProfile SystemTM(©Carlson Learning Dominance Influencing Steadiness CautiousnessCompany), Geier

PersonalDISCernmentTMInventory (©Team Dominance Influence Steadiness ComplianceResources, Inc.), Mohler

CARD PersonalityStyle, Rickerson Dominant Relational Amiable Conscientious

D R A C (CARD)

Personal Styles,Merrill/Reid Driver Expressive Amiable Analytical

Greek, Hippocrates,LaHaye/Littaur Choleric Sanguine Phlegmatic Melancholy

Animal,Smalley/Trent Lion Otter Golden Beaver

Retriever

PersonalityInsights, Inc., Rohm Dominant Inspiration Supporter Cautious

��

© 2013 Crown©2013 Crown

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