LeeHoffpauir.PDF

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CCOOMMMMUUNNIICCAATTIIOONN AANNDD BBEEHHAAVVIIOORRAALL SSTTRREENNGGTTHHSS
DDIISSCCssttyylleess™™
MMIINNII RREEPPOORRTT
Lee Hoffpauir
July 23, 2016
LaurieJJames.com, LLC
laurie@lauriejjames.com
www.lauriejjames.com
337-278-4230

Report for Lee Hoffpauir - SCD/SC Style
Copyright © 1996-2016 A & A, Inc. All rights reserved 2
LaurieJJames.com, LLC 337-278-4230 www.lauriejjames.com
TABLE OF CONTENTS
Introduction to the DISCstyles
™
Mini Behavioral Report............................................................................... 3
General Characteristics of Your Behavioral Style......................................................................................... 4
The Value Your Natural Strengths Bring to Your Environment..................................................................... 6
Potential Areas of Improvement.................................................................................................................... 7
Your Natural and Adapted DISCstyles
™
Behavioral Graphs ........................................................................ 8
Behavioral Pattern View (BPV) ..................................................................................................................... 9
What is Behavioral Adaptability? ................................................................................................................ 10
So Now What? ............................................................................................................................................ 11
Additional Resources .................................................................................................................................. 12
Lee, this is your DDIISSCCstyles
™
Mini Behavioral Report. Contact us if you wish to have your report converted
into a more comprehensive DDIISSCCstyles
™
Report.
You may select from the DDIISSCCstyles: Self, Sales, Leadership, Résumé, and Career Management.
(More information on page 11)

INTRODUCTION TO THE DISCSTYLES™
MINI REPORT
Congratulations on your decision to take the DISC Assessment!
Lee, this is your DISCstyles Report that measures observable human behaviors. Behaviors are how we
express our ideas to others. Everyone has some degree of all the traits associated with the different behavioral
styles; it is the various intensity levels that empower our personal styles.
With your personalized DISC report, you have a tool to understand yourself better and learn how to
interact more effectively with others. This knowledge and its application will help you to develop and use
more of your natural strengths, while recognizing, minimizing and improving your limitations. This report does
not deal with values or make judgments, Lee. Instead, it concentrates on the natural tendencies that
influence your behavior.
The DISC model measures Four Behavioral Factors and is easy to learn and understand.
[D] How you respond to problems and challenges.
[I] How you influence others to your point of view.
[S] How you respond to the pace of the environment.
[C] How you respond to rules and procedures set by others.
1. DDoommiinnaannccee = DD
The D factor measures and identifies how assertively and aggressively an individual prefers to deal with
the problems they encounter. Someone with a high “D” score will actively pursue and attack problems, while
someone with a low “D” score will be more reserved and conservative in tackling difficult, problematic and
confrontational issues.
2. IInnfflluueennccee = II
The I factor measures and identifies how an individual prefers to deal with others. Someone with a high
“I” score will be outgoing, seek personal connections and enjoy frequent interactions with others while
someone with a low “I” score will be more introverted, more reserved and less inclined to initiate new personal
connections and interactions with others.
3. SStteeaaddiinneessss = SS
The S factor measures and identifies how an individual prefers to deal with the activity level or
pace of their daily environment. Someone with a high “S” score will exhibit a great deal of patience
and prefers a stable, focused and consistent workload preferring not to frequently shift gears and alter
direction mid-stream. Someone with a low “S” score exhibits strong urgency or low patience and prefers
a fast-paced, rapid fire, multi-tasked agenda that offers active, change-oriented and spontaneous options.
4. CCoommpplliiaannccee = CC
The C factor measures and identifies how an individual prefers to deal with the rules, having
distinct attention to detail, accuracy and data. Someone with a high “C” score will insist on accuracy,
reliable facts, precision and high standards. Someone with a low “C” score will tend to question the rules,
can be quite independent, opinionated and may favor emotional persuasion over logical data.
Lee, please note: There is no “best” style nor “worst” style. Each style has unique strengths and opportunities for
continued improvement and growth. Any behavioral descriptions mentioned in this report are tendencies for your style
group and, depending upon the blending of DISC styles and the intensity level of the DISC traits, some descriptions of a
pure DISC Style may not specifically apply to you.

GENERAL CHARACTERISTICS
The narration below serves as a general overview of your behavioral tendencies and provides information for
understanding how you react and respond. Your report provides a framework to help you leverage your
strengths to maximize your personal and professional success.
You are very conscientious and attentive to follow through in working on detailed projects and complex
assignments. Others on the team can depend on you and the efforts you provide to make the project a
success. Some on the team may not realize all of the work you have done, and all the thought you have given
to the project, because much of it might have been done behind the scenes. To maintain your own sense of
accomplishment, be certain that others on the team know what you're doing for them in the background. Your
modesty may make this a challenge, but you should always find a time and place to make sure your efforts are
being recognized.
You tend to make decisions slowly and carefully, only after consideration of all variables and input from others.
Of the many patterns of behavioral styles, your scores put you among a minority of the population (a positive
minority) who show the trait of careful and deliberate decision making when it comes to important decisions.
We specify "important," because you may make routine decisions rather rapidly.
Your response pattern indicates that you tend to hide your emotions. You are generally quiet in a group unless
asked for input, or if the topic is one of high importance to you. Our advice is to move out of that comfort zone
and be a bit more verbal. It will benefit the team, because many will not have considered the issues as deeply
as you have. Your input will raise the quality of the conversation. And you will benefit by being perceived as a
more open and interactive person.
You demonstrate extremely high attention to detail as you strive for perfection. You strive to make things as
high-quality as possible and may be disappointed when things turn out just "pretty good." Few people on the
team have the ability to attend to details and to follow through the way you do.

GENERAL CHARACTERISTICS, continued
You tend to evaluate others by how well they implement and execute procedures, standards, and quality action.
You hold others accountable to the same high standards that you maintain for yourself. Those who
demonstrate these high standards (as you know, they are somewhat rare) are individuals that you will tend to
hold in esteem.
Lee, people who score like you may tend to get bogged down in details during the decision-making process,
thinking that there may be more information forthcoming that might impact the choice. It's true that there will
almost always be more information available if we continue to wait; however, there is also a time at which the
collection of data must stop and the decision must be made. Be aware of this when facing a series of data-
driven decisions.
Lee, your motto could be, "There is a right way and a wrong way to complete all projects. Let's complete it the
right way." You score like those who read instructions on new appliances and computers. Whether at home or
at the office, you like to do things correctly. When writing, rarely do you have the need for spell-checking or
proofreading for grammar.
Your score pattern indicates that you tend to maintain a keen awareness of time. You tend to be on time or
early for appointments, and expect the same consideration of your time from others. It annoys you when
certain people are perpetually late, or when meetings drag on with no assigned time to end.

THE VALUE YOUR NATURAL STRENGTHS
BRING TO YOUR ENVIRONMENT
Lee, you are likely to display your Natural Behavioral Strengths rather consistently. These are the
talents and tendencies you bring to your environment and enhance your effectiveness. Your style preferences
provide insight regarding how you react and respond in your environment.
YOUR STRENGTHS:
• You provide valuable input on projects by considering possible pitfalls that others on the team may
have overlooked.
• You may be sought after by other members of the team because of your complete knowledge of
processes and procedures.
• You maintain a high degree of accuracy while keeping an eye toward project deadlines.
• You provide an objective, reality-focused view of systems, procedures, and organizational operations.
• You are a strong guardian of quality-control standards and procedures.
• You demonstrate a high degree of technical specialty and skill in your area of expertise.
• You are patient in working with others on the team and demonstrating detailed methods for completing
a project.
YOUR STYLE TENDENCIES THAT YOU BRING TO YOUR ENVIRONMENT:
• You tend to be more quiet, letting others be the more vocal participants in meetings or groups.
• You persuade others on the team through perseverance and determination to get the project
completed.
• You may tend to be most productive when working alone and undisturbed.
• You are able to research into a variety of complexities and emerge with new facts that can be of value
in future decision making.
• You demonstrate patience in working with people, but also maintain a bit of an emotional distance
from others on the team.
• You have a need to see projects reach completion and closure and will work hard to ensure success
along the way.
• You are able to demonstrate independence from the team and take your own path, based on analysis
of the facts and data.

POTENTIAL AREAS FOR GROWTH AND IMPROVEMENT
Everyone struggles in some situations. Sometimes, it’s simply an overextension of our strengths which can
begin to work against us, often referred to as potential personal blind spots. For example:
The High D’s directness may be viewed as a strength in many situations,
but when overextended it may be viewed as becoming too bossy.
Lee, take note of the following behavioral areas that will likely assist and benefit you as you amplify or
moderate the intensity of the traits you habitually apply, referred to as adapting. (Pg. 10)
POTENTIAL WEAKNESSES AND POSSIBLE BLIND SPOTS FOR YOUR SC STYLE, LEE, AND
PERCEPTIONS OTHERS MAY HAVE FOR YOUR SC STYLE.
• You could benefit from a greater degree of self-confidence and an increased sense of urgency to
accomplish activities on a tighter timeline.
• You may be overly dependent on a few people who share a similar focus, leading to the exclusion of
others on the team who could provide valuable input.
• You could demonstrate more flexibility regarding new ideas and innovations.
• You may be perceived by others as private, guarded, shy, and undemonstrative.
• You may be perceived as slow in making decisions and tentative when it comes to making changes.
• You may be perceived by some as rigid, inflexible, and overly strict regarding procedures and options.
• You may sometimes overthink or overexert yourself on standard or routine procedures.

DISCSTYLES GRAPHS FOR LEE HOFFPAUIR
Your Adapted Style indicates you tend to use the behavioral traits of the SCD Style according to the demands of
your environment. Your Natural Style indicates that you naturally use the behavioral traits of the SC Style.
Lee, your Adapted Style, the graph on the left, is your perception of the behavioral tendencies you use in your
selected focus (work, social or family). This graph may change as you change roles or situations.
The graph on the right is your Natural Style and indicates the intensity of your instinctive behaviors. It is often a
better indicator of the real you and your automatic behaviors. This is how you act when you feel comfortable in
your environment, while you are not attempting to adjust or mask your natural style. Your Natural Style traits are also
those you exhibit in stressful situations and tend to be fairly consistent over time.
Adapted Style - Graph I
Pattern: SCD
Focus: Work
Natural Style - Graph II
Pattern: SC
Notes
If your two graphs are similar, it means that you tend to use your same natural behaviors in your environment. If
your Adapted Style is different from your Natural Style, your environment may cause stress if you are in that
environment over a long period of time because you are using traits that are not as comfortable or natural.
The higher or lower each DISC point is on your graphs, the greater or lesser your behavior impacts your environment.
Once aware, you can adapt your style.
Adapting behavior is most effective with awareness and practice.

BEHAVIORAL PATTERN VIEW (BPV)
The BPV has eight behavioral zones. Each zone identifies a different combination of behavioral traits. The
peripheral descriptors describe how others typically see individuals with your style. Plotting points on the outer
edges of the diamond identify that one factor of your style will dominate the other three. As you move towards
the center of the diamond two and eventually three traits combine to temper the intensity of your style
descriptors within a specific behavioral zone.
THE SCORING LEGEND
DD DDoommiinnaannccee:: How you deal with Problems
II IInnfflluueennccee//EExxttrroovveerrssiioonn:: How you deal with Others
SS SStteeaaddiinneessss//PPaattiieennccee:: How you deal with your Activity Level (Pace)
CC CCoonnsscciieennttiioouuss//CCoommpplliiaannccee//SSttrruuccttuurree:: How you deal with Rules as well as your focus on Details,
Accuracy and Precision
= NATURAL Behavioral Style
= ADAPTED Behavioral Style
Efficient. Analytical. Organized.
Factual. Practical. Innovative.
“Consequences of Actions” Awareness.
Data Driven. Fact Finder.
Precise. Very Analytical.
Accurate. Structured.
Careful. Cautious.
Sees value in Rules.
Very Assertive.
Results-Focused.
Rapid Decisions.
Seeks Challenges.
Wants to Lead.
Impatient. Determined.
Assertive. Persuasive.
Embraces New Concepts.
Mover and Shaker.
Very Outgoing.
High Energy.
Engaging. Brave.
Very Outgoing.
Persuasive. Influential.
People-Oriented.
Optimistic. Strong
Communication Skills.
Verbal. Likes Variety.
Demonstrative.Good Team Player. Creates
Good Will. Service-Oriented.
Likes Compliments. Friendly.
Pleasant. Cooperative.
Very Patient. Listener.
Likes Stability and
Structure. Supportive.
Non-Risk Taker. Steady.
Even Pace. Loyal. Calm.
Non-Expressive.
Values Diplomacy.
Mindful of Rules.
Slow-Pace. Reserved.
Methodical. Accurate.
Dislikes Confusion and
Ambiguity. Follows
Systems and Procedures.

WHAT IS BEHAVIORAL ADAPTABILITY?
Adaptability is your willingness and ability to adjust your approach or strategy based on the particular
needs of the situation or relationship. Lee, no one style is naturally more adaptable than another. For any
situation, the strategic adjustments each style needs to make will vary. The decision to employ specific
adaptability techniques is made on a case-by-case basis; you can choose to be adaptable with one person,
and not so with others. You can choose to be quite adaptable with one person today and less adaptable with
that same individual tomorrow.
Adaptability is how you manage your behavior.
People practice adaptability each time they slow down for a CC or SS style; or when they move a bit faster for the
DD or II styles. Adaptability happens when the DD or CC styles take the time to build the relationship with an SS or II
style; and when the II or SS styles focus on facts or get right to the point with DD or CC styles.
Adaptability is adjusting your behavior to make others feel at ease with you and the situation.
Lee, adaptability does not mean imitation of the other person’s style. It does mean adjusting your openness,
directness, pace and priority in the direction of the other person’s preference, while maintaining your own
identity.
Adaptability is important to all successful relationships.
People often adopt a different style in their professional lives than they do in their social and personal lives. We
tend to adapt more at work and less at home with family and friends. A person who maintains high
adaptability in all situations may not be able to avoid stress and inefficiency. There is the danger of
developing tension from the stress of behaving in a “foreign” style. Usually, this is temporary and may be
worth it if you are able to gain rapport with others. At the other end of the continuum, no adaptability would
cause others to view a person as rigid and uncompromising because the person insists on behaving according
to his/her own natural pace and priority.
Realize that it takes energy to adapt; to act in a way that is not natural for you.
Having to adapt for the behavioral needs of a specific job description for
8 hours a day and for 40 hours a week can be exhausting.
Effectively adaptable people meet other peoples’ needs. Through practice, they are able to achieve a balance:
strategically managing their adaptability by recognizing when a modest compromise is appropriate, or, when
the situation calls for them to totally adapt to the other person’s behavioral style, they do so. Adaptable people
know how to negotiate relationships in a way that allows everyone to win; tactful, reasonable, understanding,
and non-judgmental.
Your adaptability level influences how others judge their relationship with you. Lee, raise your adaptability
level and trust and credibility go up; lower your adaptability level and trust and credibility go down.
This is worth remembering, especially for job interviews! Adaptability enables you to interact more effectively,
even with difficult people, and helps you to avoid or manage tense situations.
With adaptability you can treat other people the way they want to be treated.

SO NOW WHAT?
Lee, you now have an awareness and some knowledge of DISC Behavioral Styles. You have access to many
tips and tools to help you apply your personal communication style and behavioral strengths. You may want to
consider how you will benefit from having your DISCstyles Mini Report converted into a more comprehensive
version that will be relevant to other circumstances. You’ll learn how to maximize your strengths, minimize your
weaknesses, recognize others’ styles, adapt effectively, and attain more goals in alternate environments and
situations.
Which DISCstyles Reports matches your needs best?
DDIISSCCssttyylleess LLeeaaddeerrsshhiipp RReeppoorrtt
Designed for executives, managers and organizational leaders
DDIISSCCssttyylleess SSaalleess RReeppoorrtt
Designed for those selling services or products
DDIISSCCssttyylleess PPeerrssoonnaall aanndd SSoocciiaall IInntteerraaccttiioonnss RReeppoorrtt
Designed for those wanting to improve personal relationships
DDIISSCCssttyylleess RRééssuumméé aanndd CCoovveerr LLeetttteerr DDeevveellooppmmeenntt RReeppoorrtt
Designed for developing accurate career advancement marketing materials
DDIISSCCssttyylleess CCaarreeeerr MMaannaaggeemmeenntt RReeppoorrtt
Designed to provide the most appropriate job titles for career path selection
We will do our best to match our services to your needs.
Remember to use your report as a reference tool. Understanding the concept of styles and knowing your
own style is one of the most valuable ways to open up a meaningful dialogue with others, to improve all your
relationships and be more effective in a given environment.
Have fun with making a few minor changes in your behavior and experience the results. You might be
surprised. You will have much more success in all your relationships!
Treat others the way they want to be treated.
Lee, the information about your style preferences can be used for your total career management and
continued personal and professional development:
Showcase Interpersonal Strengths in
Résumés and Cover Letters
Interview Preparation and Skills
Interview Portfolio Content
Interview “Leave-Behinds”
Personal Branding
Professional Bio (Social Networking)
Job Search Strategy and Campaigns
Time Management
Career Transition
Educational Planning
Sales and Leadership Training
Organizational Development
Harmony in the Work Place
Team Building
Relationship Strategies
Hiring / Selection / Placement
Strategic Positioning and More!
Ask us about the additional services that will help you with your
Career Management process and Relationship Strategy goals.

THE JOB SEEKERS’ COMPETITIVE ADVANTAGE
WITH A BIG RETURN ON A SMALL INVESTMENT
A Web Résumé – Have your résumé hosted at your unique (www) URL. A Web Résumé is a great networking
tool. Your résumé can be viewed anytime, anywhere, on anyone's device. Display your web résumé through
social media. Print your résumé from anywhere using your Web Résumé. While on the phone, meeting with
someone, and sending email, your URL may be shared verbally, as a link, scanning your QR code, and by
handing out a networking (business) card. Add an element of convenience to your résumé! You’ll have your
PDF, Word, and ASCII versions of your résumé hosted online as a private web page.
DO YOU NEED A COMPETITIVE ADVANTAGE?
LaurieJJames.com, LLC
337-278-4230
CARE TO SHARE9
Your comments will help ensure satisfaction with our services,
materials and support.
IT’S YOUR TURN AND WE’LL LISTEN.
If your DD is high; tell us what we need to do next!
If it’s your II that’s high; tell us who will enjoy this experience
as much as you did!
If your SS is the highest; we know we can count on your help to help others!
If your CC is higher than your DD,, II,, and SS;; explain how to make this experience even better than it is!
YOUR COMMENTS HELP US MEET YOUR NEEDS!
Follow the link below and enter your administrator’s email to get started:
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BIBLIOGRAPHY / ADDITIONAL READING
Alessandra, Tony, Ph.D., Michael J. O’Connor, Ph.D., and Janice Van Dyke, Ph.D. 2006. People Smart in Business. La Jolla, CA:
Platinum Rule Press.
Alessandra, Tony, Ph.D., Michael J. O’Connor, Ph.D., and Janice Van Dyke, Ph.D. 2006. People Smart with Family, Friends & Significant
Others. La Jolla, CA: Platinum Rule Press.
Alessandra, Tony, Ph.D., and Michael J. O’Connor, Ph.D. 1994. People Smarts. San Diego, CA: Pfeiffer & Company.
Geier, John G., Ph.D. 1989. Personality Analysis. Aristos Pub. House.
Marston, William Moulton, 1928. Emotions of Normal People. New York: Harcourt, Brace and Company
Mehrabian, Albert. 1971. Silent Messages. Belmont, CA: Wadsworth.

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