Disc Behaviour Profile

SUCCESS INSIGHTS ®
Management-Staff™ Version

Arthur Waldock
9/8/2010

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COMPLIMENTARY REPORT - NOT FOR SALE OR SEMINAR USE
Copyright © 1984-2010. TTI, Ltd., Success Insights Intl, Inc.

Arthur Waldock

INTRODUCTION

Behavioural research suggests that the most effective people are those who understand

themselves, both their strengths and weaknesses, so they can develop strategies to meet

the demands of their environment.

This report analyses behavioural style; that is, a person's manner of doing things. Is the

report 100% true? Yes, no and maybe. We are only measuring behaviour. We only

report statements which are true and areas of behaviour in which tendencies are shown.

Feel free to delete any statement from the report that may not apply, but only after

checking with friends or colleagues to see if they agree.

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Arthur Waldock

GENERAL CHARACTERISTICS

Based on Arthur's responses, the report has selected general statements to provide a broad understanding
of his work style. These statements identify the basic natural behaviour that he brings to the job. That is, if
left on his own, these statements identify HOW HE WOULD CHOOSE TO DO THE JOB. Use the general
characteristics to gain a better understanding of Arthur's natural behaviour.

Arthur may be overly sensitive to criticism of his work. If you do NOTES

comment on his work you had better be right, since he may not take
criticism lightly. He prefers that things be orderly and he will
approach work in a systematic manner. He tends to be his own
worst critic constantly reminding himself that he could have done
better if given more time. He tends to be precise about his use of
time and can become frustrated when others interrupt him when in
the middle of a task. Following procedures is his way of ensuring
quality and orderly work. Arthur can be depended upon to follow
set procedures of work activity. He resists change if he feels the
change will lower the quality of his work. If change is inevitable, he
may need reassurances that his standards will continue to be met.
In conflict situations, Arthur usually remains calm and cool-headed.
When things calm down, however, he may suffer some delayed
reaction. He is alert and sensitive to his errors and mistakes. He
constantly seeks to avoid errors in his work. Rules and procedures
provide security for his job performance. Arthur can devote all his
energy to the job, and that offers security to his work situation.
Safety and security are important to him. Arthur prefers to work in
an environment that is both economically and physically sound.

Arthur takes pride in his competence or his ability to understand
all the facts of a situation. He is good at concentrating on data
while looking for the best method of solving the problem. He
usually judges others by the quality of their work. He may find it

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Arthur Waldock


difficult to recognise others' strengths, if their work does not meet NOTES

his high standards. He is a critical and systematic thinker, and this
strength may not be easily recognised by others. He gets frustrated
when well-established rules are not observed by others. He prefers
to have everyone adhere to the same rules and regulations.
Because he knows that he can rely on the "tried and true," Arthur
places high value on tradition and traditional things. He, capable of
making daily decisions routinely, usually becomes cautious about
the bigger decisions; he wants to be absolutely certain his decision
is correct. He sees himself as factual, and "down-to-earth." He is
more than casually interested in "theory." When confronted with a
problem he will look for a method, a formula, a procedure or a
system to solve it. He feels tension when forced to make major
decisions quickly.

Arthur is intuitive and is able to ask good questions in order to
get the critical, complete information he seeks. People who show
up early or late for appointments may upset him, since his work
plans are disrupted. Arthur makes an agenda and prefers that
others not change it. Because Arthur wants to be certain he is
performing his work assignments correctly, he enjoys working for a
manager who explains what is expected of him. Arthur's logical,
methodical way of gathering data is demonstrated by his ability to
ask the right questions at the right time. People may often see
Arthur as formal and reserved. He may be assessing the situation
before "letting his guard down" and may do so only when he feels
comfortable with the circumstances. He has a low trust level with
strangers. This becomes apparent when he asks specific and
perhaps blunt questions. He can be outgoing at times. Basically

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Arthur Waldock


introverted, he will engage in social conversation when the NOTES

occasion warrants. He does not like to work for a manager who
uses a confrontational management style. He tends to withdraw
and not express himself, and may become unproductive if he feels
threatened.

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Arthur Waldock

VALUE TO THE ORGANISATION

This section of the report identifies the specific talents and behaviour Arthur brings to the job. By looking at
these statements, one can identify his role in the organisation. The organisation can then develop a system
to capitalise on his particular value and make him an integral part of the team.

Defines, clarifies, gets information, criticises and tests. NOTES

Comprehensive in problem solving.

Conscientious and steady.

Good at reconciling factions--is calming and adds stability.

Accurate and intuitive.

Objective--"The anchor of reality."

Works for a leader and a cause.

Always looking for the logical solutions.

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Arthur Waldock

CHECKLIST FOR COMMUNICATING

Most people are aware of and sensitive to the ways with which they prefer to be communicated. Many
people find this section to be extremely accurate and important for enhanced interpersonal communication.
This page provides other people with a list of things to DO when communicating with Arthur. Read each
statement and identify the 3 or 4 statements which are most important to him. We recommend highlighting
the most important "DO's" and provide a listing to those who communicate with Arthur most frequently.

Do: NOTES

Provide personal assurances, clear, specific solutions with
maximum guarantees.

Patiently draw out personal goals and work with him to help him
achieve those goals; listen and be responsive.

Support his principles; use a thoughtful approach; build your
credibility by listing pros and cons to any suggestion you make.

Provide guarantees that his decision will minimise risks; give
assurance that provides him with benefits.

Present your case softly, nonthreateningly with a sincere tone
of voice.

Make an organised presentation of your position, if you
disagree.

Make an organised contribution to his efforts, present specifics
and do what you say you can do.

Follow through, if you agree.

Look for hurt feelings or personal reasons if you disagree.

Define clearly (preferably in writing) individual contributions.

Show sincere interest in him as a person. Find areas of
common involvement and be candid and open.

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Arthur Waldock

INEFFECTIVE COMMUNICATION

This section of the report is a list of things NOT to do while communicating with Arthur. Review each
statement with Arthur and identify those methods of communication that result in frustration or reduced
performance. By sharing this information, both parties can negotiate a communication system that is
mutually agreeable.

Do not: NOTES

Push too hard, or be unrealistic with deadlines.

Be vague about what is expected of either of you; do not fail to
follow through.

Say "trust me"--you must prove it.

Make statements about the quality of his work unless you can
prove it.

Be domineering or demanding; do not threaten with position
power.

Rush headlong into business or the agenda.

Use gimmicks or clever, quick manipulations.

Use testimonies of unreliable sources; do not be haphazard.

Make conflicting statements.

Leave things to chance or luck.

Be abrupt and rapid.

Force him to respond quickly to your objectives. Do not say
"Here is how I see it."

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Arthur Waldock

COMMUNICATION TIPS

This section provides suggestions on methods which will improve Arthur's communications with others. The
tips include a brief description of typical people with whom he may interact. By adapting to the
communication style desired by other people, Arthur will become more effective in his communications with
them. He may have to practice some flexibility in varying his communication style with others who may be
different from himself. This flexibility and the ability to interpret the needs of others is the mark of a superior
communicator.

When communicating with a person who is When communicating with a person who is
dependent, neat, conservative, perfectionist, careful ambitious, forceful, decisive, strong-willed,
and compliant: independent and goal-oriented:

Prepare your "case" in advance. Be clear, specific, brief and to the point.
Stick to business. Stick to business.
Be accurate and realistic. Be prepared with support material in a
well-organised "package."
Factors that will create tension or dissatisfaction:
Factors that will create tension or
Being giddy, casual, informal, loud. dissatisfaction:
Pushing too hard or being unrealistic with
deadlines. Talking about things that are not relevant to
Being disorganised or messy. the issue.
Leaving loopholes or cloudy issues.
Appearing disorganised.

When communicating with a person who is patient, When communicating with a person who is
predictable, reliable, steady, relaxed and modest: magnetic, enthusiastic, friendly, demonstrative
and political:
Begin with a personal comment--break the ice.
Present your case softly, nonthreateningly. Provide a warm and friendly environment.
Ask "how?" questions to draw their opinions. Do not deal with a lot of details (put them in
writing).
Factors that will create tension or dissatisfaction: Ask "feeling" questions to draw their opinions
or comments.
Rushing headlong into business.
Being domineering or demanding. Factors that will create tension or
Forcing them to respond quickly to your dissatisfaction:
objectives.
Being curt, cold or tight-lipped.
Controlling the conversation.
Driving on facts and figures, alternatives,
abstractions.

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Arthur Waldock

IDEAL ENVIRONMENT

This section identifies the ideal work environment based on Arthur's basic style. People with limited
flexibility will find themselves uncomfortable working in any job not described in this section. People with
flexibility use intelligence to modify their behaviour and can be comfortable in many environments. Use this
section to identify specific duties and responsibilities that Arthur enjoys and also those that create frustration.

Little conflict between people. NOTES

Needs personal attention from his manager and compliments
for each assignment well done.

An environment where he can use his intuitive thinking skills.

Needs an opportunity to deal with people with whom a
long-standing relationship has been established.

Prefers technical work, specialising in one area.

An environment that allows time to change.

Familiar work environment with a predictable pattern.

Close relationship with a small group of associates.

Assignments that can be followed through to completion.

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Arthur Waldock

PERCEPTIONS

A person's behaviour and feelings may be quickly telegraphed to others. This section provides additional
information on Arthur's self-perception and how, under certain conditions, others may perceive his
behaviour. Understanding this section will empower Arthur to project the image that will allow him to control
the situation.

"See Yourself As Others See You" NOTES

SELF-PERCEPTION

Arthur usually sees himself as being:

Precise Thorough
Moderate Diplomatic
Knowledgeable Analytical

OTHERS' PERCEPTION

Under moderate pressure, tension, stress or fatigue, others may
see him as being:

Pessimistic Picky
Worrisome Fussy

And, under extreme pressure, stress or fatigue, others may see
him as being:

Perfectionistic Hard-to-Please
Strict Defensive

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Arthur Waldock

DESCRIPTORS

Based on Arthur's responses, the report has marked those words that describe his personal behaviour.
They describe how he solves problems and meets challenges, influences people, responds to the pace of
the environment and how he responds to rules and procedures set by others.

Dominance Influencing Steadiness Compliance
Demanding Effusive Phlegmatic Evasive

Egocentric Inspiring Relaxed Worrisome
Resistant to Change Careful
Driving Magnetic Nondemonstrative Dependent
Ambitious Political Cautious
Pioneering Enthusiastic Passive Conventional
Strong-Willed Demonstrative Exacting
Forceful Persuasive Patient Neat
Determined Warm
Aggressive Convincing Possessive Systematic
Competitive Polished Diplomatic
Decisive Poised Predictable Accurate
Venturesome Optimistic Consistent Tactful
Deliberate
Inquisitive Trusting Steady Open-Minded
Responsible Sociable Stable Balanced Judgment

Conservative Reflective Mobile Firm

Calculating Factual Active Independent
Cooperative Calculating Restless Self-Willed
Hesitant Sceptical Alert Stubborn
Low-Keyed Variety-Oriented
Unsure Logical Demonstrative Obstinate
Undemanding Undemonstrative
Cautious Suspicious Impatient Opinionated
Matter-of-Fact Pressure-Oriented Unsystematic
Mild Incisive Eager Self-Righteous
Agreeable Flexible Uninhibited
Modest Pessimistic Impulsive Arbitrary
Peaceful Moody Impetuous Unbending

Unobtrusive Critical Hypertense Careless with Details

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Arthur Waldock

NATURAL AND ADAPTED STYLE

Arthur's natural style of dealing with problems, people, pace of events and procedures may not always fit
what the environment needs. This section will provide valuable information related to stress and the
pressure to adapt to the environment.

NOTES
Natural PROBLEMS - CHALLENGES Adapted

Arthur uses a laid-back and peaceful Arthur sees the need to be somewhat
approach to problem solving. He conservative in his approach to solving
tends to solve problems in a reactive problems. He wants to accept
and team-oriented manner. Arthur challenges but will be calculated in his
tends to be unobtrusive and avoids response.
confrontation so he can be seen as a
true team player.

Natural PEOPLE - CONTACTS Adapted

Arthur is factual and logical in his Arthur feels that convincing people can
attempt to persuade others. He looks only be done within the framework of
at things in a rather direct and logical facts presented by a totally
straightforward manner. His approach objective person. He rarely displays
can be analytical and objective when emotion when attempting to influence
attempting to influence others. others.

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Arthur Waldock

NATURAL AND ADAPTED STYLE

NOTES
Natural PACE - CONSISTENCY Adapted

Arthur is comfortable in an Arthur sees the need to start and finish
environment in which there is a activities one at a time if possible. He
relaxed demeanour, or one in which feels the need to be consistent, patient
patience is looked at as a virtue. He and to have a secure work
prefers to complete one task before environment. Change needs to be
starting the next and prefers an held to a minimum.
environment that is predictable.

Natural PROCEDURES - CONSTRAINTS Adapted

Arthur is concerned with doing things Arthur sees the need to be
right. He can be quite worrisome and open-minded about rules. However,
possibly fearful that mistakes will crop he is aware and sensitive to the
into the procedure. He will follow rules implications of not following rules and
and procedures to the letter and feels procedures.
comfortable in a situation in which
exact standards and written
procedures are the rule of the day.

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Arthur Waldock

ADAPTED STYLE

Arthur sees his present work environment requiring him to exhibit the behaviour listed on this page. If the
following statements DO NOT sound job related, explore the reasons why he is adapting this behaviour.

Freedom from confrontation. NOTES

Adherence to established guidelines and procedures.

Limited or prepared changes in routine.

Projecting a limited display of emotion.

Making decisions in an objective, unemotional manner.

Using a proven, procedure-oriented method when
implementing change.

Being precise in the collection of data.

Diplomatic cooperation in team interaction.

Being attentive and dependable with detailed work activities.

Working in a systematic, nondemonstrative manner.

Exhibiting patience and good listening skills.

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Arthur Waldock

KEYS TO MOTIVATING

This section of the report was produced by analysing Arthur's wants. People are motivated by the things
they want; thus wants that are satisfied no longer motivate. Review each statement produced in this section
with Arthur and highlight those that are present "wants."

Arthur wants: NOTES

An environment where he can ask specific questions--not just
"beat around the bush."

A predictable work environment.

Constant appreciation, and a feeling of security on the team.

Tangible evidence of effort.

Recognition for loyalty and long service.

An environment where he does not have to show emotions.

Logical reasons for change.

Facts and data for making decisions.

Specific questions--not general or open-ended.

Safety and security of the situation.

Objectivity.

To be a member of a small team.

Straight talk supported with facts.

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Arthur Waldock

KEYS TO MANAGING

In this section are some needs which must be met in order for Arthur to perform at an optimum level. Some
needs can be met by himself, while management must provide for others. It is difficult for a person to enter
a motivational environment when that person's basic management needs have not been fulfilled. Review
the list with Arthur and identify 3 or 4 statements that are most important to him. This allows Arthur to
participate in forming his own personal management plan.

Arthur needs: NOTES

Performance appraisals on a regular basis.

Shortcut methods that do not affect quality of the work.

A program to encourage creativity and self-worth.

Conditioning prior to change.

To set professional and family goals.

A work environment without much conflict.

Capable associates with which to work.

To be encouraged to be more independent.

More confidence in his ability to perform new activities.

A warm and friendly work environment.

Reassurances that he is doing the job right.

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Arthur Waldock

AREAS FOR IMPROVEMENT

In this area is a listing of possible limitations without regard to a specific job. Review with Arthur and cross
out those limitations that do not apply. Highlight 1 to 3 limitations that are hindering his performance and
develop an action plan to eliminate or reduce this hindrance.

Arthur has a tendency to: NOTES

Be overly intense for the situation.

Lean on supervisors if information and direction is not clear.

Prefer things to people--things do not show emotion or need
restraint.

Get bogged down in details and use details to protect his
position.

Tell ideas as opposed to sell ideas.

Have difficulty making decisions because he is mostly
concerned about the "right" decision. If precedent does not
give direction, his tendency is to wait for directions.

Be critical of any approach that is not regarded as purely logical
or factual (to his standards).

Be defensive when threatened and use the errors and mistakes
of others to defend his position.

Yield his position to avoid controversy.

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Arthur Waldock

ACTION PLAN

The following are examples of areas in which Arthur may want to improve. Circle 1 to 3
areas and develop action plan(s) to bring about the desired results. Look over the
report for possible areas that need improvement.

Communicating (Listening) Time Management
Delegating Career Goals
Decision Making Personal Goals
Disciplining Motivating Others
Evaluating Performance Developing People
Education Family

Area: ___________________________________

1.
2.
3.

Area: ___________________________________

1.
2.
3.

Area: ___________________________________

1.
2.
3.

Date to Begin: ____________ Date to Review: ____________

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Arthur Waldock

BEHAVIOURAL HIERARCHY

The Behavioural Hierarchy graph will display a ranking of your natural behavioural style within a total of eight
(8) areas commonly encountered in the workplace. It will help you understand in which of these areas you
will naturally be most effective.

1. ORGANISED WORKPLACE NOTES
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.0

2. ANALYSIS OF DATA
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.5

3. CUSTOMER ORIENTED
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.5

4. FREQUENT INTERACTION WITH OTHERS
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.0

5. VERSATILITY
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
3.5

6. FREQUENT CHANGE
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
2.5

7. COMPETITIVENESS
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
2.0

8. URGENCY
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
1.5

SIA: 44-05-97-64 (19) SIN: 14-47-83-90 (21)

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Arthur Waldock

STYLE INSIGHTS ® GRAPHS

Arthur Waldock
9/8/2010

MOST LEAST
Graph I Graph II
Adapted Style Natural Style

D I S C D I S C
100 100

90 90

80 80

70 70

60 60

50 50

40 40

30 30

20 20

10 10

0 0
% 44 5 97 64 % 14 47 83 90

Norm 2009

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Arthur Waldock

THE SUCCESS INSIGHTS ® WHEEL

The Success Insights® Wheel is a powerful tool popularised in Europe. In addition to the
text you have received about your behavioural style, the Wheel adds a visual
representation that allows you to:

View your natural behavioural style (circle).

View your adapted behavioural style (star).

Note the degree you are adapting your behaviour.

If you filled out the Work Environment Analysis, view the relationship of your behaviour
to your job.

Notice on the next page that your Natural style (circle) and your Adapted style (star) are
plotted on the Wheel. If they are plotted in different boxes, then you are adapting your
behaviour. The further the two plotting points are from each other, the more you are
adapting your behaviour.

If you are part of a group or team who also took the behavioural assessment, it would be
advantageous to get together, using each person's Wheel, and make a master Wheel that
contains each person's Natural and Adapted style. This allows you to quickly see where
conflict can occur. You will also be able to identify where communication, understanding
and appreciation can be increased.

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Arthur Waldock

THE SUCCESS INSIGHTS ® WHEEL

Arthur Waldock
9/8/2010

C 8
IMPLEMENTOR 1
D
9 CO
R 24 ND
YSE 10

U
AL

CT
23 25
40
AN

OR
26 11
39
7 56 41 27
42
22 2
55
38 43 12

q
COORD ATOR

54 28

PERSUADER
60 57
44
IN

21 37 53
45 29 13
52
59 58
36 46
20 51 30
6 47
14
50

5
35 49 48 3
31
SU

19
R

34
32
TE

15
PP

33
O

R
O

TE M
18 O
R PR
16
17

S 5
RELATER 4 I

Adapted: 5 (19) COORDINATING SUPPORTER
Natural: q (21) ANALYSING COORDINATOR

Norm 2009

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Disc Behaviour Profile

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