Jamie Jackson completed assessments to evaluate their personal leadership style and behaviors. The DISC assessment found Jamie to be an S-Style, which means they are calm, patient, and prefer stability. Jamie's strengths include being a reliable team player, but weaknesses can include resisting change and lack of initiative. Suggestions to improve include being more assertive, direct, and open to change. A second assessment evaluated Jamie's leadership competencies, with the highest scores in relationship-focused areas and lowest in communication skills like public speaking.

1. Jamie Jackson
Business Leadership
Course 5453.50
Personal Leadership Development Plan
Dr. Kerry S. Webb

2. SECTION ONE: SELF AWARENESS
According to the DISC assessment I am an S-Style. A short description of the S-Style is S-styles
are calm, helpful, patient, and modest and laid back. They are eager to help, loyal and often make
excellent team players. S-styles tend to be patient listeners, trustworthy, and balanced between
tasks and people. They are very persistent. S-styles need stability and security and, therefore,
need help with change. They may be too willing to pitch in and at times are taken advantage of.
Others may perceive S-styles as too slow, stuck on the status quo, indecisive, stubborn and even
quietly resentful. An S-Style does not get easily excited, listens carefully, nods and goes along,
is easy-going, asks questions and inquires about the specifics, seems to have strong opinions but
does not express them vocally, appears thoughtful and completely new ideas/things seem to
make him/her uncomfortable. It also states that my primary role is an Assurer. An Assurer is
thorough and calm and concentrates on her work. She does not like when people disturb her, and
she does not disturb others. The Assurer dreads mistakes and wants to work at her pace. Others
find her accurate and someone who observes everything. The Assurer is also seen as quiet and
private. In reality she is a considerate person and often does not speak out until the conversation
has already taken place. The Assurer finds it extremely important to know what others expect

3. from her and how they want her to proceed. She finds it uncomfortable to jump into the unknown
without the support of others. She wants matters to proceed systematically and does not tolerate
surprises unless their effects to the overall context are deliberated upon carefully. She does not
find it important to be actively involved with others. However, the Assurer finds it important she
can rely on others if help is needed.
The DISC assessment states the attributes of my personal behavior style are calm, thorough,
steady, patient, exact, punctual, undemanding, adaptive, adjustable, shy, quiet, pleasant,
organized, careful, kind.
ASSESSMENT OF STRENGTHS
As an S-Style my strengths are that I can master details, follow rules, concentrate on one thing at
the time, be very cost efficient, don’t drift from one thing to another, and develop things step-by-
step. It further states that as strengths I am a reliable part of the team, stable when competition is
not tough, knows and follows traditions of the team, stay in her own area of responsibility,
reliable and invisible worker, and do not compete against friends. I am supportive, loyal
consistent, reliable, agreeable, high self control, and a good listener. Overall I have good people
skills and am a good team player or leader.

4. I feel that most of these strengths are accurate. The ones I disagree with are don’t drift from one
thing to another and does not compete against friends. I do have a tendency to start something
then after a few minutes get bored and move to something else. I am also very competitive.
However, I did grow up playing sports so this could be attributed to something I learned rather
than a trait I was born with.
ASSESSMENT OF WEAKNESSES
Possible weaknesses for an S-Style are resists change, take a long time to adjust to change, holds
a grudge, sensitive to criticism, and difficulty establishing priorities. They can be overly
lenient/tolerant, procrastinate, indecisive, overly possessive, indirect with others, and have
trouble meeting deadlines as well as a lack of initiative. Conforming, awkward, dependent, slow,
and retiring are weaknesses as well. S also has a tendency to sacrifice results for harmony.
I agree with all of these tendencies except resists change or taking a long time to adjust to
change because I like to constantly do things that are different to gain new experiences. All of
the others are things that I have noticed and that others have told me.
MOTIVATIONAL STYLE
It states that S are motivated when new things are organized and issues proceed in a controlled
manner. It states that S are further motivated by security and reliability, possibility to specialize,
clear operating instructions, criteria for decision making, and appreciation as an expert and a
helper. S also like the possibility to concentrate on their own work, support when starting new
assignments, and explanations for changing things. S tends to gravitate toward consistency and
appreciation for traditions, reducing all risk factors, and the possibility to plan beforehand.

5. S also enjoy the role of an observer, analyzer and listener as well as values time, as that heals all
wounds and solves many problems. Furthermore S also like good team-spirit and opportunities to
operate as a member of an experienced team. Since S are modest, adjustable and security-
seeking, they do not like situations that are risky or decisions that create negative feelings in
others. S also dislikes sudden situations and people who cannot listen. Things that reduce S
motivation are mistakes, stepping on others' toes, deciding everything, having to venture into the
unknown alone, unnecessary raising of voice, taking unnecessary risks, and trying to influence
people against their will. It further states that having to start projects all alone, restlessness and
insecurity, carelessness, chaos and disagreements, and personal criticism without clear reasons
also will reduce S motivation. Overall S are mainly motivated by relationships.
I can see all of these in my personality except navigating away from risky situations. I won’t do
anything that is wrong but I will take chances if needed.
COMMUNICATION STYLE
When communicating S tend to have difficulty getting acquainted in a big group of different
people. S are neither inspiring nor motivating by character and are more like a patient and quiet
example that influences people with their reliability. It states that S feel that my basic position is
that the fewer acquaintances they have and the more they resemble S, the better their chances are
to gain their trust.
I feel that this is somewhat accurate. I am a quiet person by nature and tend to sit back and
listen and watch. I am more comfortable communicating in small groups versus large ones. I
also don’t have to have a big group of friends but prefer a few close ones. The only difference is
while I do like people that are similar to me I am open to those who are different as well because
it fosters a better environment.

6. EMOTIONAL RESPONSE STYLE
They tend to be quiet and indirect and casual. They don't show their emotions. They may not say
anything if they disagree just to keep peace. They are moderate and controlled. They ask, they
don't tell. They want answers to their "HOW" and "WHEN" questions. They accommodate
others and are flexible in their attitude. S prefers quiet discussions with one or two people. If
they receive appreciation, they maintain a high level of performance. They build close
relationships with a small group of friends. They are people-oriented and their speech may
appear softer, with an open posture. They will have relaxed, warm facial expressions and prefer a
casual approach. S is more accepting and agreeable by nature and will make every effort to avoid
hurting another person even if that means making personal sacrifices. They come across as
warm, receptive, trusting, and friendly. They prioritize connecting with people and are even-
tempered, patient, understanding, and sincere. They are usually outwardly calm and tend to mask
their feelings. You often don't know just what a Core-S is thinking or feeling, unless they choose
to share that information with you.
I agree with everything in this section regarding my emotional response. I don’t show my
emotions often but I do value people and relationships. I am very calm even in the midst of
hectic or stressful situations. I also tend to keep quiet in order to not argue unless its something I
am passionate about.
DECISION MAKING STYLE
For decision making it states that S style reflects great care. S considers different possibilities
and takes a stand only if they are convinced. Some may find S to be a slow decision maker. S
need information and guidance to make decisions, as well as enough time to dig into problems

7. because they try to consider the facts as well as the rights of their team, and after that S try to
make the fairest, best decision.
I feel that this assessment is accurate as well. I take my time making important decisions to make
sure I’ve looked at all the facts and possible outcomes—sometimes more than once. I like to look
at all the facts and do what I think would be good for everybody not just myself.
BEHAVIOR UNDER TENSION OR CONFICT
Under tension or conflict S tend to think too long before deciding, pay attention to the
unessential as well, gets stuck in one place, checks things too many times, and reacts slowly and
too carefully. S also have a tendency when clarifying something, to make things complicated,
hesitating when they should be making a decision and beginning to fight after the war is already
over. S will take criticism of their work as a personal affront and become are too hard on their
selves. If S disagrees they will resist change passively by consenting or complying passively
without protest and also wait for people in authority to tell me what to do and then lead them to
believe, falsely, that they will comply. S can also get a “what’s the use” feeling and become a
victim, defeatist, or martyr.
I completely agree with this section as well. When faced with a decision I tend to overanalyze
and over think it, often checking the situation from many different angles several times. I also
have a tendency to disagree with people but not be vocal about and then do it the way I think it
should be done.
SUGGESTIONS FOR IMPROVING EFFECTIVENESS IN RELATING WITH OTHERS

8. Some suggestions for improving S effectiveness in relating with others is to be more assertive
and aggressive, speak out, act now, think less, keep emotions under control, and do not be afraid
of change and new things. Be more open to change. Be more direct in your interactions. Focus
on overall goals of the team rather than specific procedures. Deal with confrontation
constructively. Develop more flexibility. Increase pace to accomplish goals. Show more
initiative. Work at expressing thoughts, opinions, and feelings. Ask other people for advice about
how to do their job more efficiently. Learn to consciously change their familiar habits. Learn to
try different ways of doing things. Learn not to stop even when in doubt about what to do.
Try to remember that they can learn from my mistakes-they do not have to avoid them.
Learn to try new things even though they make mistakes at times. Learn to start working even
when they feel they are not ready. Learn to do several things simultaneously. Learn not to think
about what is best for others. Learn to imagine that their job is like a sports event where only the
winner will be rewarded. Try not to do the same thing twice the same way. Always think about
how this could be done in a different way. Practice accepting their initial opinion as the final
one. Learn to make a decision based only on the most important criteria. Learn to tell people
what they can gain from what they are saying. Learn not to talk about possible problems and
risks. Know that other people don't know what they’re feeling or thinking. Learn to face
confrontation, initiate more, increase pace, be less sensitive, focus on timely results, be more
confident and enthusiastic about ideas, overcome the fear of offending and speak up directly on
an issue when it is needed.
I feel that this section is going to be greatly beneficial to me as I take charge as a leader in my
professional and personal life. All of these are things that I don’t do but feel I need to do

9. because I constantly feel that I am getting pushed over because I tend to be quiet, compliant,
nonconfrontational, and indirect. I care more about people’s feelings than I do about getting my
point across or asking for what I need at times.
ADDITIONAL ASSESSMENTS TAKEN
At my job we are very relationship oriented and try to learn each other’s personalities so that we
can foster more positive interactions and a more productive work environment. In order to do
this we take two personality assessments—Personalysis and StrengthFinders.
I have included my Personalysis assessment below as well as what it means.
Personalysis® Information
Colorgraph™

10. Rational
This graph represents your preferred style. It reflects your strengths and the roles you enjoy.
Jamie likes roles that call for both people skills and administrative functions. In approach, is
flexible yet careful, friendly but restrained. When managing, provides some latitude but monitors
things when predictability is important. Can be interrupted and then refocus on own agenda.
Organizes and coordinates, regulates and ties up loose ends to get things done. Frustrated with
mavericks that are unable to adapt to organizational requirements.
Socialized
This graph represents the way you learned you should interact with others. It reflects the way
you expect others to communicate with you.
Jamie expects management and others to promote participation and listen to ideas. They should
provide freedom and flexibility. Expects to be kept in the loop, exchange information and have a
reliable way to proceed. If approached right, will be self-managing and accountable. To
overcome problems, uses reason, looks for choices and an innovative solution. Does not respond
well to those who become too insistent and impatiently discount questions.
Instinctive
This graph represents the basic concerns that must be satisfied to feel confident and effective.
Jamie has a need to be efficient and have predictability. Motivated to test ideas, make plans and
be reliable. In making decisions, studies the facts, considers alternatives and risks, and tries to
consolidate position. Under pressure, uses healthy skepticism and sticks to priorities. Self-
confidence is elevated when there is sincere dialog and the ability to keep control. Frustrated by
pressures to do things fast rather than right.
STRENGTH FINDERS ASSESSMENT

11. SECTION TWO: ASSESING MY LEADERSHIP BEHAVIOR
Scorer 1 Scorer 2 Scorer 3 Scorer 4 Scorer 5 Average of My Scores Difference
Scorers in Scores
Core Competencies
Oral 4 6 5 5
5.00 0.00
Communication
Written 7 6 6 7
6.33 0.67
Communication
Team Building 5 7 7 6
6.33 -0.33
Team Player 5 7 7 6
6.33 -0.33
Creative Problem- 6 7 6 5
Solving
6.33 -1.33
Interpersonal Skills 7 7 7 7.00 7 0.00
Manage Client 7 7 6 7
Relationships
6.67 0.33
Self-Direction 4 7 7 6.00 6 0.00
Flexibility 5 6 7 7
6.00 1.00
Connecting and 7 7 6 5
Networking
6.67 -1.67
Professionalism 5 7 6 7
6.00 1.00
Financial Leadership 5 5 5 5
5.00 0.00
Leadership
Competencies
Leadership Behavior 7 6 6 7
6.33 0.67

12. Visioning Process 5 7 6 6
6.00 0.00
Team Leadership 4 5 6 5.00 6 1.00
Taking Appropriate 7 5 6 5
Action 6.00 -1.00
Foster Conflict 4 5 6 5
Resolution (win-win)
5.00 0.00
Project Management 4 7 6 6
5.67 0.33
Employee Involvement 4 5 6 5.00 5 0.00
Coach and Motivator 5 5 6 5.33 6 0.67
Professional or
Individual
Competencies
Business Skills 6 7 6 7
6.33 0.67
Professionalism 5 7 6 6.00 7 1.00
Technical Competency 7 7 6 6.67 6 -0.67
Items in purple represent my lowest scores.
Items in green represent my highest scores.
Observations and Insights
My highest scores tend to be in areas that have to deal with my relationships with others while
my lowest scores tend to be with communication skills. I am a good speaker however; I have
problems with speaking in front of groups, getting my point across, and handling disagreements.

13. There was on average a 1 point difference between the averages of my scorers scores and my
personal scores.
The leadership scores indicate that I need to focus on developing my communication skills when
it comes to speaking in groups, getting a vision across to others, and conflict resolution.
Personal Growth Strategies
I will focus on my communication skills and my leadership skills as personal growth areas. In
order to strengthen my communication and leadership skills I need to learn how to communicate
in large groups, delegate, handle conflict/disagreements, encourage employee involvement, and
learn to create a vision and get it across effectively. In order to do this I am going to employ the
following strategies—join a toastmasters group, find a positive leadership mentor, take a conflict
resolution course, and volunteer for more speaking opportunities.
Team Development Strategies
In order to become a better team leader I need to learn how to communicate better within a
group, get my ideas/vision across more effectively, make quicker decisions, not worry so much
about others feelings, and how to foster positive conflict resolution.
I can motivate others to perform better and be more effective by acknowledging them when they
do good, letting them know it’s ok to make mistakes long as they learn from them, give them
clear goals and direction, and valuing their input in decision making.
SECTION THREE: PERSONAL LEADERSHIP DEVELOPMENT

14. Leadership Goal Strategy Timeline New Skill or Behavior
(What will you (Action plans to create (Date when (What is your target measure?
the change) you will What will you measure?)
improve or change?)
measure)
1. Work on Oral Join toastmasters 11/30/2011 Learn to express my self better in
Communication group settings or in front of large
audiences
2. Foster Employee Start delegating 11/30/2011 Learn to include others when
Involvement responsibilities more working on projects instead of doing
it all myself
3. Work on Foster Conflict Be more open and direct; 11/30/2011 Learn to disagree with others and
Resolution take some negotiating come to a positive compromise
and conflict resolution without me just giving up and giving
courses in
4. Work on Connecting and Join a group for my 11/30/2011 Connect with more people within
Networking career, Reach out to my field and learn better networking
others at my job techniques
5. Build Leadership and Team Find a positive leadership 11/30/2011 Learn how to lead, delegate, and
Building Skills mentor empower my employees
6.
7.

15. .
.