Samuel Liew - My DISC Profile

SAMUEL LIEW’s DISC PROFILE

SUCCESS INSIGHTS – GENERAL CHARACTERISTICS

Based on Samuel'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 Samuel's natural behaviour.

Samuel wins through hard work and persistence. He likes to stay with one task until it is completed. He is often seen as practical and objective. He likes to set his own pace. When others try to rush him, he feels threatened and may balk. He can be friendly with others in many situations, but primarily with groups of established friends and associates. He is sociable and enjoys the uniqueness of each human being. Samuel is a good team member, but he will, if forced, to do it alone. He doesn't resist change as much as he resists being changed. He needs to be an active participant in situations that will impact his work. He can be discreet and sociable as called for by the situation. Loyalty and being a team player are usually his goals. He is a good, steady, dependable team member. Samuel likes harmony and cooperation. Most of the time he appears as cool, calm and controlled. He may not project a sense of urgency like some people with different behavioural styles.

Samuel may be reluctant to initiate new approaches to doing things. If he is shown the benefits, he will consider new procedures. Making plans and following those plans is important to him. He is persistent and persevering in his approach to achieving goals. He tries to use balanced judgment. He is the person who brings stability to the entire team. Samuel needs to gather data and facts in a logical fashion. Logic is important when trying to influence him. He pays more attention to logic than emotional "hype." He is good at analyzing situations that can be felt, touched, seen, heard, personally observed or experienced. His motto is, "facts are facts." He adheres to company policy and doesn't break the rules just for the sake of breaking them.

Samuel remains aloof from active participation in unfamiliar groups. He will talk more, however, in a group of people he trusts and has known for a long time. Rarely does he display his emotions; that is, he projects a good poker face. Others may get the feeling that he is unfriendly, when in reality he is not. He is not easily triggered or explosive, but he may conceal some grievances because he doesn't always state his feelings. He is more motivated by logic than emotion. To him, logic represents tangible research. Samuel can be outgoing at times.

Basically introverted, he will "engage" in social conversation when the occasion warrants.

Sometimes he will withdraw from a verbal battle. If he feels strong about an issue, he may retreat to gather his resources and then return to take a stand! He likes having others initiate the conversation. He can then assess the situation and respond accordingly. He tends to be possessive of information; that is, he doesn't voluntarily share information with others outside of his team. This may be a blessing, or a curse, to his superiors.

VALUE TO THE ORGANIZATION

This section of the report identifies the specific talents and behaviour Samuel brings to the job.

By looking at these statements, one can identify his role in the organization. The organization can then develop a system to capitalize on his particular value and make him an integral part of the team.

Comprehensive in problem solving.
Works for a leader and a cause.
Conscientious and steady.
Builds good relationships.
Proficient and skilled in his technical specialty.
Accurate and intuitive.
Always concerned about quality work.
Dependable team player.
Consistent and steady.
Excellent at listening to the concerns and ideas of others.
Looks for practical, useful solutions, rather than risky or untested ones.
Tends to bring feelings of security and stability to a relationship.
Very sincere in actions and words.
Tends to be rational and consistent.
Dependable and caring partner.
Good at reconciling
Generally very patient with people.
Likes to gather facts and think things over before offering a strong opinion.
Very supportive of other people.
Very loyal to friends and family.

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 Samuel. 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 Samuel most frequently.

Do:

Show sincere interest in him as a person. Find areas of common involvement and be candid and open.
Support his principles; use a thoughtful approach; build your credibility by listing pros and cons to any suggestion you make.
Prepare your "case" in advance.
Make an organized presentation of your position, if you disagree.
Make an organized contribution to his efforts, present specifics and do what you say you can do.
Patiently draw out personal goals and work with him to help him achieve those goals; listen and be responsive.
Define clearly (preferably in writing) individual contributions.
Give him time to verify reliability of your actions; be accurate, realistic.
Provide guarantees that his decision will minimize risks; give assurance that provides him with benefits.
Watch carefully for possible areas of early disagreement or dissatisfaction.
Draw up a scheduled approach to implementing action with a step by step timetable; assure him that there won't be surprises.
Follow through, if you agree.
Present your case softly, nonthreateningly with a sincere tone of voice.

INEFFECTIVE COMMUNICATION

This section of the report is a list of things NOT to do while communicating with Samuel. Review each statement with Samuel 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.

Don't:

Force him to respond quickly to your objectives. Don't say "Here's how I see it."
Threaten, cajole, wheedle, coax or whimper.
Push too hard, or be unrealistic with deadlines.
Be abrupt and rapid.
Be vague about what's expected of either of you; don't fail to follow through.
Leave things to chance or luck.
Debate about facts and figures.
Use testimonies of unreliable sources; don't be haphazard.
Keep deciding for him, or he'll lose initiative. Don't leave him without backup support.
Rush headlong into business or the agenda.
Patronize or demean him by using subtlety or incentive.

COMMUNICATION TIPS

This section provides suggestions on methods which will improve Samuel'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, Samuel 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 dependent, neat, conservative, perfectionist, careful and compliant:

Prepare your "case" in advance.
Stick to business.
Be accurate and realistic.

Factors that will create tension or dissatisfaction:

Being giddy, casual, informal, loud.
Pushing too hard or being unrealistic with deadlines.
Being disorganized or messy.

When communicating with a person who is ambitious, forceful, decisive, strong willed, independent and goal oriented:

Be clear, specific, brief and to the point.
Stick to business.
Be prepared with support material in a well organized "package."

Factors that will create tension or dissatisfaction:

Talking about things that are not relevant to the issue.
Leaving loopholes or cloudy issues.
Appearing disorganized.

When communicating with a person who is patient, predictable, reliable, steady, relaxed and modest:

Begin with a personal comment to break the ice.
Present your case softly, nonthreateningly.
Ask "how?" questions to draw their opinions.

Factors that will create tension or dissatisfaction:

Rushing headlong into business.
Being domineering or demanding.
Forcing them to respond quickly to your objectives.

When communicating with a person who is magnetic, enthusiastic, friendly, demonstrative and political:

Provide a warm and friendly environment.
Don't deal with a lot of details (put them in writing).
Ask "feeling" questions to draw their opinions or comments.

Factors that will create tension or dissatisfaction:

Being curt, cold or tight lipped.
Controlling the conversation.
Driving on facts and figures, alternatives, abstractions.

IDEAL ENVIRONMENT

This section identifies the ideal work environment based on Samuel'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 Samuel enjoys and also those that create frustration.

Assignments that can be followed through to completion.
Little conflict between people.
An environment dictated by logic rather than emotion.
Needs personal attention from his manager and compliments for each assignment well done.
Prefers technical work, specializing in one area.
An environment where he can use his intuitive thinking skills.
A stable and predictable environment.
Familiar work environment with a predictable pattern.

PERCEPTIONS

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

"See Yourself As Others See You"

SELF PERCEPTION
Samuel usually sees himself as being:
Considerate Good Natured Team player	Thoughtful Dependable Good listener

OTHERS' PERCEPTION
Under moderate pressure, tension, stress or fatigue, others may see him as being:
Non demonstrative Unconcerned	Hesitant Inflexible
And, under extreme pressure, stress or fatigue, others may see him as being:
Possessive Detached	Stubborn Insensitive

DESCRIPTORS

Based on Samuel'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.

NATURAL AND ADAPTED STYLE

Samuel'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.

Natural PROBLEMS – CHALLENGES Adapted
Samuel is cautious in his approach to problem solving and does not attempt to demand that his view, or opinion, be accepted at face value. Samuel likes to solve problems within the framework of a team environment. He will look for a compromise as opposed to a win lose situation.	Samuel sees no need to change his approach to solving problems or dealing with challenges in his present environment.

Natural PEOPLE – CONTACTS Adapted
Samuel feels that the convincing of people can only be done within the framework of logical facts presented by totally objective people or machines. He rarely display emotion when attempting to influence others.	Samuel sees no need to change his approach to influencing others to his way of thinking. He sees his natural style to be what the environment is calling for.

Natural PACE – CONSISTENCY Adapted
Samuel is comfortable in an environment in which there are few projects going on concurrently. He is appreciative of the team concept and feels quite secure in an environment where the need to move from one activity to another quite quickly is held to a minimum.	Samuel sees his natural activity style to be just what the environment needs. What you see is what you get for activity level and consistency. Sometimes he would like the world to slow down.

Natural PROCEDURES – CONSTRAINTS Adapted
Samuel is concerned with doing things right. He can be quite worrisome and possibly fearful that mistakes will crop into the procedure. He will follow rules and procedures to the letter and feels comfortable in a situation in which exact standards and written procedures are the rule of the day.	Samuel shows little discomfort when comparing his basic (natural) style to his response to the environment (adapted) style, The difference is not significant and Samuel sees little or no need to change his response to the environment.

ADAPTED STYLE

Samuel 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.

Precedence of quality over efficiency.
Using a disciplined approach.
Limited contact with people. Critical appraisal of data.
Calculation of risks before taking action.
Task focus over people focus.
Precise, analytical approach to work tasks.
Adherence to established guidelines and procedures.
Traditional, quality oriented work model to follow.
Exhibiting patience and good listening skills.
Freedom from confrontation. Consistency of task performance.

KEYS TO MOTIVATING

This section of the report was produced by analyzing Samuel'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 Samuel and highlight those that are present "wants".

Samuel wants:

Operating procedures in writing.
Time to adjust to change.
Advancement when he is ready.
Better planning and fewer changes in the organization.
Reassurance he is doing the job right. Instructions so he can do the job right the first time.
A manager who follows the company policies.
Specific questions not general or open ended.
To be part of a quality oriented work group.
Recognition for loyalty and long service.
To be recognized for his continuance of quality work.
Safety and security of the situation.
Proof that the idea has been tested and has worked for others.

KEYS TO MANAGING

In this section are some needs which must be met in order for Samuel 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 Samuel and identify 3 or 4 statements that are most important to him. This allows Samuel to participate in forming his own personal management plan.

Samuel needs:

Performance appraisals on a regular basis.
Time to see and test if the plan will work.
Capable associates with which to work.
A feeling of belonging to know how important he is to the team.
Shortcut methods that don't affect quality of the work.
A manager who prefers quality over quantity. More confidence in his ability to perform new activities.
Complete instructions on his assignments.
Support when under pressure to perform many activities quickly.
Equipment that will allow him to perform up to his high standards.
Rewards in terms of tangible things, not just flattery and praise.
A quality product in which to believe.
Frequent appreciation.
To feel important, but not be the leader.
No sudden or abrupt changes in the situation.
Tried, established ways of doing things.
An environment relatively free of conflict.
Time and opportunity to weigh pros and cons of decisions.
Scheduled activities with no haphazard or unplanned activity.
Protection or insulation from aggression or confrontation.
Sincerity offered from others.
Activities which he can start and finish.
Security for now, and in the future.

AREAS FOR IMPROVEMENT

In this area is a listing of possible limitations without regard to a specific job. Review with Samuel 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.

Samuel has a tendency to:

Yield to avoid controversy attempt to avoid the antagonistic environment.
Hold a grudge if his personal beliefs are attacked.
Tendency to underestimate his abilities.
Become resistive and indecisive when forced to act quickly.
Without proper information he will resist in a passive aggressive manner.
Have difficulty establishing priorities.
Have a tendency to make all things a number one priority.
Not project a sense of urgency - others may not feel the pressure to help immediately.
Not let others know where he stands on an issue.
Not take action against those who challenge or break the rules or guidelines.

BEHAVIOURAL FACTOR INDICATOR – INTRODUCTION

Classifying management behaviour is not an easy undertaking, largely because there are so many variables on which classifications could be based. The classifications in this report are purely behavioural. Behavioural measurement can be classified as how a person will do a job. No consideration has been given to age, experience, training or values.

Your report will graphically display your behavioural skills in 12 specific factors. Each factor was carefully selected allowing anyone to be successful if they meet the behavioural demands of the job.

The Natural graph represents your natural behaviour - the behaviour you bring to the job. The Adapted graph measures your response to the environment - the behaviour you think is necessary to succeed at a job. If your Adapted graph is significantly different from your Natural, you are under pressure to change or "mask" your behaviour.

Read and compare your graphs. Look at each factor and the importance of that factor to the successful performance of your job. Your Adapted graph will identify the factors you see as important and shows you where you are focusing your energy.

Knowledge of your behaviour will allow you to develop strategies to win in any environment you choose.

SPECIFIC FACTOR ANAYSIS

STYLE INSIGHTS GRAPHS