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WESTLAKE TOWN COUNCIL _�w� I GOVERNANCE NOTEBOOK MAY 24, 2010 TABLE OF CONTENTS SECTION PAGES BOARD POLICIES BOARD RELATIONS AND CODE OF ETHICS 1 1.6 BOARD MEETING PROCEDURES 2 1 -5 CITIZEN ADVISORY BOARD/COMMITTEE/AFFILIATE 9 3-12 RELATIONS AND COMMUNICATION POLICY 3 1 -4 5 YEAR STRATEGIC PLAN 1 1 3-12 2009 MUNICIPAL STRATEGIC PLAN 4 1 -21 GOVERNANCE ARTICLES OF INTEREST THE 8 INDISPUTABLE BEHAVIORS OF ON TARGET BOARD MEMBERS 5 1 THE CARVER MODEL OF POLICY GOVERNANCE 6 1-15 DISC REPORTS TIM BRITTAN 7 3 -12 TOM BRYMER 8 3.12 LARRY CORSON 9 3-12 RICK RENNHACK 10 3-12 LAURA WHEAT 1 1 3-12 DISC CLASSICAL PROFILE PATTERNS 12 1 -8 Westlake Board of Aldermen Westlake, Texas • p, RELATIONS POLICY �_MR CODE OF ETHICS 3 Village Circle, Suite 207 Westlake, TX 76262 (817) 430 -0941 www.westloke-tx.org We Will Never bring disgrace to this, our C' y, by any act of dishonesty or cowardice, we will . ht for our ideals and sacred things of the City, bo h alone and with many; we will revere and obey the'We will never bring disgrace to this, our City, by any act of dishon- esty or cowardice; we will fight for our ideals and sa- cred things of the City, both alone and with many; we will revere and obey the City's laws and do our best to incite a like respect and reverence in those about us; we will strive unceasingly to quicken the public's sense of civic duty, and thus in all the ways we will strive to transmit this City not only not less but greater, better and more beautiful than it was trans- mitted to us. The Ephebic Oath was that taken by the young men of the ancient city of Athens when they became of age to assume the responsibility of citizenship r Statement of Purpose 2 J, t j Section 1 Mayor and Board Relations 2 Section 2 Board and Staff Relations Section 3 Board and Media Relations Code of Ethics The Westlake Board of Aldermen is the governing body for the Town of Westlake; therefore, it must bear the initial responsibility for the integrity of governance. The Board is responsible for its own development (both as a body and as individuals), its re- sponsibilities, its own discipline, and its own performance. The development of this pol- icy is designed to ensure effective and efficient governance. This policy will address Mayor and Aldermen relations, Aldermen and Staff relations, and Board and media relations. By adopting these guidelines for elected officials, we acknowledge our responsibility to each other, to our professional staff, and to the public. The Board will govern the Town in a manner associated with a commitment to the pres- ervation of the values and integrity of representative local government and democracy, and a dedication to the promotion of efficient and effective governing. The following statements will serve as a guide and acknowledge the commitment being made in this service to the community: 1. The Board has as high priorities the continual improvement of the member's profes- sional ability and the promotion of an atmosphere conducive to the fair exchange of ideas and policies among members. 2. The Board will endeavor to keep the community informed on municipal affairs; en- courage communication between the residents and the Board; strive for strong working relationships among neighboring municipalities and elected officials. 3. In its governance role, the Board will continue to be dedicated to friendly and cour- teous relationships with Staff, other Board members, and the public, and seek to improve the quality and image of public service. 4. The Board will also strive to recognize its responsibility to future generations by addressing the interrelatedness of the social, cultural, and physical characteristics of the ties of the community when making policies. 5. And finally, each Board member will make a commitment to improve the quality of life for the individual and the community, and to be dedicated to the faithful stew- ardship of the public trust. 1 Town of Westlake Board of Aldermen In order to ensure the proper discharge of duties for the improvement of democratic local government, Westlake Board of Aldermen members should display behavior that demonstrates independent, impartial review of all matters addressed by them and be duly responsible to the residents of Westlake and to each other in their relationships. SECTION 1 MAYOR —BOARD RELATIONS A. MAYOR'S RESPONSIBILITIES 1. The Mayor shall be the presiding officer at all meetings. The Mayor Pro -tem shall preside in his /her absence. 2. Except as provided for by State law pertaining to voting on Board matters, the Mayor shall have a voice in all matters before the Board. 3. The Mayor shall preserve order and decorum and shall require Board members engaged in debate to limit discussion to the question under consideration. 4. The Mayor is the spokesperson for the Board on all matters unless absent, at which time his /her designee will assume the role. 5. The Mayor will encourage all Board members to participate in Board discussion and give each member an opportunity to speak before any member can speak again on the same subject. The Mayor may limit each speaker to five minutes to ensure an efficient use of time. 6. The Mayor is responsible for keeping the meetings orderly by recognizing each member for discussion, limiting speaking time, encouraging debate among members and keeping discus- sion on the agenda item being considered. 7. Should a conflict arise among Board members, the Mayor will serve as the mediator. B. MAYOR AND BOARD RESPONSIBILITIES 1. Any Board member may request at a workshop and / or Board meeting, under "Future Agenda Item Requests ", an agenda item for a future Board meeting. The Board member making the re- quest will contact the Town Manager with the requested item and the Town Manager will list it on the agenda. At the meeting, the requesting Board member will explain the item, the need for Board discussion of the item, the item's relationship to the Board's strategic priorities, and the amount of estimated staff time necessary to prepare for Board discussion. if the requesting g Board member receives a second, the Town Manager will place the item on the Board agenda calendar allowing for adequate time for staff preparation on the agenda item. 2. Each Board member is responsible for being prepared to attend the meetings and discuss the agenda and is encouraged to attend at least one Texas Municipal League sponsored conference each year in order to stay informed on issues facing municipalities. 3. It is the responsibility of Board members to be informed about previous action taken by the Board in their absence. In the case of absence from a work session where information is given, the individ- ual Board member is responsible for obtaining this information prior to the Board meeting when said item is to be voted upon. 4. When addressing an agenda item, the Board member shall first be recognized by the Mayor, confine himself /herself to the question under debate, avoid reference to personalities, and refrain from im- pugning the integrity or motives of any other Board member or Staff member in his /her argument or vote. 5. In the absence of a ruling by the Mayor on any procedural matter, a Board member may move to change the order of business or make any other procedural decision deemed appropriate. The af- firmative vote of a majority of the Board members present and voting shall be necessary to approve the motion. 6. Any Board member may appeal to the Board as a whole from a ruling by the Mayor. If the appeal is seconded, the person making the appeal may make a brief statement and the Mayor may explain his /her position, but no other member may speak on the motion. The Mayor will then put the ruling to a vote of the Board. 7. Any Board member may ask the Mayor to enforce the rules established by the Board. Should the Mayor fail to do so, a majority vote of the Board members present shall require him /her to do so. 8. When a Board member is appointed to serve as liaison to a Board, the Board member is responsi- ble for keeping all Board members informed of significant Board activities. C. CODE OF CONDUCT FOR MAYOR AND BOARD MEMBERS 1. During the Board meetings, Board members shall preserve order and decorum, shall not interrupt 3 or delay proceedings, and shall not refuse to obey the orders of the Mayor or the rules of the Board. Board members shall demonstrate respect and courtesy to each other, to Town Staff members, and to members of the public appearing before the Board. Board members shall refrain from rude and derogatory comments and shall not belittle Staff members, other Board members, or members of the public. They should not use their position to secure special privileges and should avoid situa- tions that could cause any person to believe that they may have brought bias or partiality to a ques- tion or issue before the Board. 2. Members of the Board will not condone any unethical or illegal activity. All members of the Board agree to uphold the intent of this policy and to govern their actions accordingly. SECTION II BOARD AND STAFF RELATIONS No single relationship is as important as that of the Board and their Town Manager in effectively governing the Town of Westlake. It is for this reason that the Board and Town Manager must under- stand their respective roles in that process. The Town Manager is the primary link between the Board and the professional Staff. The Board's relationship with the Staff shall be through the Town Manager. In order to ensure proper presentation of agenda items by Staff, questions arising from Board members after receiving their information packet should be, whenever possible, presented to the Town Manager for Staff consideration prior to the Board meeting. This allows the Staff time to ad- dress the Board member's concern and provide all Board members with the additional informa- tion. 2. The Town Manager shall designate the appropriate Staff member to address each agenda item and shall see that each presentation is prepared and presented in order to inform and educate the Board on the issues which require Board action. The presentation should be professional, timely, and allow for discussion of options for resolving the issue. The Staff member making the presenta- tion shall either make it clear that no Board action is required, or present the specific options for Board consideration. 3. The Town Manager is directly responsible for providing information to all the Board concerning any inquiries by a specific Board member. If the Town Manager or his /her Staff's time is being dominated or misdirected by a Board member, it is his /her responsibility to inform the Mayor. 4. The Town Manager will be held responsible for the professional and ethical behavior of himself/ herself and the discipline of his /her Staff. The Town Manager is also responsible for seeing that his/ her Staff receives the education necessary to address the issues facing municipal government. 5. Any conflicts arising between the Town Staff and the Board will be addressed by the Mayor and the Town Manager. 6. All Staff members shall show each other, each Board member, and the public respect and courtesy at all times. They are also responsible for making objective, professional presentations to ensure public confidence in the process. 4 7. The Town Manager, after an election, will make sure that the Staff has prepared information needed for the orientation of new Board members and inform them of any Texas Municipal League conferences and seminars available. The Town Manager will also be responsible for meeting person- ally with new members and informing them about Town facilities and procedures The Town Manager is responsible for the orientation of all new Board members after an election. The orientation shall include Board procedures, Staff and media relations, current agenda items and municipal leadership training programs. SECTION III BOARD AND MEDIA RELATIONS Since the democratic form of government is only successful when the citizens are kept informed and educated about the issues facing their municipality, it is imperative the media play an important role in the council- manager -media relations. It is through an informed public that progress is insured and good government remains sensitive to its constituents. These guidelines are designed to help en- sure fair relationships with print, radio, and television reporters. The Board and the Town Manager rec- ognize that the news media provide an important link between the council and the public. It is the Board's desire to establish a professional working relationship to help maintain a well informed and educated citizenry. 1. During the conduct of official business, the news media shall occupy places designated for them or the general public. 2. All reporters will have access to an agenda and will be furnished support material needed for clari- fication if requested. 3. In order to preserve the decorum and professionalism of Board meetings, the media are re- quested to refrain from conversing privately with other people in the audience and to conduct any interview with the public outside the meeting room while the Board is in session. 4. Since each government body conducts business differently, it is requested that all reporters new to Board meetings meet with the Town Manager, Mayor, or the designated media relations repre- sentative prior to covering their first meeting to be informed of the policies and procedures to help foster a professional working relationship between the media reporter and the Town. 5. On administrative matters, the Town Manager is the spokesperson, unless he /she has appointed a media relations person to present staff information on the agenda. The Mayor, or his /her designee, is the primary spokesperson for the Town on matters regarding policy decisions or any Board information pertaining to issues on the agenda. In order to ensure fair treatment of an issue, any clarifications requested by the media on the issue should be ad- dressed after the meeting. When opposing positions have been debated, regardless of the out- come, the public is better informed when all sides have adequate coverage by the media. This lets the public know that the item was seriously debated and options discussed before a vote was taken, and helps build confidence in the democratic process. The Town of Westlake Board of Aldermen is made up of five Board members and a Mayor, each elected by the residents of Westlake. In respect to each Board member and his /her constitu- ents, his /her views as presented on an issue before the Board should provide equitable repre- sentation from all members. Even though Board members may express differing ideas, equita- ble representation helps promote unity of purpose by allowing the public to be informed of each member's position during his /her term of office and not only during an election campaign. We all have the responsibility to protect the integrity of our governing process and therefore, have read and agreed to the above guidelines. .. 01WAM Town of Westlake : a . .�EMO The office of elected officials is one of trust and service to the residents of the Town of Westlake. This position creates a special responsibility for the Westlake Board Member. In response to this, the Westlake Board is expected to govern this Town in a manner associated with a commitment to the preservation of the values and integrity of representative local government and local de- mocracy and a dedication to the promotion of efficient and effective governing. To further these objectives, certain ethical principles shall govern the conduct of every Board Member, who shall: 1. Be dedicated to the highest ideals of honor and integrity in all public and personal relation- ships in order that the member may merit the respect and confidence of the residents of Westlake; 2. Recognize that the chief function of local government at all times is to serve the best interests of all of the people; 3. Be dedicated to public service by being cooperative and constructive, and by making the best and most efficient use of available resources; 4. Refrain from any activity or action that may hinder one's ability to be objective and impartial on any matter coming before the board. Do not seek nor accept gifts or special favors; be- lieve that personal gain by use of confidential information or misuse of public funds or time is dishonest; 5. Recognize that public and political policy decisions, based on established values, are ulti- mately the responsibility of the board and 5. Conduct business in open, well publicized meetings in order to be directly accountable to the residents of Westlake. It is recognized that certain exceptions are made by the State for ex- ecutive sessions; however, any action as a result of that type of meeting will be handled later in open session. 7 Town of Westlake POLICY ON BOARD MEETING PROCEDURES Approved by the Board of Aldermen July 28, 2008 Upon adoption of this policy by the Board of Aldermen, the following rules and order of business will be adhered to. MEETINGS Regular Meetings will be held on the second and fourth Monday of each month. Special meetings shall be called, upon request of the Mayor or a majority of the members of the Board of Aldermen as prescribed by the Texas Local Government Code Sec. 22.038. Should the Town Manager identify a need for a special meeting, he or she shall consult with the Mayor to schedule said meeting. All meetings shall be subject to the provisions of the Texas Open Meetings Act, V.T.C.A., Government Code, Ch. 551, Open Meetings, as amended. Work Sessions may be scheduled prior to the regular meetings on the second and fourth Monday of the month, as necessary. The time is subject to change at the discretion of the Board of Aldermen or the Town Manager. Periodic Work sessions will also be scheduled to provide the Board of Aldermen with time to discuss short term and long term goals. The general public can, of course, attend such meetings, but may not participate in the proceedings unless invited to do so by the Mayor. Executive Sessions are an exception to the general rule that all meetings are open to the public. Executive Session may be held on the second and fourth Monday of each month. A special meeting can be called by the Mayor and the Town Manager. The Open Meetings Act allows closed meetings in a few specific instances where privacy serves the public interest — i.e. to discuss real estate, economic development, personnel matters. The Board must keep a record of the meeting and it shall be certified by the Mayor to assure that all matters discussed in executive session were properly recorded. AGENDA Agendas are prepared and posted for every meeting of the governmental body. The Mayor, working in conjunction with the Town Manager, will exercise their professional judgment in determining what items of business should come before the Board. Any member of the Town staff wishing to have an item placed on the agenda shall consult with the Town Manager's office and then submit the item to the Town Secretary. Staff will post agenda packets on the internet for all Regular Meetings and Work Sessions no later than the Friday afternoon preceding the week of scheduled meetings. This should afford ample time for all Board members to inquire into the nature of each matter to be discussed or to personally investigate the matter so as to be better informed before a Board meeting. Policy on Board Meeting Procedures Page 1 The Town Secretary's office, in conjunction with the Town Attorney, assumes the responsibility for compliance with the Open Meetings Act. First item on the regular Board agenda shall be to recite the Pledge of Allegiances. These procedures shall apply to all meetings of the Board of Aldermen. The Mayor shall be the presiding officer at all meetings of the Board of Aldermen. In the event of the absence of the Mayor and Mayor Pro Tem, the Mayor shall designate the presiding officer. In the event the Mayor has failed to designate the presiding officer, the Board member with the most seniority shall serve as presiding officer. PARL MENTARY PROCEDURE In regular and special meetings the Board of Aldermen will utilize reasonable rules of parliamentary procedure in the conduct of its business. Below are examples (not mandatory) of reasonable parliamentary procedure in certain types of actions of the Board of Aldermen: 1. MAIN MOTION: A formal proposal to take certain action. Step 1. Addressing the Chair. (Begin the discussion by having a member make the motion. Motion should be made and seconded. After this, debate can be conducted. (Ex: "Mayor, I move the following... "). SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority Step 2. Assigning the floor (Mayor recognizes the member) Step 3. Making a motion. Step 4. Seconding a motion. Step 5. Stating the motion (Mayor states the motion) Step 6. Debating the question. (Mayor allows debate, with maker of motion speaking first in debate). Step 7. Putting the question. (Mayor takes the vote after debate is complete). Step 8. Announcing the result of vote. (Mayor announces the vote, members for and against). 2. TO TAKE FROM THE TABLE: To enable an assembly to take up and consider a motion that was postponed temporarily during the same meeting. Maybe used at a future meeting if the item that was tabled was posted. SECOND REQUIRED Yes DEBATABLE No AMENDABLE No VOTE REQUIRED Majority Policy on Board Meeting Procedures Page 2 AMENDING A MOTION Any motion may be amended as follows: "Mayor, I move that we amend the motion by (adding, striking our, etc. the words...)." The amendment must be seconded and then it can be discussed. When discussion ends, the amendment is voted on first. If the amendment passes, the original motion is then put to a vote as amended. If the amendment fails, the original motion is put to a vote. SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority 4. TO OFFER A SUBSTITUTE AMENDMENT: Another way to change an original motion is by use of the Substitute Motion. A substitute motion is an amendment that changes an entire sentence or paragraph. It must be seconded and then discussed. It may be amended and differs only from an amendment in that if the substitute motion passes it does away with the original motion. SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority LAY A MOTION ON THE TABLE: Sometimes a board or committee may wish to defer action on a motion. One way to accomplish this is to lay a motion on the table. It is in order to move that a main motion be laid on the table when discussion on the main motion has or is about to end. A tabled motion can be brought from the table during the same meeting but is usually done so at a later meeting when unfinished business is being considered. SECOND REQUIRED Yes DEBATABLE No AMENDABLE No VOTE REQUIRED Majority Policy on Board Meeting Procedures Page 3 6. MOTION TO CLOSE DEBATE (call for question): To prevent or stop discussion on the pending question, and to bring the pending question or questions to an immediate vote. SECOND REQUIRED DEBATABLE AMENDABLE VOTE REQUIRED Yes No No 2/3 of members present 7. POINT OF ORDER: Anytime a member feels an incorrect procedure is being used, he or she can interrupt with a point of order request that requires the Mayor to determine the correct procedure. The point of order can have no additional motions applied to the request other than a motion to withdraw. SECOND REQUIRED No DEBATABLE No AMENDABLE No VOTE REQUIRED Mayor must concede or deny. RIGHTS IN DEBATE Robert's Rules of Order says that debate is the discussion regarding a motion that occurs after the presiding officer has restated the motion and before putting it to a vote. When a pending question is presented for consideration to the Board, the presiding officer shall recognize the member who made the motion to speak first and the member who seconded the motion to speak second. When two or more members wish to speak, the presiding officer shall name the member who is to speak first. No member of the Board shall interrupt another while speaking except to make a point of order or to make a point of personal privilege. No member shall speak more than five minutes on any amendment to the question except as further provided in this rule. No member shall speak more than the time limits provided herein on any subject or amendment, and such member may use his or her time in any combination, in separate speech or comments totaling the number of minutes permitted. The Mayor shall not be obligated to recognize any Board member for a second comment on the subject or amendment until every Board member wishing to speak has been allowed a first comment. Board members shall also have the right to yield a portion of time to another member. Any member deciding to speak more than five minutes on any question or more than five minutes on any amendment to the question shall be accorded the privilege without objection upon motion supported by two - thirds of the Board. No member shall be permitted to interrupt while another member is speaking. No Board member shall be permitted to indulge in a discussion of personalities, use language personally offensive, arraign motives of members, charge deliberate Policy on Board Meeting Procedures Page 4 misrepresentation, or use language tending to hold a member of the Board of Aldermen up to contempt. If a member is speaking or otherwise transgressing the rules of the Board, the presiding officer shall or any Board member may call him or her to order in which case he or she shall immediately be quiet unless permitted to explain. The Board shall, if appealed to, decide the case without debate. If the decision is in favor of the member called to order, he or she shall be at liberty to proceed, but not otherwise. CONFLICT OF INTEREST Each Board member should be aware of the conflict of interest regulations, including State provisions and statutes. When a Board member has a conflict of interest with an agenda item, he or she should submit the required affidavit (if required) prior to the beginning of the meeting at which the agenda item is scheduled. Upon introduction of the agenda item, the Board member with the conflict of interest should announce that he or she has a conflict of interest and will not participate in discussion or consideration of the agenda item. It is not necessary that the Board member leave the meeting room. CITIZEN PARTICIPATION Individuals who wish to address the Board of Aldermen on an item posted as a public hearing shall register with the Town Secretary prior to the Mayor's announcement to open the public hearing. Registration forms are available in the lobby. The Mayor will open the public hearing and recognize individuals who wish to come forward to speak for or against the item. The speaker will state their name and address for the record and shall be allowed three minutes. After a public hearing is closed, there shall be no additional public comments. If the Board needs additional information from the general public, some limited comments may be allowed at the discretion of the Mayor. When a large number of participants have indicated an interest in addressing the Board on a zoning case or another regular agenda item, the Mayor or Mayor Pro Tern may set a maximum time limit for the proponents and opponents and a time limit for rebuttal, if necessary. Individuals who wish to address the Board of Aldermen on a consent or regular agenda item not posted as a public hearing shall register with the Town Secretary prior to the Mayor's reading of the agenda item. Registration forms are available in the lobby. The Mayor will recognize individuals who wish to come forward to speak for or against the item. The speaker will state their name and address for the record and shall be allowed three minutes. Policy on Board Meeting Procedures Page 5 Town of Westlake / Westlake Academy Town Council / Board of Trustees CITIZEN ADVISORY BOARD /COMMITTEE /AFFILIATE RELATIONS AND COMMUNICATIONS POLICY zoos CITIZEN ADVISORY BOARD /COMMITTEE /AFFILIATE RELATIONS AND COMMUNICATIONS POLICY Contents I. POLICY PURPOSE ..................................................................................................... ............................... 2 II. POLICY GOALS .......................................................................................................... ............................... 2 III. POLICY PARAMETERS .............................................................................................. ............................... 2 A. Annual Meeting with Board .............................................................................. ............................... 2 B. IRS Tax - Exempt Status Requests ....................................................................... ............................... 3 C. Use of Town and Academy Name, Resources, and Logos ................................ ............................... 3 D. Fiduciary /Stewardship Responsibilities and Requirements ............................. ............................... 3 1 (adopted December 8, 2008) I. POLICY PURPOSE. To establish a clear framework and process for enhanced collaborative interaction, communication, and mutual understanding of roles and responsibilities between the Town Council (TC) and the Board of Trustees (BOT) and their various citizen advisory boards, commissions, committees, and organizations affiliated with the Town of Westlake and /or Westlake Academy. II, POLICY GOALS. The goals of this policy are: A. Enhanced two -way communication between the TC /BOT and its various advisory boards, commissions, committees and affiliate organizations (and vice versa). B. Reaching mutual agreement regarding annual programs of work for these various citizen advisory boards, commissions, committees, and affiliate organizations to enhance and assist in the pursuit of the T C's /BO T's strategic priorities. C. Achieving a common paradigm that all advisory boards, commissions, committees, and affiliates of the Town of Westlake and Westlake Academy exist to further the TC /BOT strategic agenda and are under the direct control of BOT /TC or, if they are a Westlake Academy affiliate, are under the day -to -day direction of the Head of School. D. Creating a clear understanding, coordination, and agreement by the TC /BOT and its citizen advisory boards, commissions, committees, and affiliate organizations as to each group's role, function, and scope of responsibility in terms of their relationship to the Town of Westlake and /or Westlake Academy. E. Establishing a direct link between Westlake Academy, its Head of School, and the Academy's Senior Management Team as being the first point of contact for coordinating the activities of Westlake Academy affiliates. III. POLICY PARAMETERS. To achieve this policy's purpose and goals, the following parameters are put in place: A. Annual Meeting with Board. All TC /BOT advisory boards, committees, commissions, and affiliate organizations shall meet at least annually with the TC /BOT to: 1.) Report on progress to date in implementing that group's program of work for the current fiscal year 2.) Review a proposed program of work for the coming fiscal year as well as submit any budget requests and requested staff resources for this proposed program of work. Said program of work will be discussed within the context of the organization's program of work carrying out the TC's /BOA's strategic plan for both the Town and Westlake Academy. All funding requests should be submitted not later than the July 1 s` prior to the upcoming fiscal year. Requests received after that time will not be considered until the following fiscal year. 3.) Review fund raising activities underway or planned to support the current or proposed plan of work. 2 (adopted December 8, 2008) 4.) The chair of each advisory board, committee, and /or affiliate organization shall schedule this annual meeting (or more frequent if needed) through the Town Secretary's office. The TC /BOT may choose to hold these meetings one or two times per year. 5.) All affiliates of Westlake Academy, prior to meeting with the TC /BOT, will meet with the Head of School to make sure they their proposed efforts are coordinated through the Head of School and his /her designates. B. IRS Tax - Exempt Status Requests, All advisory committees, commissions, boards, and affiliates seeking tax - exempt status from the Internal Revenue Service 501(c)3 must receive prior approval from the TC /BOT. When submitting a request to the TC /BOT to apply for this IRS 501(c)3 status, the organization wishing to apply must be able to demonstrate and illustrate to the TC /BOT the benefits of this status for achieving TC /BOT strategic priorities as well as the advantages of this designation not currently afforded by the Town's existing tax - exempt status. Further, the organization requesting to apply for this 501(c)3 status must be able to demonstrate to the TC /BOT their organizational capacity to administer and comply with all IRS regulations related to this status on an on -going basis. C. Use of Town and Academy Name, Resources, and Logos. Any advisory board, commission, or committee, as well as affiliate organizations of the Town or Westlake Academy, that wish to begin using the Town or Academy's name or logo in their operational efforts must receive prior approval from the TC /BOT. Said approval can be withdrawn at any time by the TC /BOT. Additionally, any on -going use of Town facilities, resources, and staff by an advisory committee, commission, board, or affiliate must be requested through the Town Manager's office and is subject to his /her approval prior to on -going utilization of those resources. Requests to add organizations covered by this policy to the Town's insurance policy shall be submitted to the Town Manager for his prior approval before any insurance coverage is extended. If approved, the annual cost of this insurance shall be borne by the requesting organization. Requests to add staff to support any advisory board, commission, committee, or affiliate shall be made through the Town Manger's office as a part of the annual budget preparation process and must be approved in advance by the TC /BOT. This request will include the identification of funding resources to pay for this position, the operational reporting arrangement for this position, and which payroll /insurance program this position will fall under. D. 1Fiduciary /Stewardship Responsibilities and Requirements_ All advisory boards, commissions, committees, and affiliates that expend funds through their own bank accounts must first have TC /BOA approval to have separate bank accounts. All such groups will also submit their financial control procedures to the Town Manager or his /her designate for review and approval as to providing acceptable internal control on collection and expenditure of funds from these bank accounts. 3 (adopted December 8, 2008) Additionally, if this approval for separate bank accounts is authorized by the TC /BOT, a timely annual audit of this account(s) shall be submitted to the Town Manager or his /her designate for presentation to the TC /BOT. Said audit may be conducted by an external CPA auditing firm or may be conducted by the Town's Director of Finance with that decision being made by the Town Manager depending on staff workload requirements at the time. Since the Westlake Academy Foundation has IRS 501(c)3 status at the time of the adoption of this policy, that organization shall, at its cost, utilize the same external auditor concurrently used to audit Westlake Academy finances. This Westlake Academy Foundation audit shall be prepared on a timely basis for presentation to the TC /BOT at the same time that the Academy's audit is presented. For those advisory boards, commissions, and committees funded by the TC /BOT through the Town or Academy approved budget, use of approved budgetary allocations shall be made on transaction by transaction basis. That is, the chair or president of that organization will identify the vendor they wish to utilize, contact the Town's Director of Finance, and submit necessary invoices so that the vendor can be paid by the Town for goods /services rendered to that advisory committee, commission, or board from their TC /BOT approved budget. Use of approved Town budgeted funds by these organizations shall be in accordance with State purchasing statutes and Town purchasing policies. All by -laws for proposed for citizen advisory boards, commissions, committees, and organizations affiliated with the Town of Westlake and /or Westlake Academy shall first be reviewed and approved by the TC /BOT. 4 (adopted December 8, 2008) 2009 0 Town of Westlake Strategic Plan 'Westlake, a premier knowledge based community" 3 Village Circle, Suite 202, Westlake, Texas 76262 www.westlake - tx.org (817) 430 -0941 Key Result Area Summary and Timelines Community Strengths and Challenges Vision Point One Vision Point Two Vision PointThree Outcome Strategies and Objectives 3 4 Mission Statement 5 6 "On behalf of the citizens, the mission of the Town of Westlake is to be a one -of - -a -kind community that blends our rural atmosphere 7 with our rich culture and urban location." 8 Vision Statement Westlake is a one -of -a -kind community — an Community Values oasis with rolling hills, grazing longhorns, and soaring red - tailed hawks, located in the heart • Innovation of the Fort Worth - Dallas metropolitan area. • A strong knowledge /education Inviting neighborhoods and architecturally base vibrant corporate campuses find harmony • Being friendly and welcoming among our meandering roads and trails, lined • Family focus with native oaks and stone walls. • Engaged citizens • A unique rural setting We are leaders. In education, we are known emphasizing preservation of for our innovative partnerships between the our natural beauty Town -owned Charter school and its corporate • Aesthetic appeal and high neighbors. We are environmental stewards — development standards exemplifying the highest standards. Hospitality finds its home in Westlake. As a Table of Contents community, we are fully involved and invested in our rich heritage, vibrant present and History and Demographics 2 exciting, sustainable future. Key Result Area Summary and Timelines Community Strengths and Challenges Vision Point One Vision Point Two Vision PointThree Outcome Strategies and Objectives 3 4 Mission Statement 5 6 "On behalf of the citizens, the mission of the Town of Westlake is to be a one -of - -a -kind community that blends our rural atmosphere 7 with our rich culture and urban location." 8 Page 2 Town of Westlake History and Demographics Approximately 700 residents currently occupy the Town of Westlake's 6.6 square miles, which is situated in the northern triangle of the Fort Worth —Dallas area. Originally settled in 1847, Westlake was incorporated in 1956. Today, the Town of Westlake is home to several neighborhoods, all of which share a commitment to excellence, but possess unique character and charm. All residents live in single - family " - homes and there is an award winning private golf course in Town. "Westlake, a premier knowledge based community" Solana Office Complex The median age in Westlake is 47, and 51% of the residents are female. Some of the community's top employers are: Fidelity Investments, Chrysler Financial, and First American Real Estate Information Services, Inc. Several companies have offices in Solana, a high- profile corporate campus near State Highway 114. Solana's Village Circle also provides a mix of retail spaces and restaurants, plus offers the 296 -room Marriott Solana hotel. The sales tax rate in Westlake is 8.25 %. Of the money collected, 6.25% is paid to the state of Texas,1 % to the Town, and the remaining 1 % to a local property tax relief fund and an economic development fund. Top Employers • Fidelity Investments • Chrysler Financial • First American Real Estate Information Services, Inc. • Wells Fargo Bank • McKesson Corporation Major & Planned Developments • Fidelity Investments North Texas Campus • Solana Corporate Campus • Chrysler Financial — Westlake Campus • First American Campus • Deloitte University Campus (in- design) • Marriott/ Solana Hotel Page 3 Strategic Plan's Organization and Timelines During the strategic planning process, the Town Council and staff Leadership Team developed an overview of the major work related objectives and mission for the Town of Westlake. The vision and mission statements were drafted to reflect the unique characteristics found within our community and the values which are important to our residents. The information is contained within three vision points which describe the areas that the Council has determined are vital to maintaining our Town and providing services to enhance the quality of life of our residents. Town of Westlake Vision Point One — Inviting Residential and Corporate Neighborhoods Vision Point Two —We are Leaders Vision Point Three — Hospitality Finds Its Home in Westlake "Vision without The vision points are then divided into key Result Areas (KRA's) and outcome action is a dream. measures which serve to focus the efforts of the staff on achieving the desired results Action without of the Council. vision is simply These range from issues such as maintaining neighborhood integrity through passing the time. infrastructure maintenance and development standards to promoting historic preservation and citizen involvement. Action with vision is making a Within each outcome measure, the staff has identified key objectives and a timeline in which to complete tasks and reach our goals. The timelines are either assigned short, positive difference. " mid, or long -range goals, while some are considered to be on -going and necessary on a - Joel Barker reoccurring basis. Short -Range Goals = 1— 2 years Mid -Range Goals = 3 — 5 years Long -Range Goals = 5 or more years On -going Goals The outcome measures are also assigned a Team Leader or Co- Leader who is responsible for working with a staff team to complete or work toward achieving the tasks in each Key Result Area. Page 4 Town of Westlake Community Strengths and Challenges The Westlake Mayor and Town Council are united in their view that the community enjoys many strengths. Westlake has no current ad valorem tax, however, this requires the Town to assess and evaluate alternative sources of revenue to maintain financial stability. The history of responsible planning and zoning, along with a growing corporate campus base is viewed as a benefit to the community. The Mayor, Council and staff continue to anticipate, identify and prepare for external conditions or activities, which would detract from the success and unique development of the Town. Special attention is given to practicing fiscal conservatism while delivering the highest quality of services to our residents. Future questions on such issues as the consideration of oil and gas drilling standards within the Town, creating a retail base, revenue opportunities, efficient service delivery, public safety concerns and the development of Westlake Academy will be important to Westlake elected officials, residents, the business community and staff. Future Milestones and Events • Groundbreaking of Deloitte University • Completion of the Sam and Margaret Lee Arts and Sciences Center Strengths • Fully integrated community duct bank • Access to top quality of life amenities • Development of quality corporate campuses and partnerships • Promotion of the Town as an event and conference location Opportunities and Challenges • Further development of a diversified revenue sources for the Town MM • Enlarged Westlake Academy campus with track, soccer, and baseball fields . ry • Expanded park system • Attraction of retail development • Development of extensive interconnected trail system with surrounding municipalities • Potential SH 114 connectivity to SH 1 -35 • Expansion of eco- friendly / green initiatives within the Town • Further urban sprawl from surrounding communities • Review of maintenance needs of infrastructure and funding for major repairs • Need to identify location of secondary water source and develop existing water supplies 2009 Strategic Plan Summary VISION POINT ONE- INVITING RESIDENTIAL AND CORPORATE NEIGHBORHOODS The Town is home to several communities; residential, corporate and agricultural uses. Our largest residential development is home to a state of the art golf facility and many beautiful homes. Stagecoach Hills is located along the historic stagecoach line which transported passengers from Keller to Denton. Westlake neighborhoods include: • Aspen Lane • Glenwyck Farms • Mahotea Boone • Paigebrooke Farms • Stagecoach Hills • Terra Bella • Vaquero • Wyck Hill The Town is located along the Tarrant and Denton County borders and has portions of major State highways that surround our perimeter. We are an ideal location for businesses and have enjoyed a long history with our corporate campus developments. Key Result Areas Supporting the Vision Point On -going comprehensive planning Short-Range Goals • Update Master Plans: Comprehensive Use, Open Space /Trails, Land Use Mid -Range Goals • Precinct Line Rd. Construction • Develop Master Plan as Community Focal Point Sensitivity to Neighborhood Integrity Short-Range Goals • Landscaped Entrances Mid -Range Goals • Connected Trail System Long -Range Goals • Town -wide Completed Trail System Highest Quality Development Open Space Preservation and Aesthetic Standards Short-Range Goals Short-Range Goals • Deloitte Groundbreaking • Open Space Land Acquisition • Update Codes /Amendments • Park Space Expansion • Fidelity Phase 11 Completion • Finalize Oil and Gas Related Ordinances Mid -Range Goals • Attraction of Retail Development Outstanding Community Appearance Short-Range Goals • Streetscape Projects Page 5 Entrance to Glenwyck Farms Fidelity Investments Construction Project Page 6 Town of Westlake Strategic Plan Summary VISION POINT TWO -WE ARE LEADERS Town leaders foresaw the need for a facility to educate the children of Westlake in a local setting and to provide the citizens with a civic campus. In 2003, the Town raised funds to build Westlake Academy, the only open - enrollment charter school owned and operated by a municipality in the State. The Academy offers the rigorous International Baccalaureate curriculum and all residents are eligible to enroll their children. The elected Town Council also serves as the Board of Trustees for the Academy. The Westlake Academy unique arrangement serves to strengthen the working relationship between the Academy and the Town. Westlake is also one of a handful of towns in Texas that does not levy a property tax. Instead, revenue from sales taxes, user fees, and franchise fees fund Town services. Entrance to Westlake Academy Key Result Areas Supporting the Vision Point Premier Educational Facilities and Programs Short -Range Goals • Opening of Arts and Sciences Center High Quality Services Delivery Coupled with Financial Stewardship Short -Range Goals • Review of growth related policies: "Growth pays for Growth" • Public Safety Service Delivery and Funding Review Producing Well Educated Future Leaders and Thinkers Short -Range Goals • Academy Students in Internships at Corporate Campuses • Academy and Deloitte University Mentoring Programs Infrastructure Maintenance and Planning Short -Ran a Goals • Town Facility Master Plan • Develop Capital Improvement Plans • Drainage Utility and Storm Water Planning Long -Range Goals • Regional Rail System Environmental Stewardship Initiatives Short -Range Goals • Create Westlake Green Team • Automated Recycling Program • Plan for Environmental Improvements and Water Conservation Strategies 2009 Strategic Plan Summary VISION POINT THREE - HOSPITALITY FINDS ITS HOME IN WESTLAKE In an effort to foster citizen engagement, enhance our neighborhoods and increase partici- pation in the community, many of the residents serve on various advisory boards that are committed to furtheringthe mission of the Town and ensuring Westlake is truly a unique community. The Westlake Historical Preservation Society was created to identify, preserve, and perpetuate the history of the Town of Westlake and the Cross Timbers region. The Town is committed to protecting and improving the quality of life of Westlake residents, businesses and students by encouraging, inspiring, educating and entertaining artistic and creative endeavors. The Public Art Society of Westlake provides a wide range of professional and artistic presentations to foster the arts in the community. Westlake is also a member of Tree City USA. The Town must meet strict standards to ensure there are viable tree management plans and programs in place to help support growth and forestry. Key Result Areas Supporting the Vision Point Citizen Engagement and Historic Preservation Tourism Development Communication Short -Range Goals Short Range Goals Short Range Goals • Improve Web Site User • Integrate Mission of the I • Host Regional Events Friendliness Historical Preservation Society into Community . Development to Include • Develop Communication Plan Events I Additional Hotels and I • Review E- government i Restaurants Usage for Service Delivery I ' • Conduct Regular I Neighborhood Meetings Arts and Culture Short -Range Goals • Implement Westlake Speaker Series to Feature Community Leaders Page 7 WA Campus Fountain 2009 Page 8 Vision Point One— Inviting Residential and Corporate Neighborhoods Glenwyck Park 'We are limited, not by our abilities, but by our own vision. " - Anonymous Vaquero Key Result Areas and Outcome Strategies ON -GOING COMPREHENSIVE PLANNING — Ensure the master puns are continually updated and reviewed to enhance the development of the Town. Outcome Measure: All master plan documents are not more than 5 years old. Outcome Strategies: 1. Update master plans to guide development and provide a framework for future projects; promote the Master Plan as a community focal point — Short & Mid -Range Goals. Team Co-Leaders: Tom Brymer/ Eddie Edwards Objective 1.1: Develop RFP for master plan review. Estimated Completion Date: Spring, 2010 Objective 1.2: Work with consultant to draft the master plans — form community /staff task force. Estimated Completion Date: Winter, 2010 2. Precinct Line Road construction —Mid-Range Goal. Team Leader: Jarrod Greenwood Objective 2.1: Facilitate stakeholder meetings to communicate project status and engage community members. Estimated Completion Date: Fall, 2009 Objective 2.2: Finalize construction plans with TxDOT; TxDOT bid placement. Estimated Completion Date: Summer, 2010 Objective 2.3: TxDOT commences construction. Estimated Completion Date: Winter 2010 SENSITIVITY TO NEIGHBORHOOD INTEGRITY — Maintain the high standards of neighborhood planning and residential construction to foster the Town's unique character and rural atmosphere. Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark measure for neighborhood integrity. Outcome Strategies: 1. Promote and develop landscaped entrances to neighborhoods — Mid -Range Goal. Team Leader: Troy Meyer Objective 1.1: Review and update ordinances and Unified Development Code for all landscaping requirements which would include, but not limited to: irrigation systems, plans, trees, xeriscape concepts, water features, lighting, gates, and signs. Estimated Completion Date: Spring, 2010 Page 9 Sensitivity to Neighborhood Integrity (cont.) Objective 1.2: Develop and implement a process to educate developers, homeowners associations, and staff on new requirements. Estimated Completion Date: Summer, 2011 2. Review and update the current trail system plan and develop interconnectivity options with surrounding municipalities — Mid and Long-Range Goals. Team Leader: Troy Meyer Objective 2.1: Partner with Keller, Trophy Club, Southlake and Roanoke on best location for connecting local and regional trail systems. Estimated Completion Date: Winter, 2010 Objective 2.2: Develop standards for park benches, water features, picnic tables, signs, and pet stations. Estimated Completion Date: Winter, 2010 Objective 2.3: Identify changes to the open space plan created March of 1999 and present to the Town Council for approval. Estimated Completion Date: Spring, 2011 OUTSTANDING COMMUNITY APPEARANCE — Enhance the appearance of the Town with public art displays and high - quality, environmentally responsible landscaping projects. Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark measure for community appearance. Outcome Strategies: 1. Streetscape projects to enhance community appearance — Short-Range Goal. Team Leader: Jarrod Greenwood Objective 1.1: Work with consultants, TxDOT, and community stakeholders to develop streetscape concept that will incorporate existing themes and characteristics within Westlake. Estimated Completion Date: Fall, 2009 Objective 1.2: Work with Public Art Committee to enhance the FM 1938 corridor by developing a streetscape plan that includes areas dedicated for public art. Estimated Completion Date: Fall, 2010 Town of Westlake Arbor Days Hot Air Balloon ,7011PARKIN wt 'M -0 Entrance to Stagecoach Hills 2009 Page 10 HIGHEST QUALITY DEVELOPMENT AND AESTHETIC STANDARDS — Ensure standards are met which maintain the superior appearance and construction of developments. Outcome Measure: At least one local, regional, or national award /recognition on an annual basis for new Westlake residential or commercial development. Outcome Strategies: 1. Support our newest corporate partners, Deloitte and Fidelity, with Deloitte University and the completion of Fidelity Phase II — On going Goat. Team Leader: Ginger Awtry J. T. Otti nger Road Objective 1.1: Facilitate communication between the stakeholders — PR /marketing team, Town Council, staff, citizens and businesses — to aid and promote the groundbreaking and opening activities. Estimated Completion Date: On -going Objective 1.2: Coordinate and assist with press releases, special required permitting, community traffic flow, security needs, local dignitary contacts, and any other municipal areas in which assistance is warranted. Estimated Completion Date: On -going 2. Revise and update all codes and related amendments —Short-Range Goal. Team Leader: Eddie Edwards Objective 2.1: Revise plan review checklists to reflect the new codes, policies, and procedures; Update Estimated Completion Date: Summer, 2009 Objective 2.2: Update Town of Westlake internet site to reflect the new code adoptions. Estimated Completion Date: Summer, 2009 Objective 2.3: Update contractor handouts reflecting new codes, revised policies, and procedures. Estimated Completion Date: Spring, 2010 3. Finalize oil and gas drilling related ordinances —Short-Range Goat. Team Leader: Eddie Edwards Objective 3.1: Develop applications, forms, policies, and procedures related to issuing permits and administering the adopted codes. Estimated Completion Date: Summer, 2009 it Objective 3.2: Amend technical standards provision in Code of Ordinances. Estimated Completion Date: Summer, 2009 Terra Bella Entry Objective 3.3: Amend zoning ordinance to allow drilling and production in additional zoning districts. Estimated Completion Date: Summer, 2009 Page 11 Town of Westlake Highest Quality Development and Aesthetic Standards (cont.) 4. Work to attract nationwide, well known anchor and retail businesses — Mid -Range and On going Goals. Team Co-Leaders: Tom Brymer /Eddie Edwards Objective 4.1: Explore viable economic development tools to attract retail development, specifically in the western area of Westlake, which would be beneficial to the Town and potential business partnerships. Estimated Completion Date: Winter, 2010 Cielo Restaurant Objective 4.2: Research the use of special districts and other incentives that would allow the Town to be proactive in our effort to attract retail uses. Estimated Completion Date: Winter, 2010 and On -going OPEN SPACE PRESERVATION — Maintain the rural atmosphere, spacious residential lots, park facilities and open areas within the master planned community development. Outcome Measure: Utilize comprehensive plan to develop a recommendation or feasible ratio of open space to land development. Outcome Strategies: 1. Open space land management and park system expansion — Mid -Range Goal. Team Leader: Troy Meyer Objective 1.1: Define the "Open Space Land Management" concept to develop practices and policies to protect our natural resources. Estimated Completion Date: Winter, 2009 Objective 1.2: Review current land management plans; "inventory" available open space /potentials sites located in the flood plains /wet lands. Estimated Completion Date: Winter, 2009 Objective 1.3: Develop long range plans to maintain resources including ordinances and additional requirements to site plans /SUP submittals mandating open space requirements as developments proceed through the Town. Estimated Completion Date: Summer, 2010 Objective 1.4: Analyze the open space in relation to comprehensive trail system and amend trail space to integrate cohesive planning. Estimated Completion Date: Fall, 2010 Objective 1.5: Work with Planning Department to ensure public open spaces are included in development proposals. Marriott/ Solana Hotel Estimated Completion Date: On -going Objective 1.6: Hire consultant for revised trail master plan, to include, overview of system components, cemetery design elements Estimated Completion Date: Fall, 2010 Objective 1.7: Examine the establishment of a parks master plan. Estimated Completion Date: Fall, 2010 Page 12 Vaquero 'Westlake has been a lot of things, but it has never been ordinary. " Fort Wlortb Star Telegram Town of Westlake Vision Point Two — We Are Leaders PREMIER EDUCATIONAL FACILITIES AND PROGRAMS — Develop high quality educa- tional facilities and learning opportunities for the students of Westlake Academy. Outcome Measure: Completion of Arts & Sciences Center. Outcome Strategies: 1. Complete the Sam and Margaret Lee Arts and Sciences Center — Short-Range Goal. Team Leader: Troy Meyer Objective 1.1: Pouring of concrete foundation. Estimated Completion Date: Spring, 2009 Objective 1.2: Continual supervision and interaction with contractors and suppliers to facilitate contract completion for construction related matters. Estimated Completion Date: Fall, 2009 Objective 1.3: Opening of Arts and Sciences Center. Estimated Completion Date: Fall, 2009 PRODUCING WELL EDUCATED FUTURE LEADERS AND THINKERS — Support the Academy staff in their efforts to educate the students. Outcome Measure: Development of program processes and objectives; creation of 2 intern positions and placement of students within 2 years. 1. Create partnerships between municipal and Academy staff to utilize local government resources to enhance student learning and achievement - Short-Term and On going Goals. Team Leader: Debbie Piper A. Field Trips Objective 2.1: Discuss with the Leadership Team any field trip opportunities that will be of interest to the students and introduce them to the responsibilities of local government services. Estimated Completion Date: Fall, 2009 Objective 2.2: Meet with Head of Sections to develop a plan and determine what grade levels would be applicable. Estimated Completion Date: Fall, 2009 Objective 2.3: Based on meeting outcome ,scheduling limitations and student availability, conduct a meeting with staff to identify field trip dates and assist the respective Department Head with scheduling, if necessary. Vaquero Estimated Completion Date: Winter, 2009 2009 Producing Well Educated Future Leaders and Thinkers (cont.) B. Internships and Mentoring Objective 2.4: Meet with staff to determine level of interest and assistance the interns will be able to provide and formulate rotation to allow students the experience of working in all aspects of local government. Estimated Completion Date: Fall, 2009 Objective 2.5: Coordinate placement opportunities with local businesses and prepare evaluation forms and feedback process for both students and employers. Estimated Completion Date: Spring, 2010 Objective 2.6: Select interns and prepare a schedule with Town and Academy staff. Estimated Completion Date: Spring, 2010 Page 13 Beginning Phase of A &S Site Preparation ENVIRONMENTAL STEWARDSHIP INITIATIVES — Develop and implement comprehensive'green' programs for the residents, corporations, and the Academy. Outcome Measure: Implementation of approved environmental programs within five years. Outcome Strategies: 1. Develop a comprehensive automated recycling and composting program to identify new technology which maybe utilized in our environmental stewardship — Short-Range and On going Goals. Team Co-Leaders: Jarrod Greenwood / Troy Meyer Objective 1.1: Conduct Council workshop presentation to identify environmental stewardship initiatives and prioritize tasks within the program — to include, geo- thermal and bio- diesel options and a -waste recycling opportunities Estimated Completion Date: Spring, 2010 A. Formation of Westlake Green Team Objective 1.2: Establish the Westlake Green Team to address issues with recycling/composting. Will include Town Council, staff, student representatives, corporate residents and waste management provider. Estimated Completion Date: Spring, 2010 Objective 1.3: Coordinate activities of Team with NCTCOG, especially its Green Cities Committee. B. Recycling Program Objective 1.4: Survey surrounding recycling and composting programs and available services to develop a comprehensive program. Estimated Completion Date: Winter, 2009 Objective 1.5: Implement recycling program at all Town facilities. Estimated Completion Date: Summer, 2009 Objective 1.6: Provide hazardous material disposal for citizens. Estimated Completion Date: On -going Westlake Academy and Student Body Page 14 Town of Westlake Environmental Stewardship Initiatives (cont.) C. Water Conservation Efforts Objective 1.7: Develop water conservation messages for landscaping and the use of xeriscaping in neighborhoods and common areas. Develop plant listing for landscape ordinance. Integrate input from resident master gardeners to enhance conservation and landscaping recommendations. Estimated Completion Date: Spring, 2010 Objective 1.8: Assist Academy with water conservation, protection, and production education by speaking to students and arranging field trips to water and wastewater treatment facilities. Estimated Completion Date: On -going Objective 1.9: Provide water conservation information to customers through the website, mailings, news letters, and Academy publications. Estimated Completion Date: On -going HIGH QUALITY SERVICES DELIVERY COUPLED WITH FINANCIAL STEWARDSHIP Research available revenue resources to offset the cost of providing services; continue to provide outstanding government administrative support services while working within the municipal budget. Outcome Measure: Implementation of at least one new demand driven revenue source per year, over the next five years. Outcome Strategies: 1. Establish a strategy for achieving long-term financial sustainability for the Town government, including Westlake Academy — Mid -Range Goal. Team Leader: Tom Brymer Objective 1.1: Review 2009 Direction Finders results with Council. Estimated Completion Date: Summer, 2009 Objective 1.2: Review 2009 Westlake Academy Parent Survey with Council. Estimated Completion Date: Summer, 2009 Objective 1.3: Review Town Capital Improvement Plan, municipal 5 -year financial forecast, and Academy financial forecast during proposed 09/10 budget deliberations. Estimated Completion Date: Summer, 2009 Objective 1.4: Research and compile report regarding municipally owned and operated charter schools and their organizational structure. Estimated Completion Date: Fall, 2009 Westlake DPS Engine Objective 1.5: Council to review long -range financial forecast, Academy cost structure components, staff to identify options and strategies to address financial issues and their timing. Estimated Completion Date: Spring, 2010 2009 High Quality Services Delivery Coupled with Financial Stewardship (cont.) Objective 1.6: Council to prioritize service options and provide staff direction on future budgeting and resource allocation. Estimated Completion Date: Spring, 2010 2. Review and discuss growth related policies —Shoe -Range Goals. Team Co-Leaders: Tom Brymer / Todd Wood / Debbie Piper A. Council discussion of "Growth pays for growth" approach to financial stewardship and policy making. Page 15 Objective 2.1: Identify sources of Town expenditures related to service delivery which are not currently offset by fee collection. Analyze identified expenditures, from the standpoint of current impact and future expansion to ensure quality service delivery. Estimated Completion Date: Fall, 2010 Objective 2.2: Identify actual or potential costs incurred by the Town. Estimated Completion Date: Fall, 2010 Objective 2.3: Survey other communities to benchmark costs for newly proposed fees and amendments of existing fees. Estimated Completion Date: Fall, 2010 B. Impact Fees Objective 2.4: Discuss and receive Council direction on impact fee feasibility study. Estimated Completion Date: Spring, 2010 Objective 2.5: Prepare proposal of utility impact fee analysis and feasibility report. Estimated Completion Date: Fall, 2010 Objective 2.6: Review impact fee recommendations and consider fee adoption. Estimated Completion Date: Summer, 2011 C. Park Land Dedication and Development Fee Objective 2.7: Discuss and receive Council direction on park land dedication and development fee implementation. Estimated Completion Date: Spring, 2010 Objective 2.8: Prepare proposal of park land dedication and development fee analysis and feasibility report. Estimated Completion Date: Fall, 2010 3. Explore public safety service delivery options and funding— Short-Range Goal. Team Co- Leaders: Tom Brymer/ DIPS Lieutenants Objective 3.1: Research available options to deliver and fund public safety programs. Estimated Completion Date: Spring, 2010 Objective 3.2: Present options and recommendations to Council. Westlake DPSAmbulance Estimated Completion Date: Summer, 2010 Page 16 "Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion. " - Jack Velch Town of Westlake High Quality Services Delivery Coupled with Financial Stewardship (cont.) 4. Enhance the effectiveness of service delivery via intergovernmental partnerships — Mid -Range and On -going Goals. Team Leader: Tom Brymer Objective 4.1: Council discussion of the use of inter -local agreements as a means to pursue various types of intergovernmental partnership opportunities with area municipalities. Expected Completion Date: Winter, 2009 Objective 4.2: Share a draft of a memorandum of understanding and /or inter -local agreement with municipalities surrounding Westlake to determine the interest level of such partnerships. Estimated Completion Date: Spring, 2010 Objective 4.3: Pursue dialogue and discussion at both the staff and Council level with cities that have expressed an interest in pursuing identified opportunities of mutual interest. Estimated Completion Date: On -going INFRASTRUCTURE MAINTENANCE AND PLANNING — Identifythe maintenance needs of existing buildings, review the impact of severe weather patterns on our neighborhoods and formulate a long -term capital improvement plan. Outcome Measure: Approved capital improvement plan within two years. Outcome Strategies: 1. Draft facility master plan with Council — Short-Range Goal. Team Leader: Amanda DeGan Objective 1.1: Work with the Leadership Team to establish a viable facility planning/CIP process. Estimated Completion Date: Winter, 2009 Objective 1.2: Discuss facility master plan (FMP) scope with Council and receive direction. Estimated Completion Date: Spring, 2010 Objective 1.3: Draft FMP scope and solicit project proposals; retain outside consultant to assist staff on FMP. Estimated Completion Date: Spring, 2011 Objective 1.4: Select priorities from FMP and convert into a rolling 5 -10 year capital improvement plan. Estimated Completion Date: Summer, 2011 2009 Infrastructure Maintenance and Planning (cont.) 2. Review the drainage and storm water plans needed to minimize the impact of severe weather on our neighborhoods — Short-Range Goal. Team Leader: Jarrod Greenwood Objective 2.1: Complete Stagecoach Hills subdivision draining improvement project. Estimated Completion Date: May, 2009 Page 17 Spring Flowers 3. Storm Water Utility review —Short Range Goal. Team Leader: Jarrod Greenwood Objective 3.1: Discuss storm water utility (SWU) fee with Council as to feasibility and receive direction. Estimated Completion Date: Summer, 2010 Objective 3.2: Draft SWU feasibility analysis scope; retain outside consultant to assist staff. Estimated Completion Date: Spring, 2011 Objective 3.3: Receive SWU report and present recommendations to Council. Estimated Completion Date: Summer, 2011 Objective 3.4: Implement SWU fee. Estimated Completion Date: Fall, 2011 4. Work with transportation representatives to include Westlake in regional rail system —Short-Range and On -going Goals. Team Leader: Kim Sutter Objective 4.1: Compile a list of resources for information on a regional rail system. Estimated Completion Date: Summer, 2009 Objective 4.2: Monitor progress of plans for and implementation of a regional rail system through legislation, NCTCOG, NE Leadership Forum, etc. Estimated Completion Date: On -going Objective 4.3: Survey community interest/seek input from corporate neighbors and residents for a rail system. Estimated Completion Date: Fall, 2009 Objective 4.4: Consider Town Council resolution approval in support of rail system. Estimated Completion Date: Winter, 2009 Objective 4.5: Communicate information and progress of system to corporate neighbors and residents. Estimated Completion Date: Spring, 2010 and On -going Page 18 Vision Point Three — Hospitality Finds Its Home in Westlake Town of Westlake CITIZEN ENGAGEMENT AND COMMUNICATION — Design a comprehensive plan to communicate with residents, Academy families, corporate partners, and other community stakeholders. Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark for resident satis- faction in communication and engagement efforts. Outcome Strategies: 1. Develop overall communication plan for the residents and businesses — Short-Range and On going Goals. Team Leader: Kim Sutter Objective 1.1: Coordinate with PR firm to develop a communications plan for the Town and Academy. Estimated Completion Date: Summer, 2009 Objective 1.2: Establish and conduct regular PR /marketing team meetings, to include, selected business community members, to implement the communication plan and gauge the success of the activities. Estimated Completion Date: On -going Objective 1.3: Establish regular monthly meeting dates and times with PR firm to discuss promotion of the Town and Academy. Estimated Completion Date: On -going 2. Use of technology to enhance service delivery and citizen engagement. — Short-Range and On going Goals. Team Leader: Todd Wood A. Web -site re- design Objective 2.1: Increase user - friendly accessibility and information dissemination Estimated Completion Date: Summer, 2009 Objective 2.2: Collectively review the website for updates; assess the relevance of content and remove the obsolete information. Estimated Completion Date: On -going B. Review the use of e- government Objective 2.3: Staff to conduct feasibility study and applications for integrated e- government services for customers. Estimated Completion Date: Fall, 2009 Objective 2.4: Present study to Council in workshop. Westlake Academy Estimated Completion Date: Winter, 2009 Objective 2.5: Implement Council directed e- government program. Estimated Completion Date: Summer, 2010 Page 19 HISTORIC PRESERVATION — Record the events, individuals, or groups associated with the Town of who had an impact on the region to provide an accurate portrayal of the history of Westlake. Outcome Measure: Host two events on an annual basis to increase awareness of the Town's history. Outcome Strategies: 1. Integrate the mission of the Westlake Historical Preservation Society (WHPS) into community events — Short-Range and On going Goals. Team Leader: Ginger Awtry Objective 1.1: Meet with WHPS president to review mission and strategic plan of both the Society and the Town /Academy plan to ensure continuity. Estimated Completion Date: Winter, 2009 Objective 1.2: Coordinate and foster communication with community groups and Westlake Academy liaison to ensure our local events promote historical preservation and the Society's visibility; coordinate the event calendars of the groups. Estimated Completion Date: On -going Objective 1.3: Assist in communication between the WHPS and other groups, specifically the Public Arts Society, to promote historical preservation and visibility along trail pathways, entry points, parks and civic campus, etc. Estimated Completion Date: On -going Objective 1.4: Continue to provide assistance in the hosting of Decoration Day; assist the PR firm in marketing the event to residents and the general public. Estimated Completion Date: On -going TOURISM DEVELOPMENT — Promote the Town as an ideal location for hosting conferences and large meeting events and market the Town's hotel and restaurants as an additional component of regional attractions. Outcome Measure: Increase in occupancy and group meeting rate bookings at the Marriott/Solana Hotel within two years. Outcome Strategies: 1. Host regional events to attract individuals to our restaurants, hotel and businesses — Short-Range and On -going Goals. Team Leader: Ginger Awtry Objective 1.1 Facilitate and partner in communications with ARTSNET and our corporate resident, Maguire Partners, to promote our Masterworks Concert Series in an effort to provide local entertainment and attract individuals from neighboring communities. Estimated Completion Date: On -going Town of Westlake Decoration Day Flags "Vision is the art of seeing what is invisible to others. " -Jonathan Swift Wyck Hill 2009 Westlake Academy/ Civic Campus Page 20 Tourism Development (cont.) Objective 1.2: Work with PR /marketing team, consultants and Masterworks partners to develop concert series and increase participation by 10% annually. Estimated Completion Date: On -going Objective 1.3: Partner with the Recreation department in annual Arbor Days celebration; working to increase resident, student and corporate participation. Estimated Completion Date: On -going Objective 1.4: Review Town survey results, discuss with marketingteam, other municipalities and applicable corporate marketing staff to determine the level of interest in hosting an expanded number of events in Westlake. Estimated Completion Date: Spring, 2010 2. Develop and assist the PR /marketing team, working with the Town's PR consultant group to promote Westlake as a business and tourist destination — Short-Range Goal. Team Leader: Kim Sutter Objective 2.1: Develop concept for marketing team; including goals and objectives and target audience (based on progress of communications plan). Estimated Completion Date: Fall, 2009 Objective 2.2: Interact with PR firm, and possibly corporate partners, to develop collateral material for use proactively /reactively to request for information regarding the Town. Estimated Completion Date: Spring, 2010 Objective 2.3: Formulate a contract with Marriott /Solana for the use of the hotel /motel occupancy tax funds setting occupancy rate targets to promote the hotel as a premier tourist destination and to increase the visibility of the facility. Estimated Completion Date: Fall, 2009 Page 21 Town of Westlake ARTS AND CULTURE — Work with Arts Society to place art pieces within the Town and encourage varied forms of artistic mediums to compliment our natural resources, diverse neighborhoods and corporate architecture. Outcome Measure: Implementation of two speaker sessions per year and incorporate sites for art placement into the comprehensive planning process. Outcome Strategies: 1. Implement a Westlake speaker series featuring community leaders - Short-Range and On -going Goals. Team Leader: Ginger Awtry Objective 1.1: Work with Public Arts Society (PAS) to develop community speaker series for both residents and student body. Estimated Completion Date: Spring, 2010 Sunrise at Westlake Academy Objective 1.2: Facilitate report with PAS to the Council in order to determine the future direction of the program. Estimated Completion Date: On -going Successful strategic plans are not successful because of the plan itself. They are not successful because of their vision statement, their mission statement, values, tactics, outcomes, or performance measures. Yes, these things are all part of a successful strategic plan — but, the strategic plan must be a part of something larger than even the plan's vision. It must tell a story. A story that captures one's imagination, fires one's dreams, and compels one to want to be a part of that story, because it is so inspiring. Westlake's story is not yet finished, and the best chapters are yet to come! The 2009 strategic plan will help write the next chapters — the story of a "premier, knowledge based community." And, we hope this strategic plan inspires you, the reader, to want to be a part of the Westlake story. rwr /ff4'ra/a0 W "e/a6 '4eader� 3 Village Circle, Suite 202, Ilestlake, Texas 76262 Phone: (817) 430 -0861 Fax: (817) 430 -0967 www.westlake-tx.org Premier communities have a shared vision, mission, and values. More than that, they have a plan to turn that vision into something real that adds value to the community's quality of life. This is the Westlake Town Council's strategic plan for its continued pursuit of excellence on be- half of the residents of the Town of Westlake. L`�KE ACA 104 THE ONTARGET BOARD MEMBER Appendix I The 8 Indisputable Behaviors of OnTarget Board Members OnTarget Board Members do the following: 1. Act on behalf of their owners —they identify their owners, seek their views and values, and use them in decision making. 2. Know their job, the business of the organization, and their duties under law, and they continually educate and orient themselves. , 3. Set targets for the organization —they determine certain outcomes for certain beneficiaries at a certain cost based on owners' wants and on knowledge of the internal and external business environments and then the board writes them down for staff. 4. Identify the risks in the organization that are unacceptable and write them down as boundaries on staff actions. THE 8 INDISPUTABLE BEHAVIORS OF ONTARGET BOARD MEMBERS 105 5. Delegate the work by setting targets and bound- aries, giving them to the staff and letting them do the work. G. Assess performance by checking to see if the orga- nization has hit the target and avoided the risks. 7. Practice discipline in orientation, meeting atten- dance, preparedness, participation, discussion, focus, and the avoidance of conflicts of interest. 8. Report back to the owners on the progress toward "hitting the target." FULFILLING THE pilOMKE 2000 UUA General Assembly OUR ICOMMON CALL 217 The Carver Model of Policy Governance Florida District Workshop N -A V L1._AC • Policy GovernanceO in a Nutshell • Basic Principles of Policy Governance condensed from John Carver & Miriam Mayhew ! Carver Guide Series on Effective Board Governance with notes inserted on adapting the model to Unitarian Universalist churches — by Margaret Keip • Ends and Means by John Carver Nurturing the relationship between a congregation and its governing body • EndsAndMeansEndsAndMeansEndsAndMeansEndsAndMeansEnds from All Souls of Deluge Falls (see also a hic) • Unity Church - Unitarian Governing Policies • General Assembly 2000 — Nashville The Carver Model of Policy Governance Panel Participants • Carver Model of Policy Governance — Resource List • Graphics o Policies as a "Nested Set" o All Souls of Deluge Falls Board Policies o ...about Limitations Policies and "negative" language Policy Governance® in a Nutshell from www.carvergovemance.com Leadership is an important, yet elusive concept. It takes on different forms in different settings. The intent of Policy Governance@ is to give operational definition to "leadership" as it applies in the specific context of a governing board. It addresses the questions: "How can a group of peers be a responsible owner - representative, exercising authority over activities they will never completely see, toward goals they cannot fully measure, through jobs and disciplines they will never master themselves? How can they fulfill their own accountability while not, at the same time, infringing unnecessarily on the creativity and prerogatives of management? How can they do so when within themselves they disagree, there is a limited time for the task, and there is an unending stream of organizational details demanding inspection ?" All fields of endeavor encounter their peculiar dilemmas and challenges. It is common in natural development of any pursuit for experience to yield helpful tips and shortcuts. To the extent a field continues to advance, frameworks or paradigms of thought develop in which the principles and concepts provide more effective guidance than tips ever can. Management as a social science has certainly seen such a growth over the centuries - most strikingly in the past few decades. Technologies of management from time - and - motion, to MBO, to CPM, to Total Quality have characterized the rapidly growing integrity of the management function. But while the performing function (management) has undergone impressive growth in this century, the purposing function (governance) has remained the least developed element in http: // archive .uua.org /ga /ga00 /217.html 5/18/2010 -ZD- .. enterprise, typically the orphan of management more than its master. This is true in business, nonprofit and governmental bodies, though the typical flaws differ some from one setting to the other. We regularly accept a level of mediocrity in board process that would never be accepted in management. Policy Governance is a departure from that primitive state of conceptual development. It is a radical redesign of board leadership that makes new sense of the board - staff relationship, planning, evaluation, and all other aspects of the board job. Unlike virtually every other approach to the board challenge, Policy Governance is a conceptually coherent model, intended as a complete replacement of the deeply flawed traditional wisdom about boards. In light of the leadership opportunities made possible by Policy Governance, governance as traditionally and widely practiced in all settings appears ill conceived, ineffective, and wasteful. Watching a city council, school board, social service board, or trade association board reveals varying degrees of ritual, rework, trivia, and failure to act as a group. Watching a corporate board reveals a CEO - driven charade in which directors are more advisors in the CEO's service than governors in the service of stockholders. Our missions and our own integrity demand that boards govern rather than either rubber stamp or meddle. Our busy lives demand that time, energy and wisdom be well used and that boards and managements should both be optimally empowered in their work. The message of Policy Governance is not that individual boards should work harder toward what has long been held out as the ideal for board behavior, but that the ideal itself is flawed. By far most literature currently available to help boards is written within the patchwork ideas of the past. Books, articles, course work, seminars, consultants, and associations teach outdated forms of governance we should have discarded long ago. This is a primitive field, indeed. And it means that school boards, city councils, corporate boards, social service boards, trade association boards and a host of others are wasting the bulk of their potential leadership and wasting their operational staff resource due to inadequate leadership(whether laissez faire or intrusive). It means that virtually all sources to which they turn for help only assist in miring them more deeply in outdated governance ideas. Thus it is that most board training is merely teaching boards how to do the wrong things better than they did them before. It has long been said that boards should stick to making policy and leave administration to managers. But conceptual development of principles and rules for policy making has been scant, consisting mostly of ideas inappropriately borrowed from internal management rather than crafted for the specialized role of governance. Policy Governance, as its name implies, is about governing by policy, but it is policy of a more sophisticated nature than policy as we have heretofore loosely defined it. It has also long been said that boards should be (a) more involved and (b) more arm's- length. The truth is that boards should be more involved in some things and less involved in others. Only a creditable model - not anecdotal wisdom - can reliably and powerfully help a board and its CEO know which is which. The model is a thorough working theory of board leadership that cannot be fully presented in a brief exposure. Nevertheless, here are a few of its basic tenets. Let's begin with the purpose of any governing board's job: The purpose of [1] the board job is, [2] on behalf of some ownership, [3] to see to it that the organization[4] achieves what it should and [5] avoids what is unacceptable. 1. The board job. It is the board's responsibility to govern; the board has a commensurate http: // archive .uua.org /ga /ga00 /217.html 5/18/201( authority to govern. Individual board members do not. That is, whatever authority is legitimately wielded by a board is wielded by the board as a group. Hence, a CEO is bound by what the board says, but never by what any board member says. A board should pledge to its CEO that it will never hold him or her accountable for keeping board members happy as individuals and will never hold him or her accountable for any criteria except those expressed officially by the full board. In other words, the board as a body is obligated to protect its staff from the board as individuals. 2. For nonprofit and governmental organizations, the "one voice" aspect of governance is regularly lost by having a host of board committees running about involving themselves in issues ostensibly delegated to staff. Staff members end up taking direction from segments of the board. Common committee roles do grave damage to the integrity of CEO delegation. Personnel, finance, program, publicity, and other such committees are the prime offenders. The board should not have committees either to help or instruct staff. Board members can serve on staff committees if asked (removing their board hats in the process), but foisting board help and advice, at best, makes a mockery of the board -CEO relationship and, at worst, renders the CEO no longer a CEO. The suggestion here, also, is that the board has a specific job to do, a specific set of "values added" that justify its position. This differs from having a job that is essentially looking over everyone else's shoulders, reacting, and largely being steered around by whatever staff have been doing (the show - and -tell board meeting of staff reports) or are thinking about doing (reviewing and approving detailed plans). That a board has its own job to do means, if the board is responsible for getting its own job done, that board agendas should be the board's agendas, not the CEO's agenda for the board. Yet most board agendas are products of those who work for the board - a practice that would rarely occur anywhere else in an organization. 3. On behalf of some ownership. Boards rarely "own" an organization themselves. They ordinarily are a microcosm of a larger ownership. The owners may be legal owners (stockholders for an equity corporation) or more a "moral" ownership(the whole community in the case of a local social service organization).But in any event, the board speaks on their behalf, a task that requires (a) knowing who the owners are and what their desires are, (b) being able to distinguish owners from customers (clients, students, patients) and other stakeholder groups. Finding ways to link with owners even more than with management is a major challenge to any board. Most nonprofit and governmental attempts to do so deteriorate into linkage with disgruntled customers instead(watch any city council or school board meeting). 4. To see to it. Seeing to it implies a commitment to assure, not simply to hope that things come out right. Seeing to it that things come out right requires three steps: First, the board must describe "right" - that is, the criteria that would signify success. These are noted below. Second, the board must hold someone accountable for reaching these criteria. This is most easily done by using the CEO function, for that role allows the focusing of performance in one individual even though actual performance occurs due to many individuals. Proper use of the CEO role has been hard to achieve in business and in some nonprofits and government in that boards abdicate to their CEOs until disaster is full blown. Proper use has been hard to achieve in many nonprofits and government (though not so much in business) in that boards interfere with their CEOs, not cleanly delegating sufficient authority to them. Third, the board must systematically and rigorously check to see if criteria are being met, that is, the board must monitor S http: // archive .uua.org /ga /ga00 /217.html 5/18/2010 - -o- performance regularly. 5. Traditional board operation fails in all three areas, especially in the first and third. Outcome expectations (what difference is to be made in recipients' lives) are rarely or incompletely stated. Acceptability of practices and methods is rarely clarified. Hence, when a board tries to monitor, it has no criteria against which to do so. The result is not monitoring, but foraging about. Observe any board approving a financial statement or a budget: the board has no idea what it would disapprove, for it has given the CEO no criteria to be met. Traditional board "development" will help a board to follow this path with more ability to read financial statements, but does nothing to help the board find a more effective way to use its time. 6. Achieves what it should. What should any organization achieve? This is the most important aspect of instructing the CEO. The only achievement that justifies organizational existence is that which causes sufficient benefits for the right recipients to be worth the cost. What good is this organizations to accomplish, for whom, at what cost or relative worth? (I refer to these ways of describing achievement as "ends" as opposed to means.)Traditional approaches to governance have allowed boards to sidestep this crucial determination. We have focused far more on what activities the organization will be engaged in, not the consumer results to be achieved. 7. Consequently, boards give their CEOs credit for programs, services, and curricula rather than demanding data (even crude data arebetter than none) on whether the right recipients received theright results at the right cost. In order to lead, boards mustlearn that services, programs and curricula have no value exceptas they produce the desired ends. Therefore, boards are well - advisedto look past these operational means and on to the ends that reallymatter. 8. Avoids what is unacceptable. Putting the board's emphasis on ends is a powerful tactic for board leadership, but the board cannot forget that it is also accountable for the means as well. "Means" include not only practices and methods, but situations and conduct as well - in other words, all aspects of the organization that are not ends (given the definition above). Concerning itself with means, however, is ordinarily an opening for boards to become entangled in operational details. This is where micro - management and meddling are born. It is a dilemma: on the one hand, boards are accountable for staff practices and situations, yet dealing with them directly trivializes the board job. Policy Governance offers a safer way for boards to deal with this dilemma: The board can simply state the means that are unacceptable, then get out of the way except to demand data (monitor) that the boundaries thus set are being observed. As counterintuitive as this approach sounds, it works magically. The board can succinctly enumerate the situations, circumstances, practices, activities, conduct, and methods that are off - limits, that is, outside the authority granted to the CEO. For most boards, this can be done in a half -dozen pages dealing with staff treatment, financial management, compensation, asset protection, and a few other areas of legitimate board concern. These proscriptions avoid telling the CEO how to manage, but do tell him or her how not to manage. Although verbally phrased in an intentionally negative or limiting way (to avoid the board's tendency to slip back into prescribing means), this approach is psychologically quite positive. The message to the CEO is, with regard to operational means, "if the board has not said you can't, you can." To fulfill board leadership in this more effective way, the board produces four categories of http: // archive .uua.org /ga /ga00 /217.html 5/18/201( policies in Policy Governance: (1) policies about ends, specifying the results, recipients and costs of results intended, (2) policies that limit CEO authority about methods, practices, situations, and conduct, (3) policies that prescribe how the board itself will operate, and (4) policies that delineate the manner in which governance is linked to management. These are exhaustive policy categories; except for bylaws, there is nothing else for the board to decide. Moreover, they are policy categories designed for the job of governing, not for the job of managing as are traditional categories used for board policy- making. There is a great deal more to the Policy Governance® model - some critical principles have been omitted from this brief summary - but these comments provide a glimpse of the wide differences between conventional practice and the Policy Governance redesign of board leadership. The implication is no less than an assertion that what most boards do most of the time is a waste of time and inimical to good governance and good management. It is a hopeful model, in that it asserts that the process is more the problem than the people. (Good managers on boards, by the way, are caught up in almost the same errors as non - managers.) No matter how dedicated or intelligent, people cannot be all they can be in a poor system - and that is exactly what boards have been handicapped with. Policy Governance provides an advanced framework for strategic and visionary board leadership. Table of Contents Basic Principles of Policy Governance condensed from John Carver & Miriam Mayhew ! Carver Guide Series on Effective Board Governance with notes inserted on adapting the model to Unitarian Universalist churches — by Margaret Keip Policy Governance is a fundamental redesign of the role of a board, emphasizing values, vision and the empowerment of both board and staff. It is built on ten principles: The Trust in Trusteeship Boards exist to own an organization on behalf of some identifiable ownership to which they are answerable. Simply put, a board governs on behalf of persons who aren't seated at the table. MK: In a church the owners [members] constitute the organization. They are the church, and are served by it as well. The primary relationship the board must establish, maintain, clarify, and protect is its relationship with its owners keeping in contact with them, and hearing their voices. MK: This is afar easier taskfor church boards than most non profits. Many are the means at hand. The Board Speaks with One Voice or Not at All A board is a corporate entity entrusted by its owners with the authority to govern and lead the organization. If the board is to lead, then on each given issue, it must speak with a single voice. The strength of this voice arises from the diversity of http: // archive .uua.org /ga /ga00 /217.html b 5/18/2010 viewpoints and intentions its members bring to the board, as well as from the way the board focuses this multiplicity into unity. This one -voice principle doesn't require or imply unanimity. On the contrary, the board must embrace all the diversity it can on behalf of the ownership. Differences among trustees are not only respected, but encouraged. Rarely will a vote be unanimous. Those board members who lose a vote, however, must accept that the board has spoken and that its decision is now to be implemented. The board should not present conflicting messages to its ownership or its staff. This principle of one voice can be undermined by charging board officers with roles of management, and by creating committees with mandates related to areas of staff responsibility. A board chair who supervises the chief executive, or a committee set up to instruct staff, must inevitably violate the one -voice principle in order to function. Board committees are legitimate when they help with tasks that belong to the board. They are not when they help with tasks that have been delegated to others. Staff spend as much time almost making decisions, which then must be passed through committees, as they would spend actually making the decisions. MK: Board committees do groundwork preparing the Board for its work. Church committees develop programs and manage congregational activities in coordination with paid staff. The principle of one voice can also be broken by individual board members who, thinking they are being helpful, go directly to staff with instruction or guidance. Unless a board masters the art of speaking as a group, it has little power to lead. A board speaks with one voice ... or it doesn't speak at all. Board Decisions Are Predominantly Policy Decisions Policy is here defined as the value or perspective that underlies action. Board policies express the board's soul, embody the board's beliefs, commitments, values, and visions, and express its wisdom. Board policies should be generated by the board itself, not brought to it from other sources. Policies develop out of the board's struggle with values, from the stage of initial musing to crafting a written document. The board decides what to have policies about, and to what level of detail it will develop them. Its policies fit into four categories: ENDS — The board defines which human needs are to be met, for whom, and at what cost. Written with a long -term perspective, these mission - related policies embody the board's vision, and the organization's reason for being. EXECUTIVE LIMITATIONS —The board establishes the boundaries of acceptability within which staff methods and activities can responsibly be left to staff. These policies limit the means by which Ends shall be achieved. http: // archive .uua.org /ga/ga00 /217.html 5/18/201 C BOARD -STAFF LINKAGE —The board clarifies the manner in which it delegates authority and how it evaluates performance relative to ends and limitations. GOVERNANCE PROCESS —The board determines its philosophy, its accountability, and the specifics of its own job. Except for what belongs in bylaws, these categories of board policy contain everything the board has to say about values and perspectives that underlie all organizational decisions, activities, practices, budgets, and goals. The Board Formulates Policy by Determining the Broadest Values Before Progressing to More Narrow Ones Values come in sizes; large values contain ranges within which smaller ones occur, like a nested set. A board establishes control over large issues with broad policies, and subsequently decides how much further to detail them. Then it delegates further defmition to someone else, fully empowering them to do so, and accepting any reasonable interpretation of its policies. (With Ends and Limitations policies that someone is staff; with Governance and Linkage it's the board chair.) The board may develop policy to whatever detail it wishes, so long as it does so from broad to narrow, and does not skip levels in the process. (When they approach policy- making this way Boards can exercise leadership and maintain effective control without delving into vast detail.) The Board Defines and Delegates, Rather than Reacting and Ratifying Boards are accustomed to approving plans brought to them by staff. Predictable problems arise: The very act of approving forces boards to become entangled in trivia; and to avoid feeling like rubber stamps, boards may nit -pick. Approvals are usually issued without clarifying the criteria used in giving approval. Further, approving staff plans freezes into place details which cannot then be changed without board re- approval. This obstructs staff creativity and agility (a severe disadvantage to the organization), and weighs down the board with detail (diverting time from deciding the very policies that would make such role confusion unnecessary). Having board policies in place ahead of time allows board and staff alike to know whether a staff plan is approvable, since all the criteria by which approval is given are clear for everyone to see. MK: Many realms that are staff responsibilities in non-profit agencies are member -led in a church. These include much of the fulfillment of the congregation's mission. Thus its member leaders serve as volunteer staff. Lay leaders and committees thrive with the empowered responsibility Policy Governance makes possible. It undergirds and strengthens shared ministry. The board does need to be assured that staff plans are true to the applicable board policies — and that reassurance is gained by policy- focused monitoring. This also reinforces the one -voice principle, because the board has already stated its criteria for approval, and board members aren't thrown back onto diverse personal criteria. http://archive.uua.org/ga/gaOO/217.html 5/18/2010 »b.. - MK: This process provides the board with a meaningful way to evaluate church leadership and programs, while paying attention to the Ends they exist to serve. Ends Determination is the Pivotal Duty of Governance The justification for any body lies in what difference it can make. A nonprofit organization exists so that its world can be a better place. The kind of thinking needed in order to make a difference requires a sense of the whole, an overview, a high vantage point. The board will become more of a think tank for vision than a reviewer of staff decisions and activities. It will focus on outcomes; focus on the reasons for which the organization exists at all. MK: A church seeks to retake a difference not only in the world, but also in members' lives. And its impact in the world is managed by and through its members, not merely on their behalf. Churches are uniquely integrated organizations, with members being owners, volunteer staff, and clients, too. An issue is an Ends issue if —and only if —it directly describes what good, for whom, or at what cost. If not, it is not an Ends issue, no matter how important, no matter who decides it, no matter how closely related it is to goals, strategies, mission, or perceived board work. Ends language is never about what the organization will be doing; it is always about what will be different for those it serves. Distinguishing ends from means will enable the board to free itself from trivia, to delegate clearly and powerfully, and to turn its attention to large issues. The Board Controls Staff Means by Limiting, Rather than Prescribing The organization's conduct, activities, methods, and practices are its "means" rather than its ends. Board means relate to how the board will organize, structure, and conduct itself in order to accomplish its job. Staff means are the various arrangements and actions needed to accomplish the ends or to safeguard the operations that produce them. Resist the temptation to prescribe staff means. (The board does not tell staff how to do its job.) The board's role is one of boundary- setting — specifying in writing which staff means would be unacceptable, unapprovable, or off limits. (In other words, the board says what kind of means it will not put up with.) Beginning with broad prohibitions, advancing thoughtfully toward more detailed ones, the broader statements act as a safety net. Producing a "don't do it" list sounds negative, but in outcome is not. It allows a secure freedom, the boundaries of which need not be guessed, and within which staff creativity and action are encouraged. This key method of means constraint enables a board to govern with fewer pages of pronouncements, less dabbling in details of implementation, and greater accountability. MK: Recall that in churches, staff includes both hired folks and volunteers. Paid staff manage those tasks for which volunteers lack skills or energy or time —tasks that would otherwise divert members from the spiritual growth, sustenance, and opportunities for gifted http: // archive .uua.org /ga/ga00 /217.html 5/18/201 C service which they've come to church seeking, and which lie and the heart of a church's reason for being. The Board Explicitly Designs Its Own Products and Process The board states what it expects of itself, its code of conduct, the way it will plan and control its agenda, and the nature of its linkage with the ownership. And the board treats its own governance policies as iron -clad commitments. The board commits itself to use internal committees only when they are necessary to help the board get its own job done (not to help staff with theirs). MK: Some typical Board committees in a non-profit agency will be congregational committees in a church —e.g. Search and Nominating — Search, because the congregation calls its minister, not the board; Nominating, because board members are directly elected by the congregation to represent it. The board delegates to its Chair the right to make any reasonable interpretation of its words in governance process and board -staff linkage policy areas. The chief executive has parallel authority with respect to topics governed by ends and staff limitations policies. This delegation pattern ensures that the Chair and Executive work closely together, but neither reports to the other. MK: The Policy Governance model does not require that a single individual serve as Chief Executive. Although it will involve the board in directly monitoring the work of more than one person, the Executive role can be fulfilled equally well by a team. The design of the executive position will appropriately vary according to the congregation's structure and desires and according to the skills and interests of its chosen clergy. In developing its governance policies, the board again follows a broad -to- narrow approach, begin -ning with the broadest form of the question, "What is our job ?" It goes into further detail until it is willing to allow its Chair to reasonably interpret its words in implementing board business. The Board Forges a Linkage with Management That is Empowering and Safe Board and Executive constitute a leadership team. Clear differentiation in their roles and respon - sibilities enable them to fulfill and excel in them, mutually support each other, and influence each other toward ever greater integrity and capability for leadership. The board has the right to expect performance, honesty, and straightforwardness from its staff. Boards may be understanding about performance, but should never bend an inch on integrity. In turn, staff rightfully expect the board to be clear about the rules and then play by them, to fulfill its own job, and to speak with one voice. Performance is Monitored Rigorously, but Only Against Policy Criteria http: // archive .uua.org /ga /ga00 /217.html q 5/18/201( In Policy Governance, monitoring is conducted only against criteria currently stated in ends and limitations policies. When a board adopts the discipline of monitoring only what it has already addressed in policy, its anxiety will drive it to develop all the policies needed. The board will require information that directly addresses existing criteria, and receive relevant monitoring data without having to digest enormous amounts of unnecessary information. Rev. Margaret Keip is an Accredited Interim Minister with the UUA. She has been trained by John and Miriam Carver and consults with church boards on Policy Governance. Reach her by e -mail at InterinaTwonaol. com. Table of Contents Ends and means by John Carver Nurturing the relationship between a congregation and its governing body All congregations have some kind of governing body. In some denominations, it is called a board, in some a council, in some a session. For simplicity, I shall call it a board, because the term parallels the board that governs a corporation. The relationship between a church congregation and its board may be the most unexplored relationship in church life. At the same time, it is one bursting with possibilities for enrichment. That may be because it involves a group -to -group relationship, something for which few of us have developed skills. Or it may be because the board role —in churches or any other institution —has lagged far behind other under - standings we have about organizations. Because I have worked and published on the topic of board governance for almost two decades, I've developed some ideas that may be of use as a church and its board consider the conduct and nurture of the boards governance role. Effective concepts of governance will help a congregation know what to expect of its board, as well as help the board know what to expect of itself. We have all seen a board, driven by a conscientious desire to serve, getting so entangled in details that the big picture and purpose are obscured. We may have seen a board second - guessing its minister about inconsequential aspects of liturgy for a given Sunday. And we have all seen a board involve itself in purchasing decisions or small items of budgeting that any competent adult could handle without the assistance of a board. The list goes on, for there is an endless supply of interesting activities to draw a board's attention away from mission and vision. I recall the board of a large church —one blessed with the resources to have an extensive staff — spending hours discussing fine points of the maintenance of buildings and grounds, far more than it spent on the purpose for which the church existed. The effect of Policy Governance is to remove much of the caprice from board actions, to define roles clearly, and to empower the minister and staff without "giving away the shop. " http: // archive .uua.org /ga /ga00 /217.html 5/18/2011 Distinguishing between ends and means Some years ago I developed a radically new framework for any board's job, an approach I call the Policy Governance model. The model calls upon boards to make a simple but unaccustomed distinction between two kinds of decisions, ones I refer to as "ends" and "means." Ends decisions address what benefit will come to pass for whom, and the worth or cost of that benefit. For example, an ends issue might be the relative cost or value of shelter for the homeless, reduction in teen pregnancy, or effects on the religious life of the community. Ends relate not to what we will be doing, but to the difference we intend to make in people's lives. Ends get right to the heart of why a congregation exists. Their broadest expression might be in a mission statement. Means, on the other hand, include practices, methods, conduct, and other activities done as people pursue those all - important ends. Just as the congregation entrusts an important task to the board, so the board then delegates to the minister and perhaps to others. The ends /means distinction is a powerful tool in defining delegation that is encouraging and empowering, yet safe. The distinction is used this way. The board decides the ends and it decides its own means (such as how often to meet, what committees to have, or how to deal with controversial topics), but it would not decide, say, the minister's means of dispensing a fund for benevolences to indigents. Instead, the board tells the minister what means are not acceptable. That is, the board does not tell the minister how to do his or her job, but what limits must be observed as the minister determines the best way to get the job done. These limits on means can be stated very briefly; they ordinarily relate to what the board feels would be an improper use of people or assets. Commonly, the limits imposed describe what would be unacceptable in treatment and compensation of staff, in handling finances, in protecting property, and even in budgeting. Although the boundary- setting approach sounds negative, the effect is to free the competence, creativity, and inspiration of the minister and staff within bounds. In other words, the minister (or any other delegatee) is charged to achieve certain ends, but may use any method or practice that the board has not ruled off - limits. The effect of Policy Governance is to remove much of the caprice from board actions, to define roles clearly, and to empower the minister and staff without "giving away the shop." For the board, dealing in wisdom leaves little time for endless jots and tittles that can safely be left to others. The board sees itself not as there to look over everyone's shoulders about small management issues, but to lead in expressing the congregation's values and vision. These qualities are the chief ingredients in determining ends. The new governance model helps boards understand that their calling of stewardship is not answered by micromanaging or meddling, but in the inspiration and collection of congregational wisdom. Who owns a congregation? http: // archive .uua.org /ga /ga00 /217.html it 5/18/201 a Relevant to this special relationship between congregation and board is the concept of ownership. In an equity corporation, clearly, the stockholders ultimately own the business. Corporate boards don't always act that way, but in theory at least no one seriously questions the direct line of ownership. In the same way, a public school board has a responsibility to the general public; the members of the public are tantamount to stockholders. For non - profit and public boards, the matter is a bit more cloudy. The family counseling center, the social service agency, or other quasi - public service might be said to have the same kind of broad -based ownership too, but that ownership is rarely well - defined. In the absence of defining ownership clearly and then acting conscientiously on its behalf, boards often give to splinter groups the homage that rightfully belongs to owners. In this way, either the staff or a particularly vocal consumer group can come, for all practical purposes, to "own" the organization. Consequently, any model of governance must repair this rift, putting in its place a strong linkage between the board and the persons for whom the board serves as representative or agent. The board's allegiance must be to the "owners" as a total body, not to vocal subsets of the ownership. I once watched with awe a church board that understood this touchy matter. Board members carefully crafted an interviewing scheme so that the board could hear from quiet members of the congregation just as clearly as from the louder ones, who otherwise would have had disproportionate influence. Of trust and trusteeship The foundation of governance rests on a sound trusteeship relationship between the board and the owners ... which brings me, of course, to the care a church board must exercise about its service to the congregation. Proper stewardship of this critical linkage requires more than happen- stance nurturing of the relationship. First, the critical relationship is between the board and the congregation, not the board members and the congregation. Although composed of individuals, the board as such is a body, indivisible in its authority and its accountability. The board as a body is empowered to act on behalf of the congregation, board members as individuals are not. Consequently, the board should develop a strong sense of itself as a vehicle for defining, exhibiting, and sustaining group stewardship. This is not an easy task. Most of us are accustomed to getting jobs done by ourselves or through structural hierarchies. Many jobs, of course, are best done that way. But a board is peculiar creature. Its task is to be a numerically workable microcosm of a numerically unworkable total congregation. This more agile group can then assure that the diversity of opinions are heard, weighed, and reduced to a coherent set of directions. In other words, the church board's first and most compelling challenge is to pull together an unbiased aggregate of congregational ideas, intentions, and aspirations. Its second challenge is to resolutely, yet fairly, choose a course of action that does not constitute "riding off in all directions." This feat requires a great deal of listening, debating, and data gathering, not to mention conscientious study and courage. http: // archive .uua.org /ga /ga00 /217.html 5/18/201( The resulting message of ends to be attained —and means to be avoided —is largely an instruction to the congregation's "performance teams ": minister, director of education, choir director, building and grounds committee, chief usher and anyone else charged with specific responsibilities. (If the minister is treated as a chief executive, giving directions is even simpler, for they need to be directed to only one person.) But giving the message and even evaluating achievement are the easy parts. Pulling the disparate views together in a caring way is the greater difficulty. In other words, the biggest hurdle for church governance is not the board's working relationship with its staff, but with its "boss ", the congregation. Responsible stewards Given that the relationship between the board and the congregation is a critical and precious one, how can the board be a responsible steward of this vital connection? And what of the congregation's role in nurturing this relationship? What does the congregation owe its board —or, to borrow a concept from Robert Greenleaf, its servant - leaders? As in any relationship, both congregation and board have roles to play. The following list might stimulate a given congregation and board to develop their own strategy for the care and feeding of this relationship. I believe all the points will apply somewhere, sometime, though not all will be relevant in the context of every congregation: 1— The congregation should expect good governance of the church's affairs, but should not expect miracles. (One such miracle would be that any board would make decisions that everyone agrees with every time.) The board deserves the support of the entire congregation when board decisions are fraught with controversy even more than when they are not. 2 The congregation chose the board members as leaders. Although the congregation need not condone arrogance, it is reasonable to give leaders some room to lead. While submission and deference are not required, tying the board's hands or second - guessing every move cheats the congregation of the leadership the board could provide. 3 — The board must be open and honest with the congregation. It is tempting to try to save the congregation from worries. But the information and the struggle integral to board work are not proprietary information to which the congregation is not privileged. 4 — The board may lead the congregation, but it should not substitute for it. An overly aggressive or protective board can make decisions that properly belong to the congregation as a whole. Although intended to be of service, this weakens the ability of the congregation to pull together, to face difficult choices, and to grow more committed because of having done so. 5 — Church staff should have as much latitude as possible in doing !3 http: // archive .uua.org /ga /ga00 /217.html 5/18/2010 their jobs. This is important so that they contribute as much of their creativity and intelligence to the work as possible. By implication, then, the church board should not "meddle" in administration. By extension, the congregation should also refrain from doing so. If it is hard for boards to be disciplined about such matters, it is extremely difficult for some members of the congregation. The congregation can support its relationship with the board by doing its best to live by the same discipline. 6 — Although operational means can largely be left, within stated bounds, to the judgment of delegates, those persons can involve other members as they work out the "how to" of their tasks. For example, the minister could call upon members of the congregation as advisors on aspects of the worship service. The director of education could involve qualified members on curriculum or learning materials. 7 — The board should involve all members of the congregation in the discussion and determination of the church's ends. Because telling ends from means is not something congregations have been trained in, the board can help the congregation tap its natural wisdom about such matters. And it must do so without biasing the result. In focusing on ends, the board does not seek congregational input on how to keep the roof repaired, but on, for example, the relative importance of producing "a safe place for teens to socialize" versus "24 -hour public access to a setting of quiet contemplation." 8 — The process of gathering congregational input should be never- ending. In the time it takes for a congregation to express itself and for the board to draw conclusions from the varied points of view, it is time to begin the process again. The environment changes, new opportunities arise, congregational composition and mentality shift. The perpetuity of this task is really a blessing; it obliges the congregation to focus continually on its most important values —the ones that essentially answer and re- answer the question, "Why does this congregation exist ?" 9 — Practical strategies for engaging the congregation are required. Study groups, focus groups, and surveys can involve the congregation in conversations that act as tributaries in the input gathering. Education can connect daily church life back to the appropriate theological base. Speakers can acquaint the congregation with community needs, mission options, or what other congregations have been able to accomplish. This process can fit into an annual or biennial planning cycle. Precious elements Each congregation, of course, will not only create, but will continually recreate the nature of its own board - congregation relationship. Creativity and commitment, as in any relationship, can work wonders. For many, however, simply focusing on the components of this relationship and giving it the explicit attention it merits will be http: // archive .uua.org /ga /ga00 /217.html 5/18/201( a new and exciting approach. In the relationship between the board and congregation exist the precious elements of servant- leadership, trustee -ship, and commitment to service that deserve to be carefully defined, protected, and nurtured. To learn more about the Policy Governance model visit John Carver's website at: 1-it!p://www.CARVERGOVERNANCE.com John & Miriam Carver's work is published by Jossey -Bass (800)- 057 -7739 Table of Contents EndsAndMeansEndsAndMeansEndsAndMeansEndsAndMeansEnds "Ends decisions address what benefit will come to pass for whom, and the worth or cost of that benefit... Means, on the other hand, include practices, methods, conduct, and other activities done as people pursue those all- important ends." John Carver The Policy Governance Model calls for clear distinctions between organizational ends and means. Here are some examples from our very own All Souls of Deluge Falls: 1. The members of ASDF will live out their gifts and values in shared and mutual ministry. x ends _ means 2. ASDF will provide a rich program of religious education for its children, youth, and adults. ends x means 3. The residents of Deluge Falls will come to understand liberal religion as a valuable asset to town culture, economics, and community. x ends _ means 4. The program of religious education at ASDF will be cost efficient, equitable, and inclusive. —ends x means 5. Our congregation's existence in this community will serve to increase social justice for all residents of Deluge Falls. x ends —means 6. The fiscal affairs of ASDF will be planned so that the expenditure of funds in any fiscal year will not exceed conservative projections. —ends x means. 7. The members and friends of ASDF will feel connected to this religious community, the broader UU community, and the world in which they live. x ends —means Table of Contents http: // archive .uua.org /ga /ga00 /217.html 1b 5/18/2010 Your DISC® Graph DiSCO Classic 2.0 Section I Below is your DISC° Graph, which shows your scores on each of the DISC dimensions based on your responses. Each of the following interpretation stages is based on these scores. Read on to learnt about your highest DiSC dimension(s), your potential strengths and weaknesses, and your Classical Profile Pattern. Intensity Segment +27 +28 +26 +24 +14 4-18 +9 +9 +b +8 +12 +6 +7 +11 +5 +10 4-4 • 0 +9 +3 - - - -- 1 -- ------------------ 5 +8 -- --- — -- +2 _2 +4 +7 +1 -4 + +b 0 _5 + +5 _ -6 + 1 +4 2 -7 +3 - - - -- - - - -- - -- -8 - - - -- - - -- 0 ----- - - - - -- +2 --- - - - - -- -3 -9 -1 +1 4 -10 -11 -2 0 -5 - - - -- ---- - - - - -- -12 -- - - - - -- -- -3 ----- - - - - -- -1 --- - - - - -- -6 -13 -4 _3 -7 -14 -5 -4 -8 - - - 15 - _ b -- -5 - - - - -- -- 9 - " -16 -8 -11 -27 -26 -27 -26 Classical Inspirational Pattern © 2003 by Inscape Publishing, Inc. All rights reserved. q Reproduction in any form, in whole or in part, is prohibited. tim brittan � {d Stage 1: Your Highest DiSC Dimension Disc, Classic 2.0 0 0 0 0 Section I tim, your highest dimension(s) - based on your responses to your perceptions of the environment and the amount of control you feel you have in that environment - is Influence (i). Read the description of Influence and see how it fits with the way you see yourself. Then read about the other dimensions on page 14 to become familiar with them. Influence (i) tim, you are high in the Influence dimension. As a result, you are likely to be focused on shaping your environment by influencing or persuading others. Those who are strong in Influence ( "high is ") seek contact with all types of people and enjoy making favorable impressions. They often look for opportunities to generate enthusiasm and gain popularity. People high in Influence accomplish goals through others, and social recognition is an important factor in that equation. Their decision - making style is more often than not based on "gut feel" rather than facts and figures. High is require freedom of expression and steer clear of too much detail or control. Outside of the workplace, high is typically enjoy participating in group activities where they can meet new people and cultivate a wide range of friendships. They pride themselves on their ability to articulate their ideas, and they enjoy engaging others in conversation. Being adept at dealing with people, high is can find complementary skills in those individuals who are better at dealing with tasks. People high in Influence have little difficulty pitching their ideas to others. But it's helpful if they have others to help them support their proposals with facts and data, as well as to develop a systematic, logical approach that will help them stay on task and follow through once the project gets going. Those high in Influence should strive to set priorities and deadlines for themselves, and be firm in holding others accountable to shared deadlines. They also need to focus on making objective decisions. When managing others, high is are sometimes concerned about respecting others' freedoms and may intentionally take a hands -off approach so that individuals have plenty of room to create. They may run the risk of being seen as unresponsive to their employees' needs. It would benefit them to take a slightly more proactive approach and offer realistic feedback as needed. It's unlikely that such an approach will adversely affect the good will already established. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any tone, in whole or in part, is prohibited. tim brittan Stage II: Your Intensity Index DISC" Classic 2.0 • • i Section I Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our strengths, as well as feel effective in our environment. However, any strength, when used excessively or inappropriately, can be perceived as a weakness. Read over the highlighted words in the four columns below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Then turn the page to learn more about your Intensity Index and how you can become more aware of your potential strengths and weaknesses. D S D 28 egocentric 28 passive 28 perfectionist 27 direct 2.7 patient 27 accurate 26 daring 26 loyal 26 fact -finder 25 domineering 25 predictable 25 diplomatic 24 demanding 24 team - person 24 systematic 23 forceful 123 self - promoting 23 serene 23 conventional 22 risk -taker 22 trusting 22 possessive 22 courteous 21 adventuresome 21 influential 21 complacent 21 careful 20 decisive 20 pleasant 20 inactive 20 restrained 19 inquisitive 19 sociable 19 relaxed 19 high standards 18 self - assured 18 generous 18 nondemonstrative 18 analytical 17 competitive 17 poised 17 deliberate 17 sensitive 16 quick 16 charming 16 amiable 16 mature 15 self - reliant 15 confident 15 stable 15 evasive 14 calculated risk -taker 14 convincing 14 mobile 14 "own person" 13 self - critical 13 observing 13 outgoing 13 self - righteous 12 unassuming 12 discriminating 12 alert 12 opinionated 11 self- effacing 11 reflective 11 eager 11 persistent 10 realistic 10 factual 10 critical 10 independent 9 weighs pros and cons 9 logical 9 discontented 9 rigid 8 meek 8 controlled 8 fidgety 8 firm 7 conservative 7 retiring 7 impetuous 7 stubborn 6 peaceful 6 suspicious 6 restless 6 arbitrary 5 mild 5 pessimistic 5 change - oriented 5 rebellious 4 quiet 4 aloof 4 fault- finding 4 defiant 3 unsure 3 withdrawn 3 spontaneous 3 obstinate 2 dependent 2 self- conscious 2 frustrated by status quo 2 tactless 1 modest 1 reticent 1 active i sarcasiic © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any font, in whole or in part, is prohibited. tim brittan Stage II: Your Intensity Index DiSC Classic 2.0 400 • • Section I On the next four pages are explanations of the words that indicate your level of intensity for each DISC® dimension. D Dimension People with your score on the D Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Demanding: Often this means applying pressure to others to achieve desired results. This can be viewed as a strength when you are working with others toward a common goal or deadline, provided you don't disregard the feelings of others or become overbearing. Forceful: In the work setting, this can mean not taking "no" for an answer. it can be viewed as a strength when working against negative input or when upholding quality standards against a very short turnaround. It is no longer a strength when it becomes overbearing or rigid. Risk - taker: Being the one who makes bold decisions and executes them can be a definite strength, especially when others are not in a position to do so. However, when taken to an extreme or used inappropriately, risk - taking can be perceived as self- serving or reckless. Adventuresome: Many of us want to be around people with this trait because we feel more alive and energized. It can even rub off on others so that the whole team becomes more willing to take risks in achieving a shared goal. However, when taken too far, others may become exhausted by your extreme need for excitement. Decisive: We often look toward decisive people as leaders because they seem so sure of themselves. This can be a boon when working with others who would prefer to follow rather than take the lead. You need to be careful, though, not to run roughshod over the feelings of others or become stubborn when they don't agree with your way of doing things. Inquisitive: This trait is a strength when curiosity compels you to search for better answers or new methods. It will be seen as a weakness if your questioning becomes relentless and invasive. Self- assured: Your belief in your own abilities may propel you toward leadership positions. The confidence and certainty you exude can also inspire your colleagues to greater heights. Relying on this trait too much, however, can cause others to view you as arrogant or haughty. © 2.003 by Inscape Publishing, Inc. All rights reserved. 44,, Reproduction in any form, in whole or in park, is prohibited. tint brittan FV� Stage II: Your Intensity Index Section I DiSC�' Classic 2.0 i Dimension People with your score on the i Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Enthusiastic: The energy and excitement you create when forming new relationships or starting new projects is almost contagious, often generating similar behavior in others. This is definitely a strength, as long as hard work and follow- through support your initial exuberance to bring a project to fruition. Gregarious: You are likely the kind of person who thrives on meeting new people and interacting with them. This is an asset in many situations, especially when others may be too shy to make the first move or start a conversation. It's important to remember, however, that being excessively sociable when there's work to be done can breed resentment in others. Persuasive: You may have a natural way of winning people over to your opinion. This can be very helpful in getting consensus and moving ahead toward a common goal. Just be careful not to overuse this trait and cause others to feel manipulated or duped. Impulsive: Many people may appreciate your spontaneity and willingness to fly by the seat of your pants, because it creates an opening for the improbable when the odds are against you. You'll know when you've acted too quickly or rashly, though, because others will disassociate from you. Emotional: You may generally feel things more acutely than a lot of people and be willing to talk openly about things, which can help others do the same. When overused, however, emotional candor can make others feel uncomfortable or even upset, because they may feel that their boundaries have been violated. © 2003 by Inscape Publishing, Inc. All rights reserved. L, Reproduction in any form, in whole or in part, is prohibited, tiro brittan 0 • 0 • Stc9e II: Your Intensity Index Section I oisp classic 2.0 S Dimension People with your score on the S Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Impetuous: This means that you often decide quickly on a course of action. In a work setting, such decisiveness is welcome when confronting tough issues. However, it can backfire if you make a decision too quickly or before you have all the information you need. Restless: Looking for new challenges and searching for fresh concepts are positive aspects of restlessness. The quest for new horizons can benefit an entire team by keeping projects exciting. Still, in its extreme form, a restless nature can lead you to feelings of unhappiness or bitterness. Change - oriented: Avoiding the pitfalls of stagnation necessitates employing this skill, which keeps you always on the lookout for novel ideas and innovative solutions. But take care that you do not become so change - oriented that you dismiss the positive aspects of tradition. Fault- finding: When you uncover errors or identify flaws that others may have missed, you are using this trait to its fullest, most positive potential. The flip side is that you run the risk of becoming nitpicky or cynical, which can keep others from sharing ideas or work with you. Spontaneous: You may find that your best ideas come in a burst of inspiration and activity. In this way, you can keep things vibrant and fresh while still creating great solutions to vexing problems. However, when you have to work within a predictable routine or set system, you may find these limitations frustrating Frustrated by status quo: Creative breakthroughs are often the result of discontent with the status quo, and you may often innovate your way around former barriers. Be careful to temper your irritation, though, if your attempts at change are thwarted. This can help you avoid a run -in with higher -ups. Active: Meeting deadlines and finishing projects are not problems when the positive aspects of this trait are employed. But efficiency can suffer when careful thought and deliberation are neglected in favor of blind action. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. ti m brittan 0 00 0 1711 Sta ,ge II: Your Intensity Index Section I DiSC�' Classic 2.0 C Dimension People with your score on the C Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Rebellious: To dismiss conventional thinking may often appeal to you. By ignoring traditional barriers, you may cultivate fresh ideas and breakthrough approaches. But problems can arise if your rebellion becomes a knee -jerk reaction in every situation. Defiant: An aura of fierce independence may often surround you. This refusal to yield to peer pressure can reap great benefits when you are able to provide much - needed constructive criticism. However, take care that your principled stands don't meld into outright insubordination. Obstinate: This means that backing down or quietly acquiescing may be difficult for you. Such determination comes in handy when important goals are in danger of being wiped out. It is not so positive, though, if your stubborn attitude gets in the way of genuine improvement. Tactless: You may often speak in clear -cut language that bypasses social niceties, which means that there is never confusion about where you stand or what you think. This is a benefit when the work environment requires straightforward communication. Of course, this has the disadvantages of offending others and alienating yourself. Sarcastic: The use of humor to defuse tense situations is probably a well -known tactic for you, and it can break the ice at awkward moments. But using this trait to excess can anger your colleagues, who may feel that you are mocking them. © 2003 by Inscape Publishing, Inc. All rights reserved. w Reproduction in any form, in whole or in part, is prohibited, tim brrttan wU{ Stage Ill: Your Classical Profile Pattern DiSC` Classic 2.0 0000 Section I The way in which a person's four dimensions of Dominance, Influence, Steadiness, and Conscientiousness combine creates a profile pattern that is different for each combination. Research has discovered 15 unique patterns that most commonly occur. Additional theoretical and clinical research then helped develop descriptions for each "classical profile" pattern to help individuals understand and describe their styles. tim, your Classical Profile Pattern is the Inspirational Pattern. Please read the description below and highlight those areas that most closely match the way you see yourself. Inspirational Pattern times Motivation As someone with an Inspirational Pattern, tim, you may often display a dazzling ability to persuade others. The tools you use to achieve this goal can vary. Often, you can be quite charming and convince people to do what you want by strength of pure likeabiiity. At other times, however, you may employ obvious intimidation to get your point across. Usually, the most important factor for you is control, which you tend to seek over your environment or your audience. You are likely to be clear in your own mind about the results you want. However, you might not always articulate these ambitions. You probably prefer to reach your goals through cooperation and persuasion, rather than by exercising domination. As part of your tendency to persuade people, you may downplay your own need for affection. This method of maintaining some distance may be part of your conscious attempt to modify the thoughts and actions of others. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. tiro brittan Stage III: Your Classical Profile Pattern DiSC� Classic 2.0 tim's Work Habits 0 ;_: * P Section I You tend to be very good at motivating people and initiating projects in your work environment. You are likely to use your impressive verbal skills and your natural ability to give others direction when taking on these challenges. At the same time, you usually have a clear vision of whom you want on your team. Those colleagues with social power often attract your interest. In a similar manner, you may judge ethers by the strength of their personalities or sense of character. Your goal is usually to groom people to accept your goals, at which point you reveal your agenda. You are probably quite astute at identifying your colleagues' motives and desires. This knowledge often allows you to customize a reward system that gets people on your side. For example, you may offer friendship to those who desire acceptance, or you may present security to those who seek stability. When possible, you may even extend authority to those who want power. To direct people toward your goals, you are likely to shower them with compliments or make demands upon them, depending on what you think will be more effective. You may even actively manipulate others to get your way. Among the times when you can be most persuasive is when you are seeking assistance. In these cases, you may show a gift for getting others to do repetitive or time - consuming tasks. If you are frustrated in your drive to achieve your goals, you are likely to become quarrelsome or belligerent. This is because you probably see aggression as a legitimate form of expression. In addition, you may have no hesitation to discipline others or override your colleagues' decisions when you see it as necessary. Your colleagues probably admire and like you. However, you may still have the potential to strike fear into others. Either way, you are likely to tap into whatever emotional responses you provoke in others so that you can better persuade them. © 2003 by Inscape Publishing, Inc. Ail rights reserved. Reproduction in any form, in whole or in part, is prohibited. tiro brittan Stage III: Your Classical Profile Pattern DiSC� Classic 2.0 Insights for tim 0 Section I You may believe that the ends justify the means, and your main goal is likely to be the control of your environment during the process. This straightforward approach can lead to outstanding accomplishments and innovative breakthroughs. However, it could also create ill will among your colleagues. In extreme cases, some of your colleagues may even feel that you have used them or taken them for granted. People may feel drawn to your charisma and charm, but these same individuals can sometimes feel distanced from the "real you." You may be able to lessen this sense of alienation by showing a willingness to help others succeed in their personal development and advance in their careers. The first step in achieving this might be to take a real interest in others rather than viewing them as assets. Embracing a sense of genuine sincerity should help in this endeavor. A barrier to working more closely with your colleagues may be your tendency to fear a loss in your social status. You may believe that your well - established ability to convince and direct people helps keep you moving forward. In addition, you may not want anyone to view you as weak, so you may strive to keep your intimidation skills sharp. However, you would be wise to remember that your ability to persuade your colleagues is a talent that does not require aggressive tactics. tim, you are likely to be an influential and articulate individual who has a tremendous capacity to inspire and lead people. © 2003 by Inscape Publishing, Inc. All rights reserved. w Reproduction in any form, in whole or in part. is prohibited. tim brittan '2 Your DISC® Graph DISC® Classic 2.0 Section I Below is your DISC® Graph, which shows your scores on each of the DiSC dimensions based on your responses. Each of the following interpretation stages is based on these scores. Read on to learn about your highest DISC dimension(s), your potential strengths and weaknesses, and your Classical Profile Pattern. Intensity 13 Segment +27 +28 7+2,,6 +24 +18 + +9 +6 +8 +12 +6 -+5 - - - - -- -- - - - - -- --- - - - - -- - - - -- + 7 +11 +5 + +10 +4 ' 0 +6 +9 +3 -2 - +8 +2 -3 4 +7 +1 -4 3 0 +6 -5 + +5 - -6 + +4 -2 -7 +3 - - - -- ---- - - - - -- - - - -- - - - -- ----------- --- - - - - -- -8 0 +2 -3 -9 -1 +l -4 -10 -11 -2 0 -5 -------- - - - -- - - - -3 - - - - -� - - - - -- - - -6 - - -- -13 -4 _3 7 -14 -5 -4 -8 - - - -- -15 - - - - - - - - -- --- - - - - -- -5 - -16 -8 - -11 -27 1 -26 -27 -26 7 7 1 1 Classical Inspirational Pattern © 2003 by Inscape Publishing, Inc. All rights reserved. A Reproduction in any form, in whole or in part, is prohibited. S Tom Brymer v Stage I: Your Highest DiSC Dimension DiSC'' Classic 2.0 • 0 0 Section I Tom, your highest dimension(s) - based on your responses to your perceptions of the environment and the amount of control you feel you have in that environment - are Dominance (D) and Influence (1). Read the description of Dominance and Influence and see how each fits with the way you see yourself. Then read about the other dimensions on page 14 to become familiar with them. Dominance and Influence (DI) Tom, you are high in both the Dominance and Influence dimensions. This means that these dimensions work together to form your style. Those who are strong in Dominance ( "high D's ") like to take action to achieve the results they desire. Those who are strong in Influence ( "high I's ") seek contact with all types of people and look for opportunities to generate enthusiasm from those around them. High D's seek opportunities for advancement and individual accomplishment, and they often aspire to positions of power and authority. The main objectives for people high in Dominance are typically to get results and have control, as well as gain the freedom to make decisions quickly. High I's, in contrast, seek to accomplish goals with and through others. They appreciate freedom of expression without the need for much detail or control, and their decision - making style is often based on emotions or "gut feel." High D's often find that calculating risks and employing caution are not their strong suits, so they would be wise to surround themselves with people who have these skills. High I's, on the other hand, are adept at dealing with people but may need to find complementary skills in those individuals better at dealing with tasks. A person high in Dominance should strive to base his or her techniques on personal experience. Verbalizing reasons for conclusions will also be a great asset. People high in Influence have little difficulty pitching their ideas to others. But it's helpful if they have others to help them support their proposals with facts and data, as well as to develop a systematic, logical approach that will help them stay on task and follow through once the project gets going. Again, these dimensions are not in conflict within you. Aspects of each dimension combine to form your overall style. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, In whole or in part, is prohibited. Tom Brymer Stage II: Your Intensity Index DISC , Classic 2.0 • 0 • • Section I Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our strengths, as well as feel effective in our environment. However, any strength, when used excessively or inappropriately, can be perceived as a weakness. Read over the highlighted words in the four columns below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Then turn the page to learn more about your Intensity Index and how you can become more aware of your potential strengths and weaknesses. D S G 28 egocentric 28 passive 27 patient 28 perfectionist 27 direct 27 accurate 26 daring 26 loyal 26 fact - finder 25 domineering 25 predictable 25 diplomatic 24 demanding 24 team - person 24 systematic 23 forceful 23 serene 23 conventional 22 risk -taker 22 possessive 22 courteous 21 adventuresome 21 influential 21 complacent 21 careful 20 decisive 20 pleasant 20 inactive 20 restrained 19 inquisitive 19 sociable 19 relaxed 19 high standards 18 self - assured 18 generous 18 nondemonstrative 18 analytical 17 competitive 17 poised 17 deliberate 17 sensitive 16 quick 16 charming 16 amiable 16 mature 15 self - reliant 15 confident 15 stable 15 evasive 14 calculated risk -taker 14 convincing 14 mobile 14 `own person" 13 self - critical 13 observing 13 outgoing 13 self- righteous 12 unassuming 12 discriminating 12 alert 12 opinionated 11 self - effacing 11 reflective 11 eager 11 persistent 10 realistic 10 factual 10 critical 10 independent 9 weighs pros and cons 9 logical 9 discontented 9 rigid 8 meek 8 controlled 8 fidgety 8 firm 7 conservative 7 retiring 7 impetuous 7 stubborn 6 peaceful 6 suspicious 6 restless 6 arbitrary 5 mild 5 pessimistic 5 change - oriented 5 rebellious 4 quiet 4 aloof 4 fault- finding 4 defiant 3 unsure 3 withdrawn 3 spontaneous 3 obstinate 2 dependent 2 self- conscious 2 frustrated by status quo 2 tactless 1 modest 1 reticent 1 active 1 sarcastic © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Tom Brymer Stage II: Your Intensity Index DiSC' Classic 2.0 • * 0 Section I On the next four pages are explanations of the words that indicate your level of intensity for each DISCO dimension. D Dimension People with your score on the D Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Egocentric: Heavy opposition or distracting events usually do not affect your unwavering focus on accomplishing your goals. Being self - focused can be a benefit to the team when red tape or a lack of consensus sidetracks your colleagues. Don't forget, however, that focusing too much of your attention inward can be perceived as tedious or self- absorbed. Direct: Many people appreciate this quality because they don't have to second -guess what you say. You can also be an inspiration to others who might be reticent to share their opinions and ideas freely. However, being too blunt can be hurtful to others and counterproductive to further communications. Daring: You usually don't limit yourself by doing things the same old way. In fact, you're not afraid to rock the boat, or even tip it, if the urge hits you. This may be an inspiration to others who may shy away from taking chances and trying new things. Don't forget, though, to keep your bravado in check so you don't act in a reckless manner that could alienate your co- workers. Domineering: Being goal- oriented and decisive can benefit the bottom line for a team or organization. However, if you're not listening to the input of others or valuing their opinions when consensus is needed, you're likely to encounter resentment or even dissent. Demanding: Often this means applying pressure to others to achieve desired results. This can be viewed as a strength when you are working with others toward a common goal or deadline, provided you don't disregard the feelings of others or become overbearing. © 2003 by Inscape Publishing, Inc. All rights reserved. A Reproduction in any torrn, in whole or in part, is prohibited. Tom Brymer Vh * 0 0 0 Stage I1: Your Intensity Index Section I DISC" Classic 2.0 i Dimension People with your score on the i Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Enthusiastic: The energy and excitement you create when forming new relationships or starting new projects is almost contagious, often generating similar behavior in others. This is definitely a strength, as long as hard work and follow- through support your initial exuberance to bring a project to fruition. Gregarious: You are likely the kind of person who thrives on meeting new people and interacting with them. This is an asset in many situations, especially when others may be too shy to make the first move or start a conversation. It's important to remember, however, that being excessively sociable when there's work to be done can breed resentment in others. Persuasive: You may have a natural way of winning people over to your opinion. This can be very helpful in getting consensus and moving ahead toward a common goal. Just be careful not to overuse this trait and cause others to feel manipulated or duped. Impulsive: Many people may appreciate your spontaneity and willingness to fly by the seat of your pants, because it creates an opening for the improbable when the odds are against you. You'll know when you've acted too quickly or rashly, though, because others will disassociate from you. Emotional: You may generally feel things more acutely than a lot of people and be willing to talk openly about things, which can help others do the same. When overused, however, emotional candor can make others feel uncomfortable or even upset, because they may feel that their boundaries have been violated. Self- promoting: This means that you may inform others about yourself and offer your expertise to the group as often as possible. it is a strength when used to forge communications with others, who won't have to dig for information from you. Be careful not to be conceited, though, because people may start to tune you out. Trusting: Believing in others without hesitation is a refreshing trait, especially when working with those who are more skeptical. Real trust is built from positive experiences. There's such a thing as being too trusting, however, in which case you run the risk of being viewed as naive. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Tom Brymer (! • • • Stage II: Your Intensity Index Section I DiSC 'Classic 2.0 S Dimension People with your score on the S Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Change - oriented: Avoiding the pitfalls of stagnation necessitates employing this skill, which keeps you always on the lookout for novel ideas and innovative solutions. But take care that you do not become so change - oriented that you dismiss the positive aspects of tradition. Fault- finding: When you uncover errors or identify flaws that others may have missed, you are using this trait to its fullest, most positive potential. The flip side is that you run the risk of becoming nitpicky or cynical, which can keep others from sharing ideas or work with you. Spontaneous: You may find that your best ideas come in a burst of inspiration and activity. In this way, you can keep things vibrant and fresh while still creating great solutions to vexing problems. However, when you have to work within a predictable routine or set system, you may find these limitations frustrating Frustrated by status quo: Creative breakthroughs are often the result of discontent with the status quo, and you may often innovate your way around former barriers. Be careful to temper your irritation, though, if your attempts at change are thwarted. This can help you avoid a run -in with higher -ups. Active: Meeting deadlines and finishing projects are not problems when the positive aspects of this trait are employed. But efficiency can suffer when careful thought and deliberation are neglected in favor of blind action. © 2003 by Inscape Publishing, Inc. All rights reserved. w Reproduction in any forth, in whole or in part, is prohibited. Tom Brymer �j,{d * 0 St,pe 11: Your Intensity Index Section 1 DISC , Classic 2.0 C Dimension People with your score on the C Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Stubborn: When confronted with barriers, you may often display a tenacious zeal for sticking to your plans. Your persistence can greatly increase the odds of success in complex projects. A refusal to make any compromises, however, can be counterproductive when it keeps the job from completion. Arbitrary: This trait is a strength when you use it to keep your colleagues on their toes and encourage their creativity. It becomes a weakness if you are so unpredictable that others avoid your input. Rebellious: To dismiss conventional thinking may often appeal to you. By ignoring traditional barriers, you may cultivate fresh ideas and breakthrough approaches. But problems can arise if your rebellion becomes a knee-jerk reaction in every situation. Defiant: An aura of fierce independence may often surround you. This refusal to yield to peer pressure can reap great benefits when you are able to provide much - needed constructive criticism. However, take care that your principled stands don't meld into outright insubordination. Obstinate: This means that backing down or quietly acquiescing may be difficult for you. Such determination comes in handy when important goals are in danger of being wiped out. it is not so positive, though, if your stubborn attitude gets in the way of genuine improvement. Tactless: You may often speak in clear -cut language that bypasses social niceties, which means that there is never confusion about where you stand or what you think. This is a benefit when the work environment requires straightforward communication. Of course, this has the disadvantages of offending others and alienating yourself. Sarcastic: The use of humor to defuse tense situations is probably a well -known tactic for you, and it can break the ice at awkward moments. But using this trait to excess can anger your colleagues, who may feel that you are mocking them. © 2003 by Inscape Publishing, Inc. All rights reserved. w Reproduction in any form, in whole or in part, is prohibited. Tom iBrymer aUl Stake I11: Your Classical Profile Pattern DISC, Classic 2.0 40 0 • Section I The way in which a person's four dimensions of Dominance, Influence, Steadiness, and Conscientiousness combine creates a profile pattern that is different for each combination. Research has discovered 15 unique patterns that most commonly occur. Additional theoretical and clinical research then helped develop descriptions for each "classical profile" pattern to help individuals understand and describe their styles. Tom, your Classical Profile Pattern is the Inspirational Pattern. Please read the description below and highlight those areas that most closely match the way you see yourself. Inspirational Pattern Tom's Motivation As someone with an Inspirational Pattern, Tom, you may often display a dazzling ability to persuade others. The tools you use to achieve this goal can vary. Often, you can be quite charming and convince people to do what you want by strength of pure likeability. At other times, however, you may employ obvious intimidation to get your point across. Usually, the most important factor for you is control, which you tend to seek over your environment or your audience. You are likely to be clear in your own mind about the results you want. However, you might not always articulate these ambitions. You probably prefer to reach your goals through cooperation and persuasion, rather than by exercising domination. As part of your tendency to persuade people, you may downplay your own need for affection. This method of maintaining some distance may be part of your conscious attempt to modify the thoughts and actions of others. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any ionn, in whole or in part, is prohibited. Toni Brymer Stage III: Your Classical Profile Pattern DiSC"' Classic 2.0 Tom's Work Habits Section i You tend to be very good at motivating people and initiating projects in your work environment. You are likely to use your impressive verbal skills and your natural ability to give others direction when taking on these challenges. At the carne time, you usually have a clear vision of whom you want on your team. Those colleagues with social power often attract your interest. In a similar manner, you may judge others by the strength of their personalities or sense of character. Your goal is usually to groom people to accept your goals, at which point you reveal your agenda. You are probably quite astute at identifying your colleagues' motives and desires. This knowledge often allows you to customize a reward system that gets people on your side. For example, you may offer friendship to those who desire acceptance, or you may present security to those who seek stability. iNhen possible, you may even extend authority to those who want power. To direct people toward your goals, you are likely to shower them with compliments or make demands upon them, depending on what you think will be more effective. You may even actively manipulate others to get your way. Among the times when you can be most persuasive is when you are seeking assistance. in these cases, you may show a gift for getting others to do repetitive or time- consuming tasks. If you are frustrated in your drive to achieve your goals, you are likely to become quarrelsome or belligerent. This is because you probably see aggression as a legitimate form of expression. In addition, you may have no hesitation to discipline others or override your colleagues' decisions when you see it as necessary. Your colleagues probably admire and like you. However, you may still have the potential to strike fear into others. Either way, you are likely to tap into whatever emotional responses you provoke in others so that you can better persuade them. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any torn, in whole or in part, is prohibited. Tom Brjrmer 'Ri Stage III: Your Classical Profile Pattern DISC Classic 2.0 Insights for Tom 0 ! 0 Section I You may believe that the ends justify the means, and your main goal is likely to be the control of your environment during the process. This straightforward approach can lead to outstanding accomplishments and innovative breakthroughs. However, it could also create ill will among your colleagues. In extreme cases, some of your colleagues may even feel that you have used them or taken them for granted. People may feel drawn to your charisma and charm, but these same individuals can sometimes feel distanced from the "real you." You may be able to lessen this sense of alienation by showing a willingness to help others succeed in their personal development and advance in their careers. The first step in achieving this might be to take a real interest in others rather than viewing them as assets. Embracing a sense of genuine sincerity should help in this endeavor. A barrier to working more closely with your colleagues may be your tendency to fear a loss in your social status. You may believe that your well - established ability to convince and direct people helps keep you moving forward. In addition, you may not want anyone to view you as weak, so you may strive to keep your intimidation skills sharp. However, you would be wise to remember that your ability to persuade your colleagues is a talent that does not require aggressive tactics. Tom, you are likely to be an influential and articulate individual who has a tremendous capacity to inspire and lead people. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Tram Brymer Your DISC® Graph DiSC4F' Classic 2.0 Section I Below is your DISC® Graph, which shows your scores on each of the DiSC dimensions based on your responses. Each of the following interpretation stages is based on these scores. Read on to learn about your highest DiSC dimension(s), your potential strengths and weaknesses, and your Classical Profile Pattern. Intensity Segment +27 +28 +26 +24 +14 +18 +9 +9 +6 +8 +12 +6 -- -- - - - -- — - - -- +5 ---- - - - - -- +7 +1 --- 1 - - - - - -- -+- - 5 - - - -- + +10 +4 • +6 +9 +3 - - - -- - -- - - - - -- - -- - - - - --- - - - - - -- -+8 - + 2 2 - - - -- - -3 +4 +7 + l - - -- -4 - - - - - -- -------------- +3 +6 -- - -- - -- 0 --- -- -5 +2 i..- -6 +1 +4 -2 -7 ------------------ -8 -- - - - - -- 0 - --- - - - - -- -3 -9 - -4 -10 -11 -2 j -5 - - -- - - - - - -- -12 -- - - - - -- -- -3 - - - - - - -- - -13 -4 7 -14 -5 -4 -8 - - - ---------------------------------------------- -15 - - 5 - -16 - 8 - 7 -1 1 -27 -26 -27 -26 7 1 4 1 2 1 3 Classical Result-Oriented Pattern © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Larry Corson Stage 1: Your Highest DISC Dimension Disc classic 2.0 40 Section I Larry, your highest dimension(s) - based on your responses to your perceptions of the environment and the amount of control you feel you have in that environment - is Dominance (D). Read the description of Dominance and see how it fits with the way you see yourself. Then read about the other dimensions on page 14 to become familiar with them. Dominance (D) Larry, you are high in the Dominance dimension. As a result, you are likely to be focused on shaping your environment by overcoming opposition to achieve results. Those who are strong in Dominance ( "high D's ") like to take action to achieve the results they desire. They seek opportunities for advancement and individual accomplishment, and they often aspire to positions of power and authority. The main objectives for people high in Dominance are typically control and results, with the freedom to make quick decisions whenever necessary. Troubleshooting issues and solving problems do not intimidate high D's, even if this means questioning the status quo. People high in Dominance have no problem tackling varied activities and embracing a wide range of tasks. In fact, they work best when receiving difficult assignments or getting the occasional shock to their worldview. To produce their highest quality work, high D's need to identify with a group and to pace themselves. This can be challenging, though, because people high in Dominance dislike being controlled or limited by others. Bosses and co- workers can complement these individuals by helping to structure a predictable environment for themselves when needed. Because calculating risks and employing caution are not their strong suits, those high in Dominance would be wise to surround themselves with people who have these skills. Similarly, weighing the pros and cons of a situation is probably not in their nature, as they are fond of action rather than deliberation. So help in that area would also be valuable. A person high in Dominance should verbalize reasons for conclusions whenever possible. Often it might be difficult for high D's to understand that they have to depend on people, but if aided by individuals who recognize the needs of others, it may become clear. Of course, it also helps if those high in Dominance just learn to relax more often. © 2003 by Inscape Publishing, Inc. All rights reserved. /+ Reproduction in any form, in whole or in part, is prohibited. Larry Corson Stage II: Your Intensity Index DIS C &Cassic 2.0 • r • Section I Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our strengths, as well as feel effective in our environment. However, any strength, when used excessively or inappropriately, can be perceived as a weakness. Bead over the highlighted words in the four columns below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Then turn the page to learn more about your Intensity Index and how you can become more aware of your potential strengths and weaknesses. D S C 28 egocentric 28 enthusiastic 28 passive 28 perfectionist 27 direct 27 gregarious 27 patient 27 accurate 26 daring 26 persuasive 26 loyal 26 fact - finder 25 domineering 25 impulsive 25 predictable 25 diplomatic 24 demanding 24 emotional 24 team - person 24 systematic 23 forceful 23 self- promoting 23 serene 23 conventional 22 risk -taker 22 trusting 22 possessive 22 courteous 21 adventuresome 21 influential 21 complacent 21 careful 20 decisive 20 pleasant 20 inactive 20 restrained 19 inquisitive 19 sociable 19 relaxed 19 high standards 18 self- assured 18 generous 18 nondemonstrative 18 analytical 17 competitive 17 deliberate 17 sensitive 16 quick 16 amiable 16 mature 15 self- reliant 15 stable 15 evasive 14 calculated risk -taker 14 mobile 14 'own person" 13 self - critical 13 outgoing 13 self- righteous 12 unassuming 12 alert 12 opinionated 11 self - effacing 11 eager 11 persistent 10 realistic 10 factual 10 critical 10 independent 9 weighs pros and cons 9 logical 9 discontented 9 rigid 8 meek 8 controlled 8 fidgety 8 firm 7 conservative 7 retiring 7 impetuous 7 stubborn 6 peaceful 6 suspicious 6 restless 6 arbitrary 5 mild 5 pessimistic 5 change- oriented 5 rebellious 4 quiet 4 aloof 4 fault- finding 4 defiant 3 unsure 3 withdrawn 3 spontaneous 3 obstinate 2 dependent 2 self - conscious 2 frustrated by status quo 2 tactless 1 modest l i reticent 1 active i sarcastic © 2003 by Inscape publishing, Inc. All rights reserved. Y Reproduction in any form, in whole or in part, is prohibited. Larry Corson Stage II: Your Intensity Index DiSC`' Classic 2.0 0000 Section I On the next four pages are explanations of the words that indicate your level of intensity for each DISC° dimension. D Dimension People with your score on the D Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Egocentric: Heavy opposition or distracting events usually do not affect your unwavering focus on accomplishing your goals. Being self- focused can be a benefit to the team when red tape or a lack of consensus sidetracks your colleagues. Don't forget, however, that focusing too much of your attention inward can be perceived as tedious or self - absorbed. Direct: Many people appreciate this quality because they don't have to second -guess what you say. You can also be an inspiration to others who might be reticent to share their opinions and ideas freely. However, being too blunt can be hurtful to others and counterproductive to further communications. Daring: You usually don't limit yourself by doing things the same old way. In fact, you're not afraid to rock the boat, or even tip it, if the urge hits you. This may be an inspiration to others who may shy away from taking chances and trying new things. Don't forget, though, to keep your bravado in check so you don't act in a reckless manner that could alienate your co- workers. Domineering: Being goal- oriented and decisive can benefit the bottom line for a team or organization. However, if you're not listening to the input of others or valuing their opinions when consensus is needed, you're likely to encounter resentment or even dissent. Demanding: Often this means applying pressure to others to achieve desired results. This can be viewed as a strength when you are working with others toward a common goal or deadline, provided you don't disregard the feelings of others or become overbearing. Forceful: In the work setting, this can mean not taking "no" for an answer. It can be viewed as a strength when working against negative input or when upholding quality standards against a very short turnaround. It is no longer a strength when it becomes overbearing or rigid. Risk- taker: Being the one who makes bold decisions and executes them can be a definite strength, especially when others are not in a position to do so. However, when taken to an extreme or used inappropriately, risk - taking can be perceived as self- serving or reckless. © 2003 by Inscape Publishing, Inc. All rights reserved. A Reproduction in any form, in whole or in part, is prohibited. Larry Corson hV r.. Stake II: Your Intensity Index Section I MCSC' Classic 2.0 i Dimension People with your score on the i Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Poised: This may refer to your self- assurance as you encounter new situations, people, or problems. Rarely reactive, you're likely to respond calmly to whatever comes your way, which often earns you respect and emulation. Still, if your responses don't show an appreciation for others' worries, you risk losing your credibility. Charming: Combined with emotional intelligence and leadership abilities, your skill at capturing the attention of others and winning them over has a lot of potential. You need to remember, however, not to overuse your charm to manipulate or take advantage of others. Confident: Having a strong belief in your own powers to get the job done can inspire others to take risks that could lead to new levels of success. It is rewarding to work with confident people, unless their confidence becomes inflated and self- gratifying, at which point others may feel irritated or invisible. Convincing: Others appreciate this quality because you probably come across as credible and trustworthy. It is also a plus when you can persuade others to see things your way as you work toward a common goal. Be watchful, however, not to use this trait in a manipulative or dishonest way, which could cost you your credibility or the trust of others. Observing: Often this means that you take in as much information as possible before taking action. It is a strength when working with others because you help inform their decisions. If you rely too heavily on observing and not acting, however, it can be perceived as procrastination. Discriminating: Ideas and plans often compete with one another, so it is good to have a distinct idea of what the desired results should be. The ability to discriminate among various proposals ensures that the best one will rise to the top. But taken too far, this trait can lead to closed- mindedness. Reflective: You use this trait in a positive manner when you learn from previous experiences. However, when relied upon too heavily, a reflective nature leads to an inability to move forward. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Larry Corson 0 0 Stage II: Your Intensity Index Section DISC" Classic 2.0 C 110u•1 •1 People with your score on the S Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Critical: You may embrace a take -no- prisoners attitude, which serves you and your organization well when brutal honesty is the only way to keep things on track or to filter out misguided projects. However, you should take care that your criticism isn't insensitive to others. Discontented: Feeling discontented can be the impetus for seeking great accomplishments or impressive results. Too much of this element, though, can lead others to see you as merely negative. Fidgety: Multitasking goes hand -in hand with a fidgety nature. This trait can come in handy when balancing many different projects. The downside is that such a predisposition can cause trouble when focusing on one issue at a time. Impetuous: This means that you often decide quickly on a course of action. In a work setting, such decisiveness is welcome when confronting tough issues. However, it can backfire if you make a decision too quickly or before you have all the information you need. Restless: Looking for new challenges and searching for fresh concepts are positive aspects of restlessness. The quest for new horizons can benefit an entire team by keeping projects exciting. Still, in its extreme form, a restless nature can lead you to feelings of unhappiness or bitterness. Change - oriented: Avoiding the pitfalls of stagnation necessitates employing this skill, which keeps you always on the lookout for novel ideas and innovative solutions. But take care that you do not become so change - oriented that you dismiss the positive aspects of tradition. Fault- finding: When you uncover errors or identify flaws that others may have missed, you are using this trait to its fullest, most positive potential. The flip side is that you run the risk of becoming nitpicky or cynical, which can keep others from sharing ideas or work with you. © 2003 by Inscape Publishing, Inc. RII rights reserved. A Reproduction In any form, in whole or in part, is prohibited. Larry Corson !X/ • * 0 9 Stake II: Your Intensity Index Section ! DiSC Classic 2.0 C Dimension People with your score on the C Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Opinionated: Offering firm ideas on any topic can be a strength for you when compromise would lead to disaster. In addition, your ability to articulate a position is welcome at any time in a work environment. The risk is that such behavior can lead to acrimony when used excessively in a team setting. Persistent: This means that you usually work hard toward a goal until your expected results are achieved. It is a strength when daunting projects appear, because you may succeed where others would fail. Still, a person who is too persistent sometimes crosses over into obstinate or foolishly stubborn. Independent: To be free of peer pressure or groupthink is a positive trait. You may embrace individualistic thinking to make the best decisions that you can. The danger is that you could get so caught up in yourself that you stiff -arm legitimate feedback or ideas. Rigid: Holding yourself and others to high standards is an admirable skill. This is especially true whenever a quality outcome is a necessity, not a luxury. However, if you shun flexibility, you may create animosity with others and miss opportunities for process improvement. Firm: A set of unshakable principles can be the base for quality work. By refusing to budge from vital ideals, you may inspire others to meet your high standards. But an unyielding stance can also produce friction and allow innovation to wallow. Stubborn: When confronted with barriers, you may often display a tenacious zeal for sticking to your plans. Your persistence can greatly increase the odds of success in complex projects. A refusal to make any compromises, however, can be counterproductive when it keeps the job from completion. Arbitrary: This trait is a strength when you use it to keep your colleagues on their toes and encourage their creativity. It becomes a weakness if you are so unpredictable that others avoid your input. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Larry Corson Stage III: Your Classical Profile Pattern DISC , Classic 2.0 • • • • Section I The way in which a person's four dimensions of Dominance, Influence, Steadiness, and Conscientiousness combine creates a profile pattern that is different for each combination. Research has discovered 15 unique patterns that most commonly occur. Additional theoretical and clinical research then helped develop descriptions for each "classical profile" pattern to help individuals understand and describe their styles. Larry, your Classical Profile Pattern is the Result- Oriented Pattern. Please read the description below and highlight those areas that most closely match the way you see yourself. Result- Oriented Pattern Larry's Motivation As someone with a Result - Oriented Pattern, Larry, you tend to be a quick thinker who displays self - confidence. You are usually determined and persistent, to the point that you most likely embrace a persona of rugged individualism. You may frequently display a dominant personality that increases the odds you will be viewed as forceful and direct. Often, you may crave positions of importance and authority. In addition, you probably relish competitive situations or the chance to be number one. You probably look forward to undertaking responsibilities, and you are usually not intimidated easily. Because you tend to verbalize your true feelings, you most likely have no trouble asserting your authority and ego strength. Your tendency to be fiercely independent may frequently give you an air of self - importance. Adding to this perception is that you may often become impatient or haughty. In extreme circumstances, you may seem blunt or even uncaring in your relationships with others. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Larry Corson Stage III: Your Classical Profile Pattern Section DiSC Classic 2.0 Larry's Work Habits You probably look for new ways to test your abilities and better develop your skills to accomplish results. Unique assignments tend to intrigue you, and fresh opportunities usually warrant your attention. For this reason, you most likely avoid static routines or predictable work. in fact, you probably appreciate difficult tasks that require you to strive toward a definite goal. A fast pace tends to keep your spirits up and your energy focused. So you most likely disdain slow or methodical work. in addition, direct controls and time - consuming details usually annoy you. Whenever possible, you probably attempt to avoid constraining factors altogether. Regardless of your comfort level when performing a task, you may frequently display a great deal of self- satisfaction when you complete the project. In all likelihood, you strenuously push yourself to accomplish solid results. You are probably persistent in the face of obstacles, and you are usually uncompromising in your drive for quality solutions. Of course, this tenacity frequently benefits your organization. You tend to prize your independence, and you probably prefer to work alone. Therefore, committees and team projects are usually not the ideal settings for you. But although you frequently become restless when you are placed in a group setting, you most likely have little hesitation in persuading others to support your efforts when needed. This is especially common behavior whenever you seek help in performing routine activities. The chief way that you influence your colleagues is most likely by sheer force of character. You are probably quite impatient or fault- finding with those you consider to be uninspired or slow workers. On the other hand, you usually appreciate those colleagues who can achieve dependable results. For the most part, the primary way for people to earn your respect is to get the task done quickly and to achieve results. © 2000 by Inscape Publishing, Inc. All rights reserved. S Reproduction in any form, in whole or in part, is prohibited. Larry Corson °!� Stage III: Your Classical Profile Pattern DiSC Classic 2.0 Insights for Larry * 0 0 Section I Because you tend to see many projects as competitive situations, you may run into conflicts with your colleagues. You probably have a powerful drive to be the top performer or undisputed victor. However, it may benefit you to realize that most activities are not win -lose situations. Your strong desire for independence means that you frequently do not bond well with a team. Often, you may not even like to participate in group activities. Your attitude may sometimes strike others as arrogant or condescending, a perception that is strengthened if you indulge your tendency to be extremely critical of your colleagues. A possible remedy could be for you to consider your colleagues' views and refrain from automatically dismissing their input. You could further help your cause by showing genuine concern for your colleagues. In addition, you could perhaps look at others' ideas and solutions as potential problem solvers. You are probably quick to point out flaws or errors that might delay the results you want. This may often be your justification for taking command of the situation, if you think it is necessary. However, you may sometimes assume responsibility for a project even when you do not have the authority to take charge. One reason for this action could be that you do not want to be viewed as pushover. You also may fear that your colleagues might take advantage of you if given a chance. Rather than overstep your boundaries or exceed your authority, it might be beneficial for you to verbalize your reasoning. Explaining your rationale may frequently prevent conflicts from arising. An additional way to boost your efficiency would be to increase your patience and improve your sense of humility. Larry, you tend to be a confident and individualistic person whose persistence is likely to get results for your organization. © 2003 by Inscape Publishing, Inc. All rights reserved. Corson Reproduction in any form, in whole or In part, is prohibited. Larry Corson 1 Your DISCO Graph DISC® Classic 2.0 0 0 0 0 Section 1 Below is your DiSC� Graph, which shows your scores on each of the DISC dimensions based on your responses. Each of the following interpretation stages is based on these scores. Read on to learn about your highest DiSC dimension(s), your potential strengths and weaknesses, and your Classical Profile Pattern. Intensity Sec +27 +28 +26 +24 +14 +18 +9 +9 +6 +8 +12 +6 - - - -- - - - - - -- - -- +5 --- - - - - -- +7 --- - - - - -- +11 - - - - - - -- +5 + +10 +4 +6 0 +9 +3 -- - - - - -- --"- -- _3 +4 +7 +1 -4 +3 +b 0 -5 + +5 -1 _6 + +4 -2 +3 - - - -- --- - - - - -- -8 0 +2 -3 -9 -1 +1 _4 -10 -11 -2 -5 --------------------------------------- -12 -3 -1 --- - - - - -- -6 -13 -4 _2 -7 -14 -5 -4 -8 - - - -- ----- - - - - -- -15 -------------------------------- -6 -5 -9 - -16 -8 - 7 -11 -27 -26 -27 -26 5 1 5 1 3 1 3 Classical Insp Pattem O 2003 by Inseape Publishing, Inc. INt rights reserved. Reproduction in any form, in whole or in part, is prohibited. Carol Langdon Stage I: Your Highest DISC Dimension DiSC Classic 2.0 • 0 0 Section I Carol, your highest dimension(s) - based on your responses to your perceptions of the environment and the amount of control you feel you have in that environment - are Dominance (D) and Influence (1). Read the description of Dominance and Influence and see how each fits with the way you see yourself. Then read about the other dimensions on page 14 to become familiar with them. Dominance and Influence (DI) Carol, you are high in both the Dominance and influence dimensions. This means that these dimensions work together to form your style. Those who are strong in Dominance ( "high D's ") like to take action to achieve the results they desire. Those who are strong in Influence ( "high I's ") seek contact with all types of people and look for opportunities to generate enthusiasm from those around them. High D's seek opportunities for advancement and individual accomplishment, and they often aspire to positions of power and authority. The main objectives for people high in Dominance are typically to get results and have control, as well as gain the freedom to make decisions quickly. High I's, in contrast, seek to accomplish goals with and through others. They appreciate freedom of expression without the need for much detail or control, and their decision - making style is often based on emotions or "gut feel." High D's often find that calculating risks and employing caution are not their strong suits, so they would be wise to surround themselves with people who have these skills. High I's, on the other hand, are adept at dealing with people but may need to find complementary skills in those individuals better at dealing with tasks. A person high in Dominance should strive to base his or her techniques on personal experience. Verbalizing reasons for conclusions will also be a great asset. People high in Influence have little difficulty pitching their ideas to others. But it's helpful if they have others to help them support their proposals with facts and data, as well as to develop a systematic, logical approach that will help them stay on task and follow through once the project gets going. Again, these dimensions are not in conflict within you. Aspects of each dimension combine to form your overall style. © 2003 by Inscape publishing, Inc. RII rights reserved. Reproduction in any form, in whole or in part, is prohibited. Carol Langdon Stake I!: Your Intensity Index DISC , Classic 2.0 0000 Section I Each of us has a set of strengths that hake us unique and valuable, and we like to be acknowledged for our strengths, as well as feel effective in our environment. However, any strength, when used excessively or inappropriately, can be perceived as a weakness. Read ever the highlighted words in the four columns below. These are the adjectives that describe Nigh, Medium, and Low behavior for each dimension. Then turn the page to learn more about your intensity Index and hove you can become more aware of your potential strengths and weaknesses. D S D 28 egocentric 28 enthusiastic 28 passive 28 perfectionist 27 direct 27 gregarious 27 patient 27 accurate 26 daring 26 persuasive 26 loyal 26 fact - finder 25 domineering 25 impulsive 25 predictable 25 diplomatic 24 demanding 24 emotional 24 team - person 24 systematic 23 forceful 23 self - promoting 23 serene 23 conventional 22 risk -taker 22 possessive 22 courteous 21 adventuresome 21 complacent 21 careful 20 decisive 20 inactive 19 relaxed 20 restrained 19 inquisitive 19 high standards 18 self - assured 18 nondemonstrative 18 analytical 17 competitive 17 deliberate 17 sensitive 16 quick 16 amiable 16 mature 15 self - reliant 15 confident 15 stable 15 evasive 14 calculated risk -taker 14 convincing 14 mobile 14 "own person" 13 self - critical 13 observing 13 outgoing 13 self - righteous 12 unassuming 12 discriminating 12 alert 12 opinionated 11 self - effacing 11 reflective 11 eager 11 persistent 10 realistic 10 factual 10 critical 10 independent 9 weighs pros and cons 9 logical 9 discontented 9 rigid 8 meek 8 controlled ; 8 fidgety 8 firm 7 conservative 7 retiring 7 impetuous 7 stubborn 6 peaceful 6 suspicious 6 restless 6 arbitrary 5 mild 5 pessimistic 5 change - oriented 5 rebellious 4 quiet 4 aloof 4 fault - finding 4 defiant 3 unsure 3 withdrawn 3 spontaneous 3 obstinate 2 dependent 2 self - conscious 2 frustrated by status quo 2 tactless 1 modest 1 reticent 1 active 1 sarcastic © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whale or in part, is prohibited. carol Langdon Stage II: Your Intensity Index DISC" Classic 2.0 *16 0 Section I On the next four pages are explanations of the words that indicate your level of intensity for each DISC© dimension. D Dimension People with your score on the D Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Risk - taker: tieing the one who makes bold decisions and executes them can be a definite strength, especially when others are not in a position to do so. However, when taken to an extreme or used inappropriately, risk- taking can be perceived as self - serving or reckless. Adventuresome: Many of us want to be around people with this trait because we feel more alive and energized. It can even rub off on others so that the whole team becomes more willing to take risks in achieving a shared goal. However, when taken too far, others may become exhausted by your extreme need for excitement. Decisive: We often look toward decisive people as leaders because they seem so sure of themselves. This can be a boon when working with others who would prefer to follow rather than take the lead. You need to be careful, though, not to run roughshod over the feelings of others or become stubborn when they don't agree with your way of doing things. Inquisitive: This trait is a strength when curiosity compels you to search for better answers or new methods. It will be seen as a weakness if your questioning becomes relentless and invasive. Self- assured: Your belief in your own abilities may propel you toward leadership positions. The confidence and certainty you exude can also inspire your colleagues to greater heights. Relying on this trait too much, however, can cause others to view you as arrogant or haughty. Competitive: Striving to be the best can lead to superior accomplishments and major successes. Your drive to be the victor may help you achieve much along the way, even if you fall short of your ultimate goal. This desire can become obsessive, though, if you only think about winning and pay no attention to the cost. Quick: Your agility in grasping complexities and forming opinions rapidly is an enviable talent that can help speed up an organization's progress. The key is to temper your tendency to make fast decisions or you will be seen as reckless or oblivious to dangers. © 2003 by lnscape Publishing, Inc. All rights reserved. A Reproduction in any form, in whole or in part, is prohibited. Carol Langdon hV 9 0 0 Stage It: Your Intensity Index Section DISC , Classic 2.0 i Dimension People with your score on the i Dimension may be generally described by the fbilowing adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Trusting: Believing in others without hesitation is a refreshing trait, especially when working with those who are more skeptical. Real trust is built from positive experiences. There's such a thing as being too trusting, however, in which case you run the risk of being viewed as naive. Influential: The ability to inspire others and move them to action is a quality found in effective leaders. Having this skill means that you can mentor individuals, or act on their behalf when they aren't able to do so. However, it is important that you also see this as a responsibility to stay truthful and accountable, so that others are not misled or misrepresented. Pleasant: Being cheerful and agreeable are traits that will allow you to fit in almost everywhere and contribute to a shared goal. However, if you never share your real thoughts and opinions for fear of being disagreeable, you run the risk of being perceived as wishy -washy or lacking in substance. Sociable: Not one to shy away from lively interaction with others, you're likely to be found in the center of activities with lots of ideas to share. This is welcome, especially with introverted types who might need you to help them get comfortable in groups. Being sociable is not appropriate, however, when you need to be deadline- oriented or the focus is strictly on the task at hand. Generous: In a work setting, this can mean giving your time and energy without expecting something in return. It's an admirable trait that works well toward achieving a common goal. But you need to conserve your time and energy by saying "no" when there are multiple projects and your name is on all of them. Poised: This may refer to your self - assurance as you encounter new situations, people, or problems. Rarely reactive, you're likely to respond calmly to whatever comes your way, which often earns you respect and emulation. Still, if your responses don't show an appreciation for others' worries, you risk losing your credibility. Charming: Combined with emotional intelligence and leadership abilities, your skill at capturing the attention of others and winning them over has a lot of potential. You need to remember, however, not to overuse your charm to manipulate or take advantage of others. 0 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any fonn, in whole or in part, is prohibited. Carol Langdon 14 0 Stage I1: Your Intensity Index Section I Disc Stage 2.0 S Dimension People with your score on the S Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Outgoing: Being an extrovert can open doors and keep you in the good graces of colleagues. It can also promote a friendly and nurturing atmosphere. The danger is that your jovial presence may prompt others not to take you as seriously as you would like. Alert: It's likely that very few aspects of a problem escape you. By remaining vigilant and aware of what is going on, you may often start troubleshooting before others even see a need for intervention. Of course, you should take care not to become obsessive over minor details. Eager: Your enthusiasm can be contagious. You may even inspire others to action while you create a dynamic environment. But remember that an overeager style can sometimes move you ahead too quickly, compromising quality or forcing you to overlook a key detail. Critical: You may embrace a take -no- prisoners attitude, which serves you and your organization well when brutal honesty is the only way to keep things on track or to filter out misguided projects. However, you should take care that your criticism isn't insensitive to others. Discontented: Feeling discontented can be the impetus for seeking great accomplishments or impressive results. Too much of this element, though, can lead others to see you as merely negative. Fidgety: Multitasking goes hand -in hand with a fidgety nature. This trait can come in handy when balancing many different projects. The downside is that such a predisposition can cause trouble when focusing on one issue at a time. Impetuous: This means that you often decide quickly on a course of action. In a work setting, such decisiveness is welcome when confronting tough issues. However, it can backfire if you make a decision too quickly or before you have all the information you need. © 2003 by Inscape Publishing, Inc. All rights reserved. A Reproduction in any form, in whole or in part, is prohibited. Carol L-angdon \X/ 01 * 0 • Stage II: Your Intensity Index Section I DiSC'' Classic 2.0 C Dimension People with your score on the C Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Opinionated: Offering firm ideas on any topic can be a strength for you when compromise would lead to disaster. In addition, your ability to articulate a position is welcome at any time in a work environment. The risk is that such behavior can lead to acrimony when used excessively in a team setting. Persistent: This means that you usually work hard toward a goal until your expected results are achieved. It is a strength when daunting projects appear, because you may succeed where others would fail. Still, a person who is too persistent sometimes crosses over into obstinate or foolishly stubborn. Independent: To be free of peer pressure or groupthink is a positive trait. You may embrace individualistic thinking to make the best decisions that you can. The danger is that you could get so caught up in yourself that you stiff -arm legitimate feedback or ideas. Rigid: Holding yourself and others to high standards is an admirable skill. This is especially true whenever a quality outcome is a necessity, not a luxury. However, if you shun flexibility, you may create animosity with others and miss opportunities for process improvement. Firm: A set of unshakable principles can be the base for quality work. By refusing to budge from vital ideals, you may inspire others to meet your high standards. But an unyielding stance can also produce friction and allow innovation to wallow. Stubborn: When confronted with barriers, you may often display a tenacious zeal for sticking to your plans. Your persistence can greatly increase the odds of success in complex projects. A refusal to make any compromises, however, can be counterproductive when it keeps the job from completion. Arbitrary: This trait is a strength when you use it to keep your colleagues on their toes and encourage their creativity. it becomes a weakness if you are so unpredictable that others avoid your input. © 2003 by Inscape Publishing, Inc. All rights reserved. A Reproduction in any form, in whole or in part, is prohibited. Carol L.angdon L! Stage Ill: Your Classical Profile Pattern DISC` Classic 2.0 * * 0 0 Section I The way in which a person's four dimensions of Dominance, Influence, Steadiness, and Conscientiousness combine creates a profile pattern that is different for each combination. Research has discovered 15 unique patterns that most commonly occur. Additional theoretical and clinical research then helped develop descriptions for each "classical profile" pattern to help individuals understand and describe their styles. Carol, your Classical Profile Pattern is the Inspirational Pattern. Please read the description below and highlight those areas that most closely match the way you see yourself. Inspirational Pattern Carol's Motivation As someone with an Inspirational Pattern, Carol, you may often display a dazzling ability to persuade others. The tools you use to achieve this goal can vary. Often, you can be quite charming and convince people to do what you want by strength of pure likeability. At other times, however, you may employ obvious intimidation to get your point across. Usually, the most important factor for you is control, which you tend to seek over your environment or your audience. You are likely to be clear in your own mind about the results you want. However, you might not always articulate these ambitions. You probably prefer to reach your goals through cooperation and persuasion, rather than by exercising domination. As part of your tendency to persuade people, you may downplay your own need for affection. This method of maintaining some distance may be part of your conscious attempt to modify the thoughts and actions of others. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any forrn, in whole or In part, Is prohibited. Carol Langdlon Sta e III: Your Classical Profile Pattern DiS c,gc,.ssic 2.0 Carol's Work Habits Section I You tend to be very good at motivating people and initiating projects in your work environment. You are likely to use your impressive verbal skills and your natural ability to give others direction when taking on these challenges. At the same time, you usually have a clear vision of whom you want on your team. Those colleagues with social power often attract your interest. In a similar manner, you may judge others by the strength of their personalities or sense of character. Your goal is usually to groom people to accept your goals, at which point you reveal your agenda. You are probably quite astute at identifying your colleagues' motives and desires. This knowledge often allows you to customize a reward system that gets people on your side. For example, you may offer friendship to those who desire acceptance, or you may present security to those who seek stability. When possible, you may even extend authority to those who want power. To direct people toward your goals, you are likely to shower them with compliments or make demands upon them, depending on what you think will be more effective. You may even actively manipulate others to get your way. Among the times when you can be most persuasive is when you are seeking assistance. In these cases, you may show a gift for getting others to do repetitive or time-consuming tasks. If you are frustrated in your drive to achieve your goals, you are likely to become quarrelsome or belligerent. This is because you probably see aggression as a legitimate form of expression. In addition, you may have no hesitation to discipline others or override your colleagues' decisions when you see it as necessary. Your colleagues probably admire and like you. However, you may still have the potential to strike fear into others. Either way, you are likely to tap into whatever emotional responses you provoke in others so that you can better persuade them. Q 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any l5onn, in whole or in part, is prohibit,—J. Carol Langdon Stage 111: Your Classical Profile Pattern DISC , Classic 2.0 Insights for Carol • • • • Section I You may believe that the ends justify the means, and your main goal is likely to be the control of your environment during the process. This straightforward approach can lead to outstanding accomplishments and innovative breakthroughs. However, it could also create ill will among your colleagues. In extreme cases, some of your colleagues may even feel that you have used them or taken them for granted. People may feel drawn to your charisma and charm, but these same individuals can sometimes feel distanced from the "real you." You may be able to lessen this sense of alienation by showing a willingness to help others succeed in their personal development and advance in their careers. The first step in achieving this might be to take a real interest in others rather than viewing them as assets. Embracing a sense of genuine sincerity should help in this endeavor. A barrier to working more closely with your colleagues may be your tendency to fear a loss in your social status. You may believe that your well- established ability to convince and direct people helps keep you moving forward. In addition, you may not want anyone to view you as weak, so you may strive to keep your intimidation skills sharp. However, you would be wise to remember that your ability to persuade your colleagues is a talent that does not require aggressive tactics. Carol, you are likely to be an influential and articulate individual who has a tremendous capacity to inspire and lead people. © 3003 by Inscape Publishing, Inc. All rights reserved. y A Reproduction in any form, in whole or in part, is prohibited. Carol Langdon L Your DiSC® Graph DiSC'' Classic 2.0 • • • ! Section I Below is your DISCO Graph, which shows your scores on each of the DISC dimensions based on your responses. Each of the following interpretation stages is based on these scores. Read on to learn about your highest DiSC dimension(s), your potential strengths and weaknesses, and your Classical Profile Pattern. Intensity Segment 5 1 4 1 4 1 3 Classical Result-Oriented Pattern © 2003 by Inscape Publishing, Inc. All rights reserved. AS Reproduction in any form, in whole or in part, is prohibited. Rick 1Rennhack V +27 +28 +26 +24 +14 +18 +9 +9 +6 +8 +12 +6 + 7 +11 +5 + +10 +4 0 +9 +3 - - - -- -- - - - � - -- + + -- - 8 - - - - -- _+ 2 - - -- +2 -2 3 +4 4.7 +1 - - -- 4 --- - - - - -- 4 3 ----- - - - - -- +6 ----- - - - - -- 0 --- - - - - -- +2 +5 1 -6 +4 2 -7 - - - -- ---- - - - - -- -8 - - - - - -- -- 0 - - - -- - -- +2 --- - - - - -- -3 -9 -1 +1 -4 -10 -11 -2 0 -5 - - - -- ---- - - - - -- -12 ---- - - - - -- -3 ----- - - - - -- -1 --- - - - - -- -6 -13 -4 -2 -7 -14 -5 -4 -8 - - - -- - --- - - - - -- -15 ---- - - - - -- -9 -16 -8 - 7 -11 -27 -26 -27 -26 5 1 4 1 4 1 3 Classical Result-Oriented Pattern © 2003 by Inscape Publishing, Inc. All rights reserved. AS Reproduction in any form, in whole or in part, is prohibited. Rick 1Rennhack V Stage I: Your Highest DISC Dimension DISC" Classic 2.0 0000 Section I Rick, your highest dimension(s) - based on your responses to your perceptions of the environment and the amount of control you feel you have in that environment - is Dominance (D). Read the description of Dominance and see how it fits with the way you see yourself. Then read about the other dimensions on page 14 to become familiar with them. Dominance (D) Rick, you are high in the Dominance dimension. As a result, you are likely to be focused on shaping your environment by overcoming opposition to achieve results. Those who are strong in Dominance ( "high D's ") like to take action to achieve the results they desire. They seek opportunities for advancement and individual accomplishment, and they often aspire to positions of power and authority. The main objectives for people high in Dominance are typically control and results, with the freedom to make quick decisions whenever necessary. Troubleshooting issues and solving problems do not intimidate high D's, even if this means questioning the status quo. People high in Dominance have no problem tackling varied activities and embracing a wide range of tasks. In fact, they work best when receiving difficult assignments or getting the occasional shock to their worldview. To produce their highest quality work, high D's need to identify with a group and to pace themselves. This can be challenging, though, because people high in Dominance dislike being controlled or limited by others. Bosses and co- workers can complement these individuals by helping to structure a predictable environment for themselves when needed. Because calculating risks and employing caution are not their strong suits, those high in Dominance would be wise to surround themselves with people who have these skills. Similarly, weighing the pros and cons of a situation is probably not in their nature, as they are fond of action rather than deliberation. So help in that area would also be valuable. A person high in Dominance should verbalize reasons for conclusions whenever possible. Often it might be difficult for high D's to understand that they have to depend on people, but if aided by individuals who recognize the needs of others, it may become clear. Of course, it also helps if those high in Dominance just learn to relax more often. © 2003 by Inscnpe Publishing, Inc. All rights reserved. A Reproduction in any form, in whole or in part, is prohibited. RICK Rennhack T Stcpe ll: Your Intensity Index DiS°, Classic 2.0 0 Section I Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our strengths, as well as feel effective in our environment. However, any strength, when used excessively or inappropriately, can be perceived as a weakness. Read over the highlighted words in the four columns below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Then turn the page to learn more about your Intensity Index and how you can become more aware of your potential strengths and weaknesses. D S D 28 egocentric 28 enthusiastic 28 passive 28 perfectionist 27 direct 27 gregarious 27 patient 27 accurate 26 daring 26 persuasive 26 loyal 26 fact - finder 25 domineering 25 impulsive 25 predictable 25 diplomatic 24 demanding 24 emotional 24 team - person 24 systematic 23 forceful 23 self - promoting 23 serene 23 conventional 22 risk -taker 22 trusting 22 possessive 22 courteous 21 adventuresome 21 influential 21 complacent 21 careful 20 decisive 20 pleasant 20 inactive 20 restrained 19 inquisitive 19 sociable 19 relaxed 19 high standards 18 self- assured 18 generous 13 nondemonstrative 18 analytical 17 competitive 17 deliberate y 17 sensitive 16 quick 16 amiable 16 mature 15 self- reliant 15 stable 15 evasive 14 calculated risk -taker 14 mobile 14 "own person" 13 self - critical 13 outgoing 13 self - righteous 12 unassuming 12 alert 12 opinionated 11 self- effacing 11 eager 11 persistent 10 realistic 10 factual 10 critical 10 independent 9 weighs pros and cons 9 logical 9 discontented 9 rigid 8 meek 8 controlled 8 fidgety 8 firm 7 conservative 7 retiring 7 impetuous 7 stubborn 6 peaceful 6 suspicious 6 restless 6 arbitrary 5 mild 5 pessimistic 5 change - oriented 5 rebellious 4 quiet 4 aloof 4 fault- finding 4 defiant 3 unsure 3 withdrawn 3 spontaneous 3 obstinate 2 dependent 2 self - conscious 2 frustrated by status quo 2 tactless 1 modest 1 reticent 1 active 1 sarcastic © 2003 by Inscape Publishing, Inc. All rights reserved. ps�� Reproduction in any form, in whole or in part, is prohibited. Rick Rennhack �+/ Stage I1: Your Intensity Index DiSC`J Classic 2.0 0000 Section I On the next four pages are explanations of the words that indicate your level of intensity for each DiSC° dimension. D Dimension People with your score on the D Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Decisive: We often look toward decisive people as leaders because they seem so sure of themselves. This can be a boon when working with others who would prefer to follow rather than take the lead. You need to be careful, though, not to run roughshod over the feelings of others or become stubborn when they don't agree with your way of doing things. Inquisitive: This trait is a strength when curiosity compels you to search for better answers or new methods. It will be seen as a weakness if your questioning becomes relentless and invasive. Self- assured: Your belief in your own abilities may propel you toward leadership positions. The confidence and certainty you exude can also inspire your colleagues to greater heights. Relying on this trait too much, however, can cause others to view you as arrogant or haughty. Competitive: Striving to be the best can lead to superior accomplishments and major successes. Your drive to be the victor may help you achieve much along the way, even if you fall short of your ultimate goal. This desire can become obsessive, though, if you only think about winning and pay no attention to the cost. Quick: Your agility in grasping complexities and forming opinions rapidly is an enviable talent that can help speed up an organization's progress. The key is to temper your tendency to make fast decisions or you will be seen as reckless or oblivious to dangers. Self- reliant: Embracing this trait requires an affinity for independent thinking and a fondness for going it alone when necessary. These habits can produce effective solutions and hone leadership skills. On the other hand, excessive self - reliance can undo a team's bonds and wreck camaraderie. Calculated risk - taker: Wild speculation is usually not for you. In taking calculated risks, you can help prevent disasters and minimize losses; however, the downside is that this tendency can stifle creativity and limit growth. © 2003 by Inscape Publishing, Inc. All rights reserved. ^„ Reproduction in any form, in whole or in part, is prohibited. Rick Rennhack K 9 * 0 0 St,pe II: Your Intensity Index Section I DiS aassic 2.0 i Dimension People with your score on the i Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Poised: This may refer to your self- assurance as you encounter new situations, people, or problems. Rarely reactive, you're likely to respond calmly to whatever comes your way, which often earns you respect and emulation. Still, if your responses don't show an appreciation for others' worries, you risk losing your credibility. Charming: Combined with emotional intelligence and leadership abilities, your skill at capturing the attention of others and winning them over has a lot of potential. You need to remember, however, not to overuse your charm to manipulate or take advantage of others. Confident: Having a strong belief in your own powers to get the job done can inspire others to take risks that could lead to new levels of success. It is rewarding to work with confident people, unless their confidence becomes inflated and self - gratifying, at which point others may feel irritated or invisible. Convincing: Others appreciate this quality because you probably come across as credible and trustworthy. It is also a plus when you can persuade others to see things your way as you work toward a common goal. Be watchful, however, not to use this trait in a manipulative or dishonest way, which could cost you your credibility or the trust of others. Observing: Often this means that you take in as much information as possible before taking action. It is a strength when working with others because you help inform their decisions. If you rely too heavily on observing and not acting, however, it can be perceived as procrastination. Discriminating: Ideas and plans often compete with one another, so it is good to have a distinct idea of what the desired results should be. The ability to discriminate among various proposals ensures that the best one will rise to the top. But taken too far, this trait can lead to closed - mindedness. Reflective: You use this trait in a positive manner when you learn from previous experiences. However, when relied upon too heavily, a reflective nature leads to an inability to move forward. © 2003 by Inscape Publishing, Inc. All rights reserved. 1. t, Reproduction in any form, in whole or in part, is prohibited. Rick Rennhack ! 1� * 0 Stage II: Your Intensity Index Section I DISC' Classic 2.0 S Dimension People with your score on the S Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Nondemonstrative: You are not likely to become involved in passionate arguments or personal conflicts that hamper productivity if you use the positive aspects of this trait. But if you do not temper this skill, your colleagues may feel shut out or become annoyed at your lack of enthusiasm. Deliberate: You may be extremely thoughtful and methodical in your work. This can be a strength when you carefully consider every angle and implication so you can devise the best solution. It becomes a weakness if you spend so much time deliberating that you have no energy left for taking action. Amiable: Presenting your opinions and ideas in a pleasant, agreeable manner can lead to satisfying results and a productive atmosphere. A dependence on congeniality, however, can get in the way when tough decisions have to be made. Stable: You may often be the one whom people count on. By remaining strong and supplying a reliable framework, you encourage high- quality work. But this characteristic becomes counterproductive if others start to take you for granted or underappreciate your contributions. Mobile: This means that you may often display a talent for versatility and an energetic nature that can adapt to any situation. Such flexibility can be highly desirable in an ever - changing work environment. Staying in constant motion, however, might cause you to miss important nuances and subtleties, or keep you from finishing what you've started. Outgoing: Being an extrovert can open doors and keep you in the good graces of colleagues. It can also promote a friendly and nurturing atmosphere. The danger is that your jovial presence may prompt others not to take you as seriously as you would like. Alert: It's likely that very few aspects of a problem escape you. By remaining vigilant and aware of what is going on, you may often start troubleshooting before others even see a need for intervention. Of course, you should take care not to become obsessive over minor details. © 2003 by Inscape Publishing, Inc. All rights reserved. }^( Reproduction in any form, in whole or in part, is prohibited. RICK Rennhack �d Stage II: Your Intensity Index Section I DISC" Classic 2.0 1 Jr tf'1 •t People with your score on the C Dimension may be generally described by the following adjectives Circle those that you see as your strengths and highlight potential areas of challenge. "Own person ": You may often stand up for yourself and feel confident in expressing your opinions. While these are clear strengths, it is important to remember that even the most independent of people still require positive interactions with others on the job. Self- righteous: You may often believe that your way is the correct way, a hallmark of this trait. Such feelings can lead to a strong sense of leadership and decisiveness. But embracing this trait too strongly can create a smug or condescending person. Opinionated: Offering firm ideas on any topic can be a strength for you when compromise would lead to disaster. In addition, your ability to articulate a position is welcome at any time in a work environment. The risk is that such behavior can lead to acrimony when used excessively in a team setting. Persistent: This means that you usually work hard toward a goal until your expected results are achieved. It is a strength when daunting projects appear, because you may succeed where others would fail. Still, a person who is too persistent sometimes crosses over into obstinate or foolishly stubborn. Independent: To be free of peer pressure or groupthink is a positive trait. You may embrace individualistic thinking to make the best decisions that you can. The danger is that you could get so caught up in yourself that you stiff -arm legitimate feedback or ideas. Rigid: Holding yourself and others to high standards is an admirable skill. This is especially true whenever a quality outcome is a necessity, not a luxury. However, if you shun flexibility, you may create animosity with others and miss opportunities for process improvement. Firm: A set of unshakable principles can be the base for quality work. By refusing to budge from vital ideals, you may inspire others to meet your high standards. But an unyielding stance can also produce friction and allow innovation to wallow. © 2003 by Inscape Publishing, Inc. All rights reserved. 1, Q Reproduction in any form, in whole or in part, is prohibited. Rick Rennhack V Stage III: Your Classical Profile Pattern DiSC' Classic 2.0 Section I The way in which a person's four dimensions of Dominance, Influence, Steadiness, and Conscientiousness combine creates a profile pattern that is different for each combination. Research has discovered 95 unique patterns that most commonly occur. Additional theoretical and clinical research then helped develop descriptions for each "classical profile" pattern to help individuals understand and describe their styles. Rick, your Classical Profile Pattern is the Result - Oriented Pattern. Please read the description below and highlight those areas that most closely match the way you see yourself. Result- Oriented Pattern Rick's Motivation As someone with a Result- Oriented Pattern, Rick, you tend to be a quick thinker who displays self - confidence. You are usually determined and persistent, to the point that you most likely embrace a persona of rugged individualism. You may frequently display a dominant personality that increases the odds you will be viewed as forceful and direct. Often, you may crave positions of importance and authority. In addition, you probably relish competitive situations or the chance to be number one. You probably look forward to undertaking responsibilities, and you are usually not intimidated easily. Because you tend to verbalize your true feelings, you most likely have no trouble asserting your authority and ego strength. Your tendency to be fiercely independent may frequently give you an air of self- importance. Adding to this perception is that you may often become impatient or haughty. In extreme circumstances, you may seem blunt or even uncaring in your relationships with others. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Rick Rennhack 10 Stage III: Your Classical Profile Pattern DISC Classic 2.0 Rick's Work Habits • • 0 0 Section I You probably look for new ways to test your abilities and better develop your skills to accomplish results. Unique assignments tend to intrigue you, and fresh opportunities usually warrant your attention. For this reason, you most likely avoid static routines or predictable work. In fact, you probably appreciate difficult tasks that require you to strive toward a definite goal. A fast pace tends to keep your spirits up and your energy focused. So you most likely disdain slow or methodical, work. In addition, direct controls and time- consuming details usually annoy you. Whenever possible, you probably attempt to avoid constraining factors altogether. Regardless of your comfort level when performing a task, you may frequently display a great deal of self - satisfaction when you complete the project. In all likelihood, you strenuously push yourself to accomplish solid results. You are probably persistent in the face of obstacles, and you are usually uncompromising in your drive for quality solutions. Of course, this tenacity frequently benefits your organization. You tend to prize your independence, and you probably prefer to work alone. Therefore, committees and team projects are usually not the ideal settings for you. But although you frequently become restless when you are placed in a group setting, you most likely have little hesitation in persuading others to support your efforts when needed. This is especially common behavior whenever you seek help in performing routine activities. The chief way that you influence your colleagues is most likely by sheer force of character. You are probably quite impatient or fault - finding with those you consider to be uninspired or slow workers. On the other hand, you usually appreciate those colleagues who can achieve dependable results. For the most part, the primary way for people to earn your respect is to get the task done quickly and to achieve results. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Rick Rennhack Stage III: Your Classical Profile Pattern DISC` Classic 2.0 Insights for Rick 0 • • 0 Section I Because you tend to see many projects as competitive situations, you may run into conflicts with your colleagues. You probably have a powerful drive to be the top performer or undisputed victor. However, it may benefit you to realize that most activities are not win -lose situations. Your strong desire for independence means that you frequently do not bond well with a team. Often, you may not even like to participate in group activities. Your attitude may sometimes strike others as arrogant or condescending, a perception that is strengthened if you indulge your tendency to be extremely critical of your colleagues. A possible remedy could be for you to consider your colleagues' views and refrain from automatically dismissing their input. You could further help your cause by showing genuine concern for your colleagues. In addition, you could perhaps look at others' ideas and solutions as potential problem solvers. You are probably quick to point out flaws or errors that might delay the results you want. This may often be your justification for taking command of the situation, if you think it is necessary. However, you may sometimes assume responsibility for a project even when you do not have the authority to take charge. One reason for this action could be that you do not want to be viewed as pushover. You also may fear that your colleagues might take advantage of you if given a chance. Rather than overstep your boundaries or exceed your authority, it might be beneficial for you to verbalize your reasoning. Explaining your rationale may frequently prevent conflicts from arising. An additional way to boost your efficiency would be to increase your patience and improve your sense of humility. Rick, you tend to be a confident and individualistic person whose persistence is likely to get results for your organization. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Rick Rennhaick 12 Your DISC® Graph DiSC' Classic 2 -0 0 * 0 0 Section I Below is your DISC® Graph, which shoves your scores on each of the DISC dimensions based on your responses. Each of the following interpretation stages is based on these scores. Read on to learn about your highest DiSC dimension(s), your potential strengths and weaknesses, and your Classical Profile Pattern. 10 Intens7+27 Segment +28 +26 +24 +14 +18 9 +9 +6 +8 +12 +b +5 +7 +11 +5 + +10 +4 • + 6 +9 +3 - - - - -- -- ----- - --- - - - - -- - - - - - -- 1 5 +8 +2 2 + +7 +1 3 0 -4 + +6 -----5 - - -- ----------- --- +5 - 5 -6 + 1 -2 i -7 +3 - - - -- ------------------ - -- ----- - - - - -- --- - - - - -- -8 0 +2 -3 -9 - 1 + 1 -4 -10 -11 -2 0 -5 - - - -- -- --- - - - -- ---- -- - - -- ----- - - - - -- --- -- - - -- 12 -3 -1 -6 -13 -4 -3 -7 -14 -5 -4 -8 --15 ---------- -15 - -- - - - - - - -- -- - -- - 6 -5 _9 - -16 -8 - 7 -11 -27 1-26 -27 -26 4 7 2 2 Classical Promoter Pattern © 2003 by Inscape Publishing, Inc. All rights reserved. !� Reproduction in any form, in whole or in part, is prohibited. Laura Wheat 4 Stage I: Your Highest DISC Dimension DiSCc' Classic 2.0 * 0 0 Section I Laura, your highest dimension(s) - based on your responses to your perceptions of the environment and the amount of control you feel you have in that environment - is Influence (i). Read the description of Influence and see how it fits with the way you see yourself. Then read about the other dimensions on page 14 to become familiar with them. Influence (i) Laura, you are high in the Influence dimension. As a result, you are likely to be focused on shaping your environment by influencing or persuading others. Those who are strong in Influence ( "high is ") seek contact with all types of people and enjoy making favorable impressions. They often look for opportunities to generate enthusiasm and gain popularity. People high in Influence accomplish goals through others, and social recognition is an important factor in that equation. Their decision - making style is more often than not based on "gut feel" rather than facts and figures. High is require freedom of expression and steer clear of too much detail or control. Outside of the workplace, high is typically enjoy participating in group activities where they can meet new people and cultivate a wide range of friendships. They pride themselves on their ability to articulate their ideas, and they enjoy engaging others in conversation. Being adept at dealing with people, high is can find complementary skills in those individuals who are better at dealing with tasks. People high in Influence have little difficulty pitching their ideas to others. But it's helpful if they have others to help them support their proposals with facts and data, as well as to develop a systematic, logical approach that will help them stay on task and follow through once the project gets going. Those high in Influence should strive to set priorities and deadlines for themselves, and be firm in holding others accountable to shared deadlines. They also need to focus on making objective decisions. When managing others, high is are sometimes concerned about respecting others' freedoms and may intentionally take a hands -off approach so that individuals have plenty of room to create. They may run the risk of being seen as unresponsive to their employees' needs. It would benefit them to take a slightly more proactive approach and offer realistic feedback as needed. It's unlikely that such an approach will adversely affect the good will already established. © 2003 by Inscape Publishing, Inc. All rights reserved. A Reproduction in any form, in whole or in part, Is prohibited. Laura Wheat heat �f, Stage II: Your Intensity Index DISC , classic 2.0 0 0 0 Section I Each of us has a set of strengths that make us unique and valuable, and we like to be acknowledged for our strengths, as well as feel effective in our environment. However, any strength, when used excessively or inappropriately, can be perceived as a weakness. Read over the highlighted words in the four columns below. These are the adjectives that describe High, Medium, and Low behavior for each dimension. Then turn the page to learn more about your Intensity Index and how you can become more aware of your potential strengths and weaknesses. D S D 28 egocentric 28 passive 28 perfectionist 27 direct 27 patient 27 accurate 26 daring 26 loyal 26 fact - finder 25 domineering 25 predictable 25 diplomatic 24 demanding 24 team - person 24 systematic 23 forceful 721influential elf- promoting 23 serene 23 conventional 22 risk -taker usting 22 possessive 22 courteous 21 adventuresome 21 complacent 21 careful 20 decisive 20 pleasant 20 inactive 20 restrained 19 inquisitive 19 sociable 19 relaxed 19 high standards 18 self- assured 18 generous 18 nondemonstrative 18 analytical 17 competitive 17 poised 17 deliberate 17 sensitive 16 quick 16 charming 16 amiable 16 mature 15 self - reliant 15 confident 15 stable 15 evasive 14 calculated risk -taker 14 convincing 14 mobile 14 "own person" 13 self- critical 13 observing 13 outgoing 13 self - righteous 12 unassuming 12 discriminating 12 alert 12 opinionated 11 self - effacing 11 reflective 11 eager 11 persistent 10 realistic 10 factual 10 critical 10 independent 9 weighs pros and cons 9 logical 9 discontented 9 rigid 8 meek 8 controlled 8 fidgety _ 8 firm 7 conservative 7 retiring 7 impetuous 7 stubborn 6 peaceful 6 suspicious 6 restless 6 arbitrary 5 mild 5 pessimistic 5 change- oriented 5 rebellious 4 quiet 4 aloof 4 fault - finding , 4 defiant 3 unsure 3 withdrawn 3 spontaneous 3 obstinate 2 dependent 2 self- conscious 2 frustrated by status quo 2 tactless i modest 1 reticent i active I sarcastic © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Laura Wheat heat Stage II: Your Intensity Index DiSCP" Classic 2.0 0 0 0 0 Section On the next four pages are explanations of the words that indicate your level of intensity for each DISC© dimension. D Dimension People with your score on the D Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Inquisitive: This trait is a strength when curiosity compels you to search for better answers or new methods. It will be seen as a weakness if your questioning becomes relentless and invasive. Self- assured: Your belief in your own abilities may propel you toward leadership positions. The confidence and certainty you exude can also inspire your colleagues to greater heights. Relying on this trait too much, however, can cause others to view you as arrogant or haughty. Competitive: Striving to be the best can lead to superior accomplishments and major successes. Your drive to be the victor may help you achieve much along the way, even if you fall short of your ultimate goal. This desire can become obsessive, though, if you only think about winning and pay no attention to the cost. Quick: Your agility in grasping complexities and forming opinions rapidly is an enviable talent that can help speed up an organization's progress. The key is to temper your tendency to make fast decisions or you will be seen as reckless or oblivious to dangers. Self - reliant: Embracing this trait requires an affinity for independent thinking and a fondness for going it alone when necessary. These habits can produce effective solutions and hone leadership skills. On the other hand, excessive self- reliance can undo a team's bonds and wreck camaraderie. Calculated risk - taker: Wild speculation is usually not for you. In taking calculated risks, you can help prevent disasters and minimize losses; however, the downside is that this tendency can stifle creativity and limit growth. Self- critical: This means that introspection often comes easily for you, and you're not afraid to examine your flaws and shortcomings. Such analysis can yield helpful insights that benefit you and your organization. Take care, however, that you do not become overly critical of yourself and cease to participate, or worse yet, project your condemnation onto others. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Laura Wheat 0 0 * • Stcpe II: Your Intensity Index Section I DiS`, Classic 2.0 i Dimension People with your score on the i Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Enthusiastic: The energy and excitement you create when forming new relationships or starting new projects is almost contagious, often generating similar behavior in others. This is definitely a strength, as long as hard work and follow- through support your initial exuberance to bring a project to fruition. Gregarious: You are likely the kind of person who thrives on meeting new people and interacting with them. This is an asset in many situations, especially when others may be too shy to make the first move or start a conversation. It's important to remember, however, that being excessively sociable when there's work to be done can breed resentment in others. Persuasive: You may have a natural way of winning people over to your opinion. This can be very helpful in getting consensus and moving ahead toward a common goal. Just be careful not to overuse this trait and cause others to feel manipulated or duped. Impulsive: Many people may appreciate your spontaneity and willingness to fly by the seat of your pants, because it creates an opening for the improbable when the odds are against you. You'll know when you've acted too quickly or rashly, though, because others will disassociate from you. Emotional: You may generally feel things more acutely than a lot of people and be willing to talk openly about things, which can help others do the same. When overused, however, emotional candor can make others feel uncomfortable or even upset, because they may feel that their boundaries have been violated. © 2003 by Inscape Publishing, Inc. All rights reserved. T Reproduction in any form, in whole or in part, is prohibited. Laura Wheat * 0 0 Stage li: Your Intensity index Section I DiSC' Classic 2.0 S Dimension People with your score on the S Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Critical: You may embrace a take -no- prisoners attitude, which serves you and your organization well when brutal honesty is the only way to keep things on track or to filter out misguided projects. However, you should take care that your criticism isn't insensitive to others. Discontented: Feeling discontented can be the impetus for seeking great accomplishments or impressive results. Too much of this element, though, can lead others to see you as merely negative. Fidgety: Multitasking goes hand -in hand with a fidgety nature. This trait can come in handy when balancing many different projects. The downside is that such a predisposition can cause trouble when focusing on one issue at a time. Impetuous: This means that you often decide quickly on a course of action. In a work setting, such decisiveness is welcome when confronting tough issues. However, it can backfire if you make a decision too quickly or before you have all the information you need. Restless: Looking for new challenges and searching for fresh concepts are positive aspects of restlessness. The quest for new horizons can benefit an entire team by keeping projects exciting. Still, in its extreme form, a restless nature can lead you to feelings of unhappiness or bitterness. Change - oriented: Avoiding the pitfalls of stagnation necessitates employing this skill, which keeps you always on the lookout for novel ideas and innovative solutions. But take care that you do not become so change - oriented that you dismiss the positive aspects of tradition. Fault- finding: When you uncover errors or identify flaws that others may have missed, you are using this trait to its fullest, most positive potential. The flip side is that you run the risk of becoming nitpicky or cynical, which can keep others from sharing ideas or work with you. 2003 by Inscape Publishing, Inc. All rights reserved. ^x Reproduction in any form, in whole or in part, is prohibited. Laura Wheat V 0 ��4 % 0 Cy Stage II: Your Intensity Index Section DiSC'J Classic 2.0 C Dimension People with your score on the C Dimension may be generally described by the following adjectives. Circle those that you see as your strengths and highlight potential areas of challenge. Persistent: This means that you usually work hard toward a goal until your expected results are achieved. It is a strength when daunting projects appear, because you may succeed where others would fail. Still, a person who is too persistent sometimes crosses over into obstinate or foolishly stubborn. Independent: To be free of peer pressure or groupthink is a positive trait. You may embrace individualistic thinking to make the best decisions that you can. The danger is that you could get so caught up in yourself that you stiff -arm legitimate feedback or ideas. Rigid: Holding yourself and others to high standards is an admirable skill. This is especially true whenever a quality outcome is a necessity, not a luxury. However, if you shun flexibility, you may create animosity with others and miss opportunities for process improvement. Firm: A set of unshakable principles can be the base for quality work. By refusing to budge from vital ideals, you may inspire others to meet your high standards. But an unyielding stance can also produce friction and allow innovation to wallow. Stubborn: When confronted with barriers, you may often display a tenacious zeal for sticking to your plans. Your persistence can greatly increase the odds of success in complex projects. A refusal to make any compromises, however, can be counterproductive when it keeps the job from completion. Arbitrary: This trait is a strength when you use it to keep your colleagues on their toes and encourage their creativity. It becomes a weakness if you are so unpredictable that others avoid your input. Rebellious: To dismiss conventional thinking may often appeal to you. By ignoring traditional barriers, you may cultivate fresh ideas and breakthrough approaches. But problems can arise if your rebellion becomes a knee -jerk reaction in every situation. `J 2003 by Inscape Publishing, Inc. All rights reserved. A Reproduction in any form, in whole or in part, is prohibited. Laura Wheat e� Stage III: Your Classical Profile Pattern DiSC" Classic 2.0 0 Section I The way in which a person's four dimensions of Dominance, Influence, Steadiness, and Conscientiousness combine creates a profile pattern that is different for each combination. Research has discovered 15 unique patterns that most commonly occur. Additional theoretical and clinical research then helped develop descriptions for each "classical profile" pattern to help individuals understand and describe their styles. Laura, your Classical Profile Pattern is the Promoter Pattern. Please read the description below and highlight those areas that most closely match the way you see yourself. Promoter Pattern Laura's Motivation As a Promoter, Laura, you are likely to be gregarious and extroverted. These traits probably help you to develop friendships easily, and you tend to look forward to meeting new people. You are usually willing to accept others as they are. As a result, you are likely to have considerable influence on those around you, and you may enjoy offering favors and opportunities to friends or colleagues. You probably want to be popular, and you likely seek the approval of others. Therefore, you are unlikely to antagonize or bait others on purpose. You tend to be verbally skilled, and you probably use these talents to lavish praise freely. For you, the point most likely is to make people feel comfortable and get them to think of you as a friend. You are usually able to adapt to almost any social setting. However, you probably still seek favorable environments where you can use your people skills to the fullest. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Laura Wheat 10 Stake I11: Your Classical Profile Pattern DISC` Classic 2.0 Laura's Work Habits Section I The ability to promote your own ideas tends to be one of your strengths. You are probably able to sell projects even to a skeptical audience. You may achieve this by using your talent for relieving tension in stressful situations. You most likely enjoy actively participating and interacting with others in your work. However, you may be less interested in the actual accomplishment of tasks. You are probably much more intrigued by seeking out opportunities to socialize, network, or just meet people. In fact, you may often look forward to meetings and conferences as vital outlets for your socialization needs, and you usually tend to thrive in committee settings. You may avoid solitary activities even if they are an important aspect of your job. In all likelihood, you have an extensive network of friends, colleagues, and acquaintances. You probably seek to develop new contacts and maintain old ones, preferring those individuals who display impressive verbal skills. Others may look to you for help in promoting their projects, but you are usually not afraid to talk up your own ideas and innovations as well. It is probably important for you to have access to people who can help move projects and ideas forward. As part of this quest, you are likely to maintain a wholehearted optimism about yourself, your colleagues, and your organization. However, this generally positive attitude may sometimes cause you to overestimate the ability and competence of your colleagues. In addition, you may not always be as objective as the situation demands. When pressed, you may allow sentimentality to cloud your judgment. © 2003 by Inscape Publishing, Inc. RII rights reserved. Reproduction in any form, in whole or in part, is prohibited. Laura Wheat 11 Stake lll: Your Classical Profile Pattern DISC , Classic 2.0 Insights for Laura • Section i Time management can sometimes be a significant challenge for you. To further complicate matters, you probably become more disorganized and careless if you are put under pressure. Even when confronted with serious problems, your sense of urgency sometimes may not kick in. It may therefore benefit you to focus on accomplishing tasks on time with a solid degree of accuracy. You may want to remind yourself of the necessity of closing the deal or finishing the project. You could also improve your efficiency by setting a time limit on social conversation or discussion about a project. The fear of injury to your self -worth is probably a chief concern of yours. You most likely do not want to damage or lose your social standing. This may be one reason that you tend to overuse praise and optimism. You may leap to a favorable conclusion or assume the best -case scenario without taking all the facts into consideration. To minimize the likelihood of a negative outcome, you perhaps should strive to become more objective. Gaining increased control of your emotions could possibly help as well. You may sometimes have trouble following through on your promises. This is probably not due to dishonesty on your part. Instead, you may often lose track of important deadlines or details. Therefore, it may be beneficial for you to devote more energy to backing up what you say. One way to do this is to seek coaching and direction that will lead you toward solid results in your work. Laura, you tend to be a friendly and articulate person who most likely gets impressive results through a vast network of contacts. © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any forrn, in whole or in part, is prohibited. Laura Wheat 12 The Classical Profile Patterns DiSC�� Classic 2.0 • d • • Section III On the following pages are descriptions of all 15 Classical Profile Patterns, each portraying the behavior of people with a specific blend of the four DISCO dimensions. Achiever Ems: is industrious and diligent; displays Pattern frustration Agent Pattern Goal: p i sonal accornptishi ments, someti roes at the expense of the group's goat Judges others by: ability to achieve concrete results Influences others by: accountability for own work Value to the organization: sets and completes key result areas for self Overuses: reliance on self; absorption in the task Under Pressure: becomes frustrated and Impatient, becomes more of a "do -er" and I ess of a "delegator' Fears: others with competing or inferior work standards affecting results Would increase effectiveness with more: reduction of 'either-or" thinking; clarity of task priority; consideration of optional approaches, willingness to compromise short-term for long- range benefits Emotions: accepts affection; rejects aggression Goal: group acceptance .fudges others by: commitment to tolerate and include everyone Influences others by: empathy, friendship Value to the organization: supports, harmonizes, empathizes; focuses on service Overuses: kindness Under Pressure: becomes persuasive, using information or key friendships if necessary Fears: dissension; conflict Would increase effectiveness with more: strength in the realization of who they are and what they can do; firmness and self- assertion; ability to say "no" when appropriate 0 2003 by tnscape Publishing, Inc. Ali rights reserved. Reproduction in any form, in whole or in part, is prohibited. The motivation of Achievers is targelly irrienial and flows from deeply felt personal goats. Their eomrnitment to their own goats precludes an autornatic acceptance of the group's goals. Achievers weed to see flow they can blend their personal goats with the organization's goats. By retaining control over the direcficri of "-*w lives, Achievers develop a strong sense of accountability. Achievers demonstrate a keen interest in their work and an intense, continual pursuit of accomplishment. They have a high opinion of their work and under pressure may hesitate to delegate tasks, instead, they take on the work themselves to ensure that things are done right. When they delegate, they have a tendency to take back the task if it does not go according to their expectations. Their guiding premise is, 'If I succeed, t want the credit, and if I fail, l will take the blame." An Achiever should communicate more with other to expand their thinking beyond either "! have to do it myself' or "f want all the credit." They may need assistance to find new approaches for achieving their desired results. Achievers function at peak efficiency, and they expect recognition equal to their contribution — high wages in profit organizations and leadership positions in other groups. Agents are attentive to both the human relations and task aspects of their work situation. Empathetic and supportive, they are good listeners and known for their willing ear. Agents make people feel wanted and needed. Because Agents respond to others' needs, people do not fear being rejected by Agents. Agents offer friendship and are willing to perform services for others. Agents have excellent potential for effectively organizing and completing tasks. Agents naturally promote harmony and teamwork and are particularly good at doing for others what they find difficult to do for themselves. Agents fear conflict and dissension. Their supportive approach may enable others tolerate a situation, rather than encouraging them in active problem - solving. In addition, the Agent's tendency to adopt a 'low" profile — irstead of having open confrontations with aggressive individuals -- may be perceived as a lack of "toughness." Although they are concerned with fitting into the group, Agents have a fair degree of independence. The Classical Profile Patterns DiSCr Classic 2.0 Appraiser Pattern Counselor Pattern Emotions: is driven to look good Goal: "victory" with flair Judges others by: ability to initiate activities Influences others by: competitive recognition Value to the organization: accomplishes goals with the team ® ' 9 Section III Appraisers make creative iASas serve practical purposes. They use direct methods to aoconVPsh results. Appraisers are competitive, but other people tend to view Appraisers as assertive rather than arggmssive because Appraisers are oonsi "c erale of others. Instead of giving orders or ccornmands, .Appraisers involve people in the task through persuasion. They etiat the cooperation of those around thern by explakting the rationale of the proposed activities. Emotions: being approachable; showing affection and understanding Goal: friendship; happiness Judges others by: positive acceptance of others; ability to look for the good in people Influences others by: personal relationships; "open door" policy Value to the organization: remaining stable and predictable, developing a wide range of friendships: listening to others' feelings Overuses: indirect approach; tolerance Under Pressure: becomes overly flexible and intimate; is too trusting without differentiating among people Fears: pressuring people; being accused of causing harm Would increase effectiveness with more: attention to realistic deadlines; initiative to complete the task © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Counselors are particularly effective in solving people problems. They impress others with their warmth, empathy, and understanding. Their optimism makes it easy to look for the good in others. Counselors prefer to deal with others by building long- standing relationships. As a good listener with a willing ear for problems, a Counselor offers suggestions gently and refrains from imposing his or her ideas on others Counselors tend to be overly tolerant and patient with non - producers. Under pressure, they may have difficulty confronting performance problems. Counselors may be indirect when issuing orders, making demands, or disciplining others. By adopting the attitude that "people are important," Counselors may place less emphasis on task accomplishment. They sometimes require assistance to set and meet realistic deadlines. Counselors often take criticism as a personal affront, but they respond well to attention and compliments for completed assignments. When in a position of responsibility, Counselors tend to be attentive to the quality of working conditions and provide adequate recognition for members of their group. Appraisers heap others'visuatize the steps that are Overuses: authority; ingenuity necessary to accomplish results. Appraisers usually speak from a detailed plan of action that they have Under Pressure: becomes restless, critical, developed to ensure an ordedy progression toward impatient results. In their eagerness to win, Appraisers can become impatient when their standards are not maintained or Fears: "loss" or "failure "; others' disapproval when extensive follow- through is required. Would increase effectiveness with more: Appraisers are good critical thinkers. They are verbal in individual follow- through; empathy when their criticisms, and their words occasionally may be showing disapproval; steadier pace caustic. Appraisers have better control of the situation if they relax and pace themselves. A helpful axiom to achieve this is, "You win some and you lose some." Emotions: being approachable; showing affection and understanding Goal: friendship; happiness Judges others by: positive acceptance of others; ability to look for the good in people Influences others by: personal relationships; "open door" policy Value to the organization: remaining stable and predictable, developing a wide range of friendships: listening to others' feelings Overuses: indirect approach; tolerance Under Pressure: becomes overly flexible and intimate; is too trusting without differentiating among people Fears: pressuring people; being accused of causing harm Would increase effectiveness with more: attention to realistic deadlines; initiative to complete the task © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. Counselors are particularly effective in solving people problems. They impress others with their warmth, empathy, and understanding. Their optimism makes it easy to look for the good in others. Counselors prefer to deal with others by building long- standing relationships. As a good listener with a willing ear for problems, a Counselor offers suggestions gently and refrains from imposing his or her ideas on others Counselors tend to be overly tolerant and patient with non - producers. Under pressure, they may have difficulty confronting performance problems. Counselors may be indirect when issuing orders, making demands, or disciplining others. By adopting the attitude that "people are important," Counselors may place less emphasis on task accomplishment. They sometimes require assistance to set and meet realistic deadlines. Counselors often take criticism as a personal affront, but they respond well to attention and compliments for completed assignments. When in a position of responsibility, Counselors tend to be attentive to the quality of working conditions and provide adequate recognition for members of their group. The Classical Profile Patterns DiSC0 Classic 2.0 Creative Pattern Developer pattern Judges others by: personal standwds; progressive= ideas for aocornpkshing tasks tnituerroes others by: ability to pace deft of systems and innovative apps oaotres Value to the organization: initiates or designs ddhanges Overuses: bluntness; critircal or coitdesoending allitWp- Under Pressure: becomes bored with routine wort , sulks when restrained; acts independently Fears: lark of influence; failure to achieve their standards Would increase effectiveness with more: warmth; tactful communication; effective team cooperation; recognition of existing sanctions Emotions: is concerned with meeting personal needs Goal: new opportunities Judges others by: ability to meet the Developer's standards Influences others by: pursuit of solutions for problems; projection of personal sense of power Value to the organization: avoids "passing the buck "; seeks new or innovative probiem- solving methods Overuses: control over people and situations to accomplish his or her own results Linder Pressure: works alone to complete tasks; is belligerent if individualism is threatened or challenging opportunities disappear Fears: boredom, loss of control Would increase effectiveness with more: patience, ernpatiiy, participation and collaboration with others; follow- through and attention to quality control © 30193 by Inscape Publishing, Inc. All rights reserved. Reproduction in any forth, in whole or in part, is prohibited. Section III IPersom wtth a Oreatwe iPatlem display opposite forges in their bdravw Thew for tar> results is counletbalance-d by art eq ldMy strong drive for perfection arad their aggressiveriess is tempered by ser3sitivity. Affinuglh they 9,** and %, adt q%AoMy, they are restrained by the- wish to erpiore a §I possible sauitions before rnakrrag a decision. QeatiVe persons exhitait Bores -igt t When focusing on projects, arm they taring ab iAt change. Skvc a individuals with a Creative F'attem have a drive for perfection and demonstrate considerable pdar nr+g ability, the changes they make are likely to be sound, but the method may lack attention to interpersonal relationships. Creative persons want freedom to eaybiore, and they want the authority to examine and retest findings. They can make daily decisions quickly bat may be extremely cautious when making bigger decisions: "Should I take that promotion ?" "Should I move to another location ?" in their drive for results and perfeGbori, Creative persons may not be concerned about social poise_ As a result, they may be cool, aloof, or blunt. Developers tend to be strong - willed individuals, continually seeking new horizons. As self- reliant, independent thinkers, they prefer to find their own solutions. Relatively free of the constraining influence of the group, Developers are able to bypass convention and often create innovative solutions. While they most often use direct, forceful behavior, Developers can also shrewdly manipulate people and situations. When required to participate with others in situations that limit their individualism, Developers are apt to become belligerent. They are persistent when pursuing the results they desire and will do whatever is necessary to overcome obstacles to success. In addition, they have high expectations of other and can be critical when their standards are not met. Developers are most interested in achieving their own goals. Opportunities for advancement and challenge are important to them. By focusing on results, they may lack empathy or seem uncaring by dismissing others' concerns. The Classical Profile Patterns DiSC( Classic 2.0 Inspirational Pattern Emotions: accepts aggression; downplays need for affection Goal: control of their environment or audience Judges others by: projection of personal strength, character, and social power Influences others by: charm, direction, intimidation; use of rewards Value to the organization: acts as a "people mover"; initiates, demands, compliments, disciplines Overuses: attitude that "the ends justify the means" Under Pressure: becomes manipulative, quarrelsome, or belligerent Fears: weak behavior, loss of social status Would increase effectiveness with more: genuine sensitivity; willingness to help others succeed in their own personal development Investigator Emotions: is dispassionate; demonstrates Pattern self - discipline Goal: power through formal roles and positions of authority Judges others by: use of factual information Influences others by: determination, tenacity Value to the organization: offers comprehensive follow - through; works determinedly on tasks individually or in a small group Overuses: bluntness; suspicion of others Under Pressure: tends to internalize conflict; holds on to grudges Fears: involvement with the masses; responsibility to sell abstract ideas Would increase effectiveness with more: flexibility; acceptance of others; personal involvement with others © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. • Section III Persons with the Inspirational Pattern consciously attempt to modify the thoughts and actions of others. They want to control their environment. They are astute at identifying and manipulating an individual's existing motives in order to direct that person's behavior toward a predetermined end. Inspirational persons are clear about the results they want, but they do not always immediately verbalize them. They introduce the results they want only after they have primed the other person, offering friendship to those who desire acceptance, authority to those who seek power, and security to those who want a predictable environment. Inspirational persons can be charming in their interactions. They are persuasive when obtaining assistance for repetitive and time - consuming details. People often experience a conflicting sensation by feeling drawn to Inspirational people and yet being curiously distanced. Others may feel "used" by Inspirational persons' manipulation powers. While they sometimes inspire fear in others and override their decisions, Inspirational persons are generally well -liked by co- workers because they use their considerable verbal skills to persuade others whenever possible. Inspirational persons clearly prefer to accomplish goals through cooperation and persuasion, not domination. Objective and analytical, investigators are dispassionate "anchors of reality." Generally undemonstrative, they calmly and steadily pursue an independent path toward a fixed goal. Investigators are successful at many things, not because of versatility but due to their dogged determination to follow through. They seek a clear purpose or goal from which they can develop an orderly plan and organize their actions. Once a project has begun, Investigators fight tenaciously to achieve their objectives. Intervention is sometimes necessary to change their direction. As a result, they can be perceived as stubborn and opinionated. Investigators do well with challenging technical assignments in which they can use actual data to interpret the information and draw conclusions. They respond to logic rather than emotion. When selling or marketing an idea, they are most successful with a concrete product. Investigators are not especially interested in pleasing people and prefer to work alone. They can be perceived as cold, blunt, and tactless. Because they value their own thinking ability, Investigators evaluate others by how they use facts and logic. To increase their effectiveness in personal interactions, they need to develop a greater understanding of other people, especially others' emotions. The Classical Profile Patterns DiSCel Classic 2.0 Objective Thinker Pattern Emotions: rejects interpersoiaat aggression Coal: correctness Judges others by: ability to think logically Influences others by: use of facts, data, and logical arguments Value to the organization: defines and clarifies, obtains, evaluates, and tests information Overuses: analysis Under Pressure: becomes worrisome Fears: irrational acts; ridicule Would increase effectiveness with more: self - disclosure; public discussion of their insights and opinions Perfectionist Emotions: displays competence; is restrained Pattern and cautious Goal: stability; predictable accomplishments Judges others by; precise standards Influences others by: attention to detail; accuracy Value to the organization: is conscientious; maintains standards; controls quality Overuses: procedures and "fail- safe" controls; overdependence on people, products, and processes that have worked in the past Under Pressure: becomes tactful and diplomatic Fears: antagonism Would increase effectiveness with more: role flexibility; independence and interdependence; belief in self -worth © 2083 by Inscape Publishing, Mc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. • • ! • Section III Objective Thir ea-s lend to have highly developed a ticat thinking abr`kties. They en"asize the importance of facts when drawing oortcltastorrs acrd planning .actions, and Ikaey seek oacik -_ s amt accuracy in everything they do. Tio manage their work activities efiectNey, Objective Thinkers cotton x;cwmbi riie mnt0.ive information with the facts they have 907?ieil-ed. When they are in doubt about a course of action, they avoid public failure by preparing meticulously. For exan pie, Objective Thinkers aaitl tmaaster a new skill privately before they use it in a group activity. Objective Thinkers prefer to work with people wino, like themselves, are interested in maintaining a peaceful work environment. Considered shy by some, they may be reticent in expressing their feelings. They are particularly uncomfortable WMi aggressive people. Despite being mild- mannered, Objective Thinker have a strong need to control their environment. They tend to exert this control indirectly by requiring other to adhere to rules and standards. Objective Thinkers are concerned with the "right" answer and may have trouble making decisions in ambiguous situations. With their tendency to worry, they may get bogged down in "analysis paralysis." When they make a mistake, Objective Thinkers often hesitate to acknowledge it. Instead, they immerse themselves in a search for information that supports their position. Perfectionists are systematic, precise thinker and workers who follow procedure in both their personal and work lives. Extremely conscientious, they are diligent in work that requires attention to detail and accuracy. Because they desire stable conditions and predictable activities, Perfectionists are most comfortable in a clearly defined work environment. They want specifics on work expectations, time requirements, and evaluation procedures. Perfectionists may bog down in the details of the decision - making process. They can make major decisions but may be criticized for the amount of time they take to gather and analyze information. Although they like to hear the opinions of their managers. Perfectionists take risks when they have facts that they can interpret and use to draw conclusions. Perfectionists evaluate themselves and others by precise standards for achieving concrete results while adhering to standard operating procedures. ibis conscientious attention to standards and quality is valuable to the organization. Perfectionists may define their worth too much by what they do and not by who they are as people. As a result, they tend to react to personal compliments by thinking, "What does this person want ?" By accepting sincere compliments, Perfectionists can increase their self- confidence. The Classical Profile Patterns DISC° Classic 2.0 Persuader Pattern Practitioner Pattern Emotions: trusts others; is enthusiastic Goal: authority and prestige; status symbols Judges others by: ability to verbalize; deMuity Influences others by: friendly, open manner; verbal adeptness Value to the organization: sefts and closes; delegates responsibility: is poised and confident Overuses: enthusiasm; selling ability; optimism Under Pressure: becomes indecisive and is easily persuaded; becomes organized to took good Fears: fixed environment; complex relationships Would increase effectiveness with more: challenging assignments; attention to task - directed service and key details; objective data analysis Emotions: wants to keep up with others in effort and technical performance Goal: personal growth Judges others by: self - discipline; position and promotions Influences others by: confidence in their ability to master new skills; development of "proper" procedures and actions Value to the organization: is skilled in technical and people problem - solving, displays proficiency and specialization Overuses: overattention to personal objectives; unrealistic expectations of others Under Pressure: becomes restrained, is sensitive to criticism Fears: predictability; no recognition as an "expert" Would increase effectiveness with more: genuine collaboration for common benefit; delegation of key tasks to appropriate individuals © 2003 by Inscape, Publishing, Inc. AM rights reserved. Reproduction in any form, in whole or in part, is prohibited. • Section 111 Persuaders work with people, striving to be friendly white pushing foward their own objectives. Outgoing and interested tri people, Persuaders have the ability to gain the respect and confidence of various types of people. Persuaders can impress their thoughts on others, drawing people to them and retaining them as clients or friends. This ability is particularly helpful when Persuaders sell themselves or their ideas to win positions of authority. The most favorable environment for Persuaders includes working with people, receiving challenging assignments, and experiencing a variety of work activities that require mobility. They seek work assignments that will give them the opportunity to k)ok good. As a result of their natural positive outlook, Persuaders may be too optimistic about a project's results and others' potential. Persuaders also tend to over - estimate their ability to change the behavior of others. While Persuaders desire freedom from routine and regimentation, they do creed to receive analytical data on a systematic basis. Once alerted to the importance of the "little things," Persuaders can use the information to balance their enthusiasm with a realistic assessment of the situation. Practitioners value proficiency in specialized areas. Spurred by a desire to be "good at something," they carefully monitor their own work performance. Although their aim is to be "the" expert in an area, Practitioners frequently give the impression that they know something about everything. This image is particularly strong when they verbalize their knowledge on a variety of subjects. As Practitioners interact with others, they project a relaxed, diplomatic, and easygoing style. This congenial attitude may change quickly in their own work area when they become intensely focused in order to meet high standards for performance. Because they value self - discipline, Practitioners evaluate others on the basis of their ability to focus on daily performance. They have high expectations of themselves and others, and they tend to verbalize their disappointment. While they naturally concentrate on developing an organized approach to work and increasing their own skills, Practitioners also need to help others build skills. In addition, they need to increase their appreciation of those who contribute to the work effort even though they may not use the Practitioner's preferred methods. The Classical Profile Patterns DiSC`U Classic 2.0 Promoter Pattern Result- oriented Pattern Emotions: is willing to accept others Goal: approval, popularity Judges others by: verbal skills Influences others by: praise, opportunities, favors Value to the organization: relieves tension; promotes projects and people. including him or herself Overuses: praise, optimism Under Pressure: becomes careless and sentimental; is disorganized Fears: loss of social acceptance and self - worth Would increase effectiveness with more: control of time; objectivity; sense of urgency; emotional control; follow - through on promises, tasks Emotions: verbalizes ego strength; displays rugged individualism Goal: dominance and independence Judges others by: ability to accomplish the task quickly Influences others by: force of character; persistence Value to the organization: persistence; doggedness Overuses: impatience; win -lose competition Under Pressure: becomes critical and fault- finding; resists participating with a team; may overstep boundaries Fears: others will take advantage of them; slowness, especially in task activities; being a pushover Would increase effectiveness with more: vernalization of their reasoning; consideration of other views and ideas about goals and problem solutions; genulne concelll for others: patience and humility © 2633 by inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. • • • • Section III Promoters have an extensive netw , of contacts. They are usually gregarious and sociatty.adept, and they develop friendships early. They rarely antagonize others intentionally. Promoters seelk favorable social environments where they can develop and maintain their contacts. Verbally skiiied, they promote their own ideas and create enthusiasm's for'others' projects. With their wide range of contacts, Promoters have :access to the people who can help them. Since Promoters prefer to participate and interact with others in activities, they may be less interested in task accomplishment. They may continue to seek out any situation that involves meeting people and socializing, even though their job requires attention to more solitary activities. They thrive on meetings. committees, and conferences. Usually optimistic, Promoters tend to overestimate the ability of others. They often leap to favorable conclusions without considering all the facts. Promoters will learn to be objective and emphasize results with coaching and direction. Time management may present challenges for Promoters. By setting a time limit on conversation and discussion, they can remind themselves of the urgency of "closing" and accomplishing the task. Result- Oriented people display self- confidence, which some may interpret as arrogance. They actively seek opportunities that test and develop their abilities to accomplish results Result- Oriented persons like difficult tasks, competitive situations, unique assignments, and "important" positions. They undertake responsibilities with an air of self- importance and display self - satisfaction once they have finished. Result- Oriented people tend to avoid constraining factors, such as direct controls, time - consuming details, and routine work. Because they are forceful and direct, they may have difficulties with others. Result - Oriented people prize their independence and may become restless when involved with group activities or committee work. Although Result- Oriented people generally prefer to work alone, they may persuade others to support their efforts, especially when completing routine activities. Result- Oriented people are quick - thinkers, and they are impatient and fault- finding with those who are not. They evaluate others on their ability to get results. Result - Oriented people are determined and persistent even in the face of antagonism. They take command of the situation when necessary, whether or not they are in charge. In their uncompromising drive for results, they may appear blunt and uncaring. The Classical Profile Patterns DiSCD Classic 2.0 Specialist Pattern Emotions: is cak iAatinghy moderate; accommodates others Goal: maintenwi a of the status quo; controlled environment Judges others by: fxiendstrip standards; competence Influences others by: consistent performance; accomurtodation of others Value to the organization: plans slort term; is predictable, consistent; maintains steady pace Overuses: modesty, tow risk - taking; passive resistance to innovation Under Pressure: becomes adaptable to those in authority and thinks with the group Fears: change, disorganization Would increase effectiveness with more: public discussion of their ideas; self - confidence based on feedback; shortcut methods © 2003 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. • 0 0 Section III Specialists "wear well" with others_ With their moderate, contm ed stance and modest demeartor, they are able to work *AA with a number of behavioral styles. Specialists are considerate, patient, and always wilting to help those they ransider friends. They build close relationships wilh a retativety small group of associates in the work environmient. Their efforts are directed toward retaining familiar and predictable patterns. Most effective in specialized areas, Specialists plan their work along directed channels and achieve a remarkably consistent performance. Appreciation from others helps to maintain that level of consistency. Specialists are slow to adapt to change. Prior conditioning gives them time to change their procedures while maintaining a consistent level of performance_ Specialists may also require help when starting new projects and in developing shortcut methods to meet deadlines. Finished projects are often put aside for further revisions. Specialists should consider throwing away old Files that have outlived their usefulness.