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HomeMy WebLinkAboutMichael Barrett DiSC Profile – Michael Barrett Town Council Planning Retreat – May 30, 2014 Michael’s Highest Dimension Michael, 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 Conscientiousness (C). Read the description of Conscientiousness and see how it fits with the way you see yourself. Conscientiousness (C) Michael, you are high in the Conscientiousness dimension. As a result, you most likely work steadily within the existing circumstances to ensure quality and accuracy. Those who are strong in Conscientiousness ("high C's") like to be precise and keep their focus on key details while working in an environment that values quality and accuracy. High C's like to be accurate and orderly, and they make decisions in an analytical way. They prefer to control factors that affect their performance and seek opportunities to demonstrate their expertise. They also like to be recognized for their skills and accomplishments. High C's tend to be analytical thinkers who relish asking, "Why?" It's probably important for them to understand the parameters of a problem before they tackle it. Once the task is clear, people who are high in Conscientiousness tend to use a systematic approach to solve the problem. In all likelihood, their goal is to achieve superior results. Clearly defined performance expectations are critical for high Cs, so they may try to avoid surprises and request specific feedback on how they are doing. They may also crave a work atmosphere that is reserved and businesslike, and that gives them the time to do the careful planning that they prefer. When working with others, those high in Conscientiousness tend to be diplomatic and use an indirect approach to avoid conflict. Developing a higher tolerance for dissension could make them more effective. They may also find it helpful to have colleagues who are able to initiate and facilitate discussions, and to state controversial opinions. High C's often want to assure the accuracy of their work. In a fast-paced environment, however, their focus on maintaining such high standards can backfire. In this case, they may need colleagues who can provide quick decisions. Because those high in Conscientiousness tend to adhere strictly to rules, they may be hampered when compromises become important to a successful outcome. They may benefit from working with those who view policies and procedures as guidelines rather than edicts. High C's tend to put a premium on accuracy, so they may often become overly critical when assessing coworkers. They may also be hesitant to delegate important tasks. It may help them to learn to respect others' personal worth as much as their accomplishments, thereby encouraging an atmosphere of teamwork. DiSC Profile – Michael Barrett Town Council Planning Retreat – May 30, 2014 Michael’s Intensity Index 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. DiSC Profile – Michael Barrett Town Council Planning Retreat – May 30, 2014 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. 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. Unassuming: Usually modest about your abilities, you're not one to call attention to yourself or seek recognition for your accomplishments. This is a quality that others may appreciate when working with you because you're not "high maintenance." However, it's important to speak up every now and then to let others know what you need to be effective. Self-effacing: Somewhat reserved and low-key in your manner, you may sometimes employ wit to alleviate tension when you are working with others. Being too laid-back has its drawbacks, though it can cause others to not take you seriously and cost you respect among your colleagues. Realistic: When you keep your feet firmly planted on the ground, you often filter out impractical ideas or bizarre suggestions, thus eliminating wasted effort. However, being too pragmatic can provoke mediocrity or uninspired work. Weighs pros and cons: Careful deliberation can produce stellar results. By measuring benefits against their potential costs, you may often pick the best option. But using this skill to excess can lead to indecision and anxiety. DiSC Profile – Michael Barrett Town Council Planning Retreat – May 30, 2014 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. 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. 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. DiSC Profile – Michael Barrett Town Council Planning Retreat – May 30, 2014 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. 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. 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. DiSC Profile – Michael Barrett Town Council Planning Retreat – May 30, 2014 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. Fact-finder: This trait is a strength when you use it to gather key information and identify factors that are necessary to a project's success. It becomes a weakness if you dismiss all subtleties and intuitions in favor of "just the facts." Diplomatic: You may often communicate well with others and favor a nonthreatening tone. This helps an organization run smoothly and creates an atmosphere of trust. The risk, however, is that you may not be straightforward enough when the situation demands it. Systematic: Making sure that everything gets done correctly and on time is often imperative for you. This flair for organization benefits you and your colleagues. The downside is that you may allow little time for spontaneity or innovative ideas. Conventional: By producing stable and predictable results, you may keep projects focused. Employing this quality to excess, however, may lead to uninspired or bland work. Courteous: The words "please" and "thank you" may be instinctive to you. Because basic decency and respect go a long way, such an approach is bound to help form a satisfying environment. But be aware that too much formality may strike others as pandering or insincere flattery. Careful: reputation for cautious action and deep deliberation may often precede you. This skill helps prevent inaccuracies and slip-ups when quality is critical. However, keep in mind that too much wariness can produce inertia that will keep important projects from being completed. Restrained: Holding your tongue and refraining from criticism may be your default behavior. By avoiding condemnation, you may encourage openness and innovation. Still, showing too much restraint allows tension to go unresolved between you and your colleagues. DiSC Profile – Michael Barrett Town Council Planning Retreat – May 30, 2014 Michael’s Motivation As an Objective Thinker, Michael, you tend to display a great ability to think logically. In all likelihood, your goal is to find the correct answer to a given problem, and mediocre solutions or wild guesses will probably not suffice for you. You probably use facts and data to support ideas and opinions. In this way, you usually develop clear and accurate answers that hold up well to scrutiny. You tend to avoid aggressive behavior, either on your part or from others, and you are likely to come across as a mild-mannered individual. In fact, you may seem quite reticent, and you are unlikely to express your feelings easily. Despite your calm demeanor, however, you probably have a powerful drive to control your own environment. You may try to achieve this control through your quest for accuracy in everything, which helps create rules and procedures that are to your liking. Insights for Michael Because of your emphasis on facts, you probably view rational arguments as a sturdy foundation for your solutions. You may find that you could further benefit by sharing your thought processes with others. A public discussion of your insights and opinions may even inspire others to build upon your answers. Obtaining, evaluating, and testing key information are strengths that you most likely exercise. You may find these skills to be limited, however, by your tendency to overanalyze, even in situations that do not warrant so much attention. Therefore, you would probably improve your effectiveness by saving your analytical efforts for the most important projects. Displays of aggression tend to intimidate you, and you probably dislike others' boisterous behavior. It could be helpful to realize, however, that you may sometimes indulge in your own form of aggressive behavior. Although you are unlikely to become overtly confrontational, you may have a tendency to control people and assert yourself by requiring strict adherence to guidelines and standards. At these times, it may be beneficial to remember that sometimes results are more important than rules. You tend to nurture your highly developed critical-thinking skills. This means that you are likely to be concerned with finding the correct solution and avoiding vague results. Developing a willingness to discuss your ideas and proposals could help you dismiss any lingering doubts you may have about your course of action. Of course, it could be difficult for you to take this step because you may fear ridicule. But if you learn to be more open to self-disclosure, the payoff to you and your organization will most likely be worth it. Michael, you appear to be a skilled problem solver whose quick grasp of logic leads to sound solutions.