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DiSC Profile - Rick Rennhack Town Council Planning Retreat – May 30, 2014
Rick’s Highest Dimension
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.
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.
DiSC Profile - Rick Rennhack Town Council Planning Retreat – May 30, 2014
Rick’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 - Rick Rennhack 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.
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.
DiSC Profile - Rick Rennhack 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.
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.
DiSC Profile - Rick Rennhack 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.
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.
DiSC Profile - Rick Rennhack 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.
“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.
DiSC Profile - Rick Rennhack Town Council Planning Retreat – May 30, 2014
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.
Insights for Rick
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.