Leadership Profile

JWI 510: Leadership in the 21st Century

Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further
distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change
based on the needs of the class.

JWI 510 – Assignment 1 (1202) Page 1 of 3

ASSIGNMENT 1: YOUR LEADERSHIP PROFILE

Due Week 3, Sunday (10% of final grade)

Leadership is a critical skill in business. Leading effectively requires an understanding of your own unique
leadership style and personality traits. For this assignment, you will reflect on your leadership experiences,
assess your strengths, evaluate your emotional intelligence and DiSC profile, and develop a plan for
mastering your leadership style.

Instructions:

Write a 4-6 page paper in which you address the following:

1. Reflect on your leadership experiences:

a. Describe the leadership aspects of your most recent professional role.
b. Identify and describe 2 key experiences that have impacted you as a leader.

2. Assess your leadership strengths:

a. Describe 2 key strengths from Jack Welch’s Foundational Principles (see Winning, chapters 1-4)
and 8 Essential Rules of Leadership as they pertain to your leadership development.

3. How do these experiences and strengths relate to aspects of your Emotional Intelligence and

your DiSC profile?

4. Develop a plan for mastering your leadership style:
a. Identify 2-3 leadership skills you would like to master in the future.
b. Describe steps you can take to master those skills. How will you measure your success?

Professional Formatting Requirements:

• Typed, double spaced, professional font (size 10-12), includes headings and subheadings (to
identify main topics and subtopics), with one-inch margins on all sides. See the Sample
Professional Paper under Course Documents for an example.

• References must be included and provide accurate information that enables the reader to
locate the original source. Application and analysis of course materials and resources is
expected, and additional research is welcome.

• Include a cover page containing the title of the assignment, your name, the professor’s name, the
course title, and the date.

• Before submitting your paper, use Grammarly to check for punctuation and usage errors,
and make the required corrections.

JWI 510: Leadership in the 21st Century

Assignment 1

JWI 510 – Assignment 1 (1202) Page 2 of 3

Assignment 1 Rubric

Weight: 10% Assignment 1: Your Leadership Profile

Criteria Unsatisfactory Low Pass Pass High Pass Honors

1. Reflect on
your leadership
experiences.

Weight: 15%

Does not or
unsatisfactorily
describes most
recent professional
role and the
leadership and
managerial aspects
of that role.
Additionally, the
student does not
identify and
describe any
leadership
experiences.
Little to no synthesis
of ideas is
demonstrated and
logical reasoning is
not included or
evident.

Partially
describes most
recent
professional role
and the
leadership and
managerial
aspects of that
role.
Additionally, the
student
somewhat
identifies and
describes 1-2 key
leadership
experiences, but
reflections lack
clarity and/or
conciseness.

Satisfactorily
describes most
recent professional
role and the
leadership and
managerial aspects
of that role.
Additionally, the
student partially
identifies and
describes 2 key
leadership
experiences.
Reflections may
lack some clarity
and conciseness
and/or may not be
highly persuasive
or thoroughly
supported.

Fully describes
most recent
professional role
and the leadership
and managerial
aspects of that role.
Additionally, the
student completely
identifies and
describes 2 key
leadership
experiences.
Reflections are
mostly clear,
concise, and well
supported.

Exemplarily
describes most
recent
professional role
and the leadership
and managerial
aspects of that
role in an analytic
way.
Additionally, the
student superbly
identifies and
describes 2 key
leadership
experiences.
Reflections are
clear, concise,
persuasive, and
supported by
sources and
logical reasoning.

2. Assess your
leadership
strengths.

Weight: 20%

Does not or
unsatisfactorily
describes 2 key
strengths in relation
to leadership
development and
Jack’s 8 Rules.
Little to no synthesis
of ideas is
demonstrated and
logical reasoning is
not included or
evident.

Provides basic
description of 2
key strengths in
relation to
leadership
development and
Jack’s 8 Rules.
The assessment
lacks clarity
and/or
conciseness.

Satisfactorily
describes 2 key
strengths in
relation to your
leadership
development and
Jack’s 8 Rules.
The assessment
may lack some
clarity or
conciseness
and/or may or may
not be thoroughly
supported.

Completely
describes 2 key
strengths in
relation to your
leadership
development and
Jack’s 8 Rules.
The assessment
is clear, concise,
and well
supported.

Exemplarily
describes 2 key
strengths in
relation to your
leadership
development and
Jack’s 8 Rules.
Unique insights
and stance are
clear, concise,
and supported by
course materials
and/or outside
research and
logical reasoning.

JWI 510: Leadership in the 21st Century

Assignment 1

JWI 510 – Assignment 1 (1202) Page 3 of 3

3. Evaluate
experiences and
strengths in
relation to
aspects of your
emotional
intelligence and
your DiSC profile.

Weight: 25%

Does not consider
experiences and
strengths in
relation to aspects
of your emotional
intelligence and
DiSC profile, and is
not supported or
explained.

Partially
considers
experiences and
strengths in
relation to
aspects of your
emotional
intelligence and
DiSC profile, and
is unclear or less
than adequately
supported or
explained.

Adequately
considers
experiences and
strengths in
relation to aspects
of your emotional
intelligence and
DiSC profile, but is
unclear at times.

Fully considers
experiences and
strengths in
relation to aspects
of your emotional
intelligence and
DiSC profile, and is
thoroughly
explained.

Excellently
considers
experiences and
strengths in
relation to aspects
of your emotional
intelligence and
DiSC profile.
Shows depth of
understanding
and offers
unique
insights.

4. Develop a plan
for mastering
your leadership
skills.

Weight: 30%

Does not or
unsatisfactorily
describes the
steps necessary to
master 2-3 future
leadership skills.
Measures of
success are not
provided or
evident.

Partially describes
the steps
necessary to
master 2-3 future
leadership skills.
Measures of
success are
minimal or
lack clarity.

Satisfactorily
describes the
steps necessary to
master 2-3 future
leadership skills.
Measures of
success are
provided but some
are lacking in
clarity.

Completely
describes the
steps necessary to
master 2-3 future
leadership skills.
Measures of
success are
mostly clear and
concise.

Exemplarily
describes the
steps necessary to
master 2-3 future
leadership skills.
Measures of
success are clearly
identified.

5. The paper
follows the
professionally
formatted
requirements
and includes in-
text citations,
references, and
is free from
grammar and
spelling errors.

Weight: 10%

The paper is
unsatisfactorily
formatted. It may
not include includes
a cover page and
headings, or lacks
professional
choices in
formatting, font,
and spacing.

Sources are not
consistently cited in
text, and accurate
references are not
included There are
mechanics or
usage errors.

The paper is
partially
satisfactorily
formatted. It may
not include a
cover page and
headings, or it
may lack
professional
choices in
formatting, font,
and spacing.
Sources are not
consistently cited
in text, and
accurate
references may
not be included.
There are some
mechanics or
usage errors.

The paper is
satisfactorily
formatted. It
includes a cover
page and
headings, but it
may lack
professional
choices in
formatting, font,
and spacing.
Sources may not
be consistently
cited in text, and
accurate
references may
not be included.
There may be
some mechanics
or usage errors.

The paper is
professionally
formatted.
It includes a
cover page,
headings,
professional
formatting, font,
and spacing.
All sources are
consistently cited in
text, and accurate
references are
included. There are
no mechanics or
usage errors.

The paper is
exceptionally
formatted. It is
highly professional
in look and easy
to quickly locate
information.
It includes a
cover page,
headings,
professional
formatting, font,
and spacing.
All sources are
consistently cited
in text, and
accurate
references are
included. There
are no mechanics
or usage errors.

Instructions:

Professional Formatting Requirements:

YOUR LEADERSHIP PROFILE

Running head: YOUR LEADERSHIP PROFILE

HOW TO USE THIS TEMPLATE:

This is a template and checklist corresponding to your
Assignment 1 paper:

Your Leadership Profile

, relating to your leadership style and your plans for further development of your leadership skills.

See below for an explanation of the
color coding in this template:

· All green text includes instructions to support your writing. You should
delete all green text before submitting your final paper.

· All blue text indicates areas where you need to
replace the instructions with your own information. Replace the blue text with your own words in black.

· Headings and subheadings are written in
black, bold type. Keep these headings in your paper.

TIPS:

· Academic papers are generally written in the third person, using “he”, “she” or “they”, or specific names. For this assignment, since it is a reflective paper about your own experience and leadership skills, it is appropriate to use the first person, “I”.

· This paper includes a running head – i.e., a title placed in the header area, using the name of the assignment; it has already been put in place for you.

· Use one-inch margins and double spaced text. Use Arial or Times New Roman font, size 10 – 12. The body of this paper is already formatted to these specifications.

· Use the
Grammarly tool to check for punctuation and usage errors and make the required corrections. Then read your paper aloud to edit for tone and flow.

· JWMI uses the
SafeAssign tool to check for plagiarism. A high score indicates a potential problem. Check with your professor about acceptable Safe Assign scores.

· While writing your paper, check the Assignment
Rubric; all graded topics that you need to address are listed in the rubrics and their weighting is indicated.

Finalizing your Paper

Your business writing should be
succinct and concise. Your Assignment 1 paper should be
4 to 6 pages in length. The page count does

not

include the Cover page and the References page.

Note
: The final paper that you submit for grading should be in black text
only with all remaining green text and blue text

removed
.

This is your Cover Page:

Your Leadership Profile

Write Your Name here

Jack Welch Management Institute

Write Your Professor’s Name here

JWI 510: Leadership in the 21st Century

Write the Date here

How to Get Started:

Use the
bolded black section and sub-section titles below to organize your paper. For each section, read the notes in green, which explains what to cover in that section. Then
delete the green notes and write your content for that section in regular black text. Write this paper in your own words, only citing course materials and other sources when you paraphrase ideas or quote specific content from the source text.

When you have finished writing your paper, keep the section and sub-section titles in
bolded black text as part of your paper and your own content in regular black text. Remember to
delete all the green text before submitting your paper.

The Body of Your Paper Starts Here:

Introduction

An
Introduction should be short and succinct. Start your
Introduction with a sentence about the importance of self-knowledge for business leaders. Next, write a thesis statement, which is the “road map” for your paper – it helps your reader to navigate your work. In your thesis statement, specify
the major areas you plan to address in your paper. Use the headings below, since those identify all the topics to be addressed. We recommend you to write your Introduction
after you complete the other sections of your paper. It only needs to be one paragraph in length.

Leadership Experiences

This section corresponds to Item 1 of the Assignment Instructions. It specifically focuses on the leadership aspects of your current professional role and key experiences that have impacted you as a leader. The suggested length is 1.0 to 1.5 pages for this section.

Under this main heading, write one or two sentences describing the overall topic of this section. Then use the subheadings below to provide more details.

Leadership Aspects of Current Role

In this sub-section, describe the leadership aspects of your current or most recent professional role. Explain whether you lead a team or if you are an individual contributor. You may be a full-time student or between jobs. If so, think about the leadership aspects of your life nore broadly. For example, think about leadership you provide in your community, in your school, and in your family.

Key Leadership Experiences

In this sub-section, briefly describe two key experiences that have impacted you as a leader or as an aspiring leader. Be specific by providing concrete examples and discuss each experience separately. You may have participated in a great experience that taught you a lot about who you are or want to be as a leader. Or you might have learned by observing another leader in action. You may also have learned from a leadership situation that did NOT go well. Describe how each experience contributed in some way to your current beliefs and behaviors relating to leadership.

Leadership Strengths

This section corresponds to Item 2 of the Assignment Instructions. It specifically focuses on identifying your strengths as a leader. The suggested length is 1.0 to 1.5 pages for this section.

Under this main heading, write one or two sentences describing the overall topic of this section. Then use the subheading below to provide more details.

Two Key Strengths

In this sub-section, describe two key strengths from Jack Welch’s Foundational Principles and/or 8 Essential Rules, which are relevant to your own leadership development. These may be strengths you already have but could increase, or they may be strengths you wish to add to your existing skills. Be specific about each rule or principle and connect your ideas to relevant course material for support. Explain why it is important for your success as a leader to direct energy into building these strengths.

Emotional Intelligence and DiSC Profile

This section corresponds to Item 3 of the Assignment Instructions. It specifically relates to your leadership style, as indicated by your DiSC assessment, and to your ideas about Emotional Intelligence. Briefly describe your leadership style and relate it back to your leadership experiences and strengths from the two previous sections. The suggested length is 1.0 to 1.5 pages for this section.

Under this main heading, write one or two sentences describing the overall topic of this section. Then use the subheadings below to provide more details.

Emotional Intelligence

In this sub-section, discuss your learning about Emotional Intelligence (EI) and relate it to your leadership experiences and strengths. Goleman defines 4 components of Emotional Intelligence: self-awareness, self-regulation, motivation, empathy, and social skill. Think about your own EI, and choose two of these components that you believe have contributed to your leadership strengths. Alternatively, you may identify two components of EI that you need to strengthen to be a more effective leader.

DiSC Profile

In this sub-section, reflect on your DiSC profile and relate it to your leadership experiences and strengths. DiSC is a behavior assessment tool that identifies four behavioral traits: dominance, influence, conscientiousness, and steadiness. Briefly summarize your DiSC assessment results. Explain how your DiSC style was demonstrated in your leadership experiences. Reflect on how your DiSC style relates to your leadership strengths and discuss how you can build upon this style in your future career.

Leadership Skill Development

This section corresponds to Item 4 of the Assignment Instructions. It helps you develop a plan to master further leadership skills in the future. The suggested length is 1.0 to 1.5 pages for this section.

Under this main heading, write one or two sentences describing the overall topic of this section. Then use the subheadings below to provide more details.

Leadership Skills to Develop

In this sub-section, identify 2 or 3 leadership skills you would like to master in the future. The skills must be drawn from one or more of the following: Jack Welch’s Foundational Principles, Jack Welch’s 8 Essential Rules, Daniel Goleman’s Emotional Intelligence competencies, and Daniel Goleman’s Leadership Styles. For each skill selected, explain how it relates to
your leadership journey.

Action Steps and Measures of Success

In this sub-section, develop a clear action plan to develop the 2 or 3 leadership skills you selected. Include the specific steps you will take and specify when you will take them. Provide details on how you will measure your success. To create your plan, you may write a paragraph, or use a bulleted list, or use a chart (example shown below). For each leadership skill, specify several action steps that you will take towards mastery of that skill, and explain clearly how you will measure your progress and success.

Leadership Skill Development Plan
Leadership Skill to Master	Specific Action Steps	Timing	Measure/Indicator of Success
Rule 3: Leaders get into everyone’s skin, exuding positive energy and optimism	· I will “walk the floor” to check in on employees and thank them for their work · I will share an example of positive consumer feedback with my team every week via email	· Daily at 4 p.m. · Wednesday’s weekly email	· 2020 Department Survey: Q3 “My Manager Supports Me” score improves +1 points. · Employees proactively share consumer successes with me.

Conclusion

The Conclusion is the section where you summarize what you covered and provide one or two key insights. Highlight the most important aspects of your paper that you would like the reader to remember. Your conclusion should be clear, direct, and concise. Like the Introduction, write this
after you complete the other sections of your paper. It only needs to be one paragraph in length. This is not a graded part of your rubric but it wraps up your paper and allows your reader to remember the main points you have made.

____________________________________________________________________

Finish Your Paper:

The Conclusion is the last section of the body of your paper. After this, you will add a References (or Sources) page. See the last page of this document for a sample References page.

Read the section below, on pages 8 and 9, for instructions on how to cite your reference materials and sources within the body of your paper, as well as examples of paraphrasing and direct quotation.

How to Cite Your Sources

In-Text Citations

Within the body of your paper, when concepts from specific sources are used, a citation with the author’s last name and the number of the citation in your
References list is required: e.g., (Welch, 1). This is called an
in-text citation. See below for two examples:

“Leadership is about helping other people grow and succeed” (Welch, 1).

· In this example, notice the placement of quotation marks, cited text, and the period
after the citation. The number 1 corresponds to the first entry on our References page.

When the reader looks at the
References page, they should see the Welch book listed as source number one (1). It is number 1 because it is the first source used in the paper, and
throughout the paper this source will continue to be referred to as (1).

If the next source you use in your paper is Goleman, then your citation is (Goleman, 2). If you then refer to Jack’s ideas again later in the paper, he remains (Welch, 1) because it is the first source used in the paper, and throughout the paper this source will continue to be referred to as (1).

Teams can benefit from a tool called a team charter, used to plan for a project (JWI510, 5).
· In this example, the concept is paraphrased (restated on other words), so quotation marks are not needed. The five (5) indicates the number of this source in our References. If I go to the References page, I see that source 5 is a lecture and it lists the week and title of the lecture.

Linking Citations with your References (or Sources) Page

At the end of your paper, include a page with a list of
all your sources. You may refer to this page as either your “References” or “Sources” page. It
must include an entry for
every source that you have cited or quoted in your paper.

The format of the references list varies by source type. There are examples of different source types in the sample References page at the end of this document. You may also refer to the
JWMI Writing Standards Guide, located in the
Course Documents menu item in your Blackboard course.

Quotations

Originality is an important aspect of graduate writing. To ensure original thinking and avoid plagiarism, you should keep direct quotation to a minimum. Generally, keep your quotes to 25 words or less, and no more than 1-2 sentences. See below for an example of a direct quotation:

“Leadership is about helping other people grow and succeed” (Welch, 1).
· In this example, notice the placement of quotation marks, the cited text, the citation written as (Welch, 1), and the period
after the citation. The number 1 corresponds to the first entry on our References page.

Paraphrasing

When you paraphrase, you put the information from another writer in your own words. This is much preferable to quoting, because it shows your understanding of the material. In this case, use in-text citation, but no quotation marks are required. See below for an example of paraphrasing:

In his Rule #3, Welch says that strong leaders display an impression of vitality and confidence (1).
· In this example, notice that no quotation marks are needed, since the concept is paraphrased (restated in your own words). The author’s name was used in the sentence, so we do not need to include it again in the parentheses; just include the Reference number, which is (1).

Formatting your References (or Sources) Page

Scroll down to the following page to see a sample References page.

The examples on the References page below are provided as a guide. You may wish to save the sample References page for future use, as it provides the format for several different types of source.

To complete your assignment, delete the sample Sources/References list and replace it with the sources that you have
actually used in your paper. Remember to number your References in the order of their first use in your paper.

References

1. Jack Welch. 2005. Winning
2. Daniel Goleman. 2000. Leadership That Gets Results. Harvard Business Review
3. Patrick Lencioni. 2002. The Five Dysfunctions of a Team: A Leadership Fable
4. Purdue Online Writing Lab. n.d. http://owl.purdue.edu/owl/purdue_owl.html
5. JWI510. Week 4. Lecture. Building High-Performance Teams
6. Student’s First Name Student’s Last Name. 2021. Everything DiSC Workplace. http://blackboard.strayer.edu
7. Jon R. Katzenbach. 1993. The Discipline of Teams. Harvard Business Review
8. Brent Gleeson. May 31, 2018. 7 Mindsets Necessary for Successful Leadership Development. Forbes. https://www.forbes.com/sites/brentgleeson/2018/05/31/7-mindsets-necessary-for-successful-leadership-development/#683c852650d3
9. JWI510. Week 3. Video. Jim McNerney. Characteristics of Successful Leaders
10. JWMI Policy & Procedures Guide. This is the policy at my office.

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

JWI 510 – Assignment 1 Template (1228) Page 1 of 9

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

JWI 510 – Assignment 1 Template (1228) Page 0 of 11

VL8448GLFP

Workplace Profile
Shavonda Thomas
Sunday, October 9, 2022

This report is provided by:

The Jack Welch Management Institute

For additional information contact:
Center for Internal Change
(847) 259-0005
support@internalchange.com
www.internalchange.com

SHAVONDA THOMAS

2
© by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited.

Introduction
WHAT IS EVERYTHING DiSC®?

CORNERSTONE PRINCIPLES
Shavonda, have you ever wondered why connecting
with some people is easier for you than with others?

Maybe you’ve noticed that you relate better to
colleagues who focus more on ensuring reliable
outcomes.

Or, maybe you’re more comfortable working with those
who take a steady, cautious approach than those who
tend to be more adventurous.

Or, perhaps you relate best to people who are more
practical than daring.

Welcome to Everything DiSC Workplace®. The DiSC®
model is a simple tool that’s been helping people to
connect better for over thirty years. This report uses
your individual assessment data to provide a wealth of
information about your workplace priorities and
preferences. In addition, you’ll learn how to connect
better with colleagues whose priorities and preferences
differ from yours.

• All DiSC styles and priorities are equally
valuable and everyone is a blend of all
four styles.

• Your work style is also influenced by other
factors such as life experiences,
education, and maturity.

• Understanding yourself better is the first
step to becoming more effective when
working with others.

• Learning about other people’s DiSC styles
can help you understand their priorities
and how they may differ from your own.

• You can improve the quality of your
workplace by using DiSC to build more
effective relationships.

OVERVIEW OF THE DiSC MODEL

Dominance

• Direct
• Firm
• Strong-willed
• Forceful
• Results-oriented

Influence

• Outgoing
• Enthusiastic
• Optimistic
• High-spirited
• Lively

Conscientiousness

• Analytical
• Reserved
• Precise
• Private
• Systematic

Steadiness

• Even-tempered
• Accommodating
• Patient
• Humble
• Tactful

SHAVONDA THOMAS

3
© by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited.

Your DiSC® Overview
YOUR DOT
This report is personalized to you, Shavonda. In order to get
the most out of your Everything DiSC Workplace® Profile,
you’ll need to understand how to read your personal map.

As you saw on the previous page, the Everything DiSC®
model is made up of four basic styles: D, i, S, and C. Each
style is divided into three regions. The picture to the right
illustrates the 12 different regions where a person’s dot
might be located.

Your DiSC® Style: SC

Your dot location shows your DiSC® style. Because your dot
is located in the S region but is also near the line that
borders the C region, you have an SC style.

Keep in mind that everyone is a blend of all four styles, but
most people tend strongly toward one or two styles. Whether
your dot is in the center of one style or in a region that
borders two, no dot location is better than another. All DiSC
styles are equal and valuable in their own ways.

CLOSE TO THE EDGE OR CLOSE TO THE CENTER?
A dot’s distance from the edge of the circle shows how naturally inclined a person is to encompass the
characteristics of his or her DiSC style. A dot positioned toward the edge of the circle indicates a strong inclination
toward the characteristics of the style. A dot located between the edge and the center of the circle indicates a
moderate inclination. And a dot positioned close to the center of the circle indicates a slight inclination. A dot in the
center of the circle is no better than one on the edge, and vice versa. Your dot location is near the edge of the
circle, so you are strongly inclined and probably relate well to the characteristics associated with the SC style.

WHAT’S NEXT?

Now that you know more about the personalization of your Everything DiSC Workplace Map, you’ll read more about
what your dot location says about you. Then you’ll learn about your personal map shading and priorities, and
discover how this affects your preferences. After that, you’ll learn some basics about the other DiSC styles and how
to use that information to connect better with everyone in your workplace.

SHAVONDA THOMAS

4
© by John Wiley & Sons, Inc. All rights reserved.
Reproduction in any form, in whole or in part, is prohibited.

Your SC Style
YOUR DOT TELLS A STORY
Because you have an SC style, Shavonda, you show steadiness and
consistency, and you want to be known as someone people can count
on. Compared to others, you probably have more patience for long,
routine projects. Most likely, you plan ahead, allowing ample time to
complete your responsibilities at the methodical pace you prefer.

Likewise, you probably prefer a workplace that provides stability and a
sense of security. You enjoy having clearly defined expectations, and
you may prefer to follow set procedures. Having ownership of specific
tasks and responsibilities may be more comfortable for you than
taking on high-pressure roles or projects. When you’ve established a
comfortable routine, you probably feel most equipped to perform your
best work.

In general, you want to process information carefully, and you’re not in a hurry to make decisions. You tend to avoid
risk, so when considering bold options, you may focus heavily on the potential obstacles. Your commitment to
proven, time-tested methods may cause you to resist new and innovative ideas that could be more effective. While
your decisions are often well thought out, others may feel that your caution can get in the way of progress.

You have a strong desire to do things correctly the first time and may even strive for perfection to avoid any chance
of being criticized or letting other people down. Most likely, you tend to double-check your work, and you may be
called on to complete projects that require precise care. However, while you tend to produce results of the highest
quality, you may occasionally get bogged down in the details.

Like others with the SC style, you tend to be soft-spoken, and you don’t want to force your ideas on others. Because
you’re so reserved, you probably prefer to keep a low profile in meetings and social gatherings. While your
unassuming nature probably makes you seem very approachable, those who are more outgoing or forceful may
struggle to read your more subtle communication style.

Because your self-esteem isn’t primarily tied to status, power, or attention, you’re probably fine working quietly
behind the scenes. While you like to feel appreciated, you may get embarrassed if the praise is too public or
gushing. Because you tend to be so humble, others may fail to recognize your individual contributions altogether.
Most likely, you’d prefer to celebrate the accomplishments of your whole team or organization.

When communicating with others, you tend to maintain a diplomatic approach. Most likely, you avoid topics that
could spark controversy. Rather, you strive to think carefully before speaking, and you probably admire others who
share this tendency. Because you’re so focused on maintaining harmony, you may be taken aback by those who
have less concern for diplomacy.

Because you’re uncomfortable with aggression and emotionally-charged situations, you probably dislike direct
conflict. Most likely, you feel that your need for stability and security is threatened when people don’t get along.
When things become heated, you may try to change the topic. If this doesn’t work, you may simply give in to relieve
the tension.

Shavonda, like others with the SC style, your most valuable contributions to the workplace may include your
consistency, your humble approach to teamwork, and your eye for quality. In fact, these are probably some of the
qualities that others admire most about you.

SHAVONDA THOMAS

5
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Shading & Priorities
YOUR SHADING EXPANDS THE STORY

Shavonda, while your dot location and your DiSC® style can
say a great deal about you, your map shading is also
important.

The eight words around the Everything DiSC map are what
we call priorities, or the primary areas where people focus
their energy. The closer your shading comes to a priority, the
more likely you are to focus your energy on that area.
Everyone has at least three priorities, and sometimes people
have four or five. Having five priorities is no better than
having three, and vice versa.

Typically, people with the SC style have shading that touches
Stability, Support, and Accuracy. Your shading stretches to
include Collaboration, which isn’t characteristic of the SC
style.

WHAT PRIORITIES SHAPE YOUR WORKPLACE EXPERIENCE?
Maintaining Stability
Shavonda, you’re most comfortable in a calm, predictable setting. You probably do your best to minimize surprises
and produce reliable outcomes. To that end, impulsivity usually makes you uncomfortable, and you prefer to work
systematically without the distraction of a chaotic environment. You focus on maintaining stability, and people
know that they can count on you to follow through.

Giving

Support

People with the SC style tend to be calm and considerate. You prefer to have harmony in your relationships, and
you like to know that the people around you are happy. As a result, you’re usually willing to offer help or listen
patiently when needed. Because an orderly, peaceful environment is important to you, you’re willing to put your own
needs aside to give the support that’s needed.

Ensuring

Accuracy

Like others with the SC style, you tend to be careful and methodical. You are uncomfortable with sloppy, subpar
work, so you probably place pressure on yourself to get things right. Likewise, you prefer to study your options
carefully and make decisions based on objective facts. Overall, you focus on being accurate to ensure predictable

outcomes.

Valuing

Collaboration

At the same time, you often turn your focus to cooperation and group effort, which is not typical of the SC style. You
may enjoy including others in important decisions and activities, and you tend to be intentional about considering
other people’s viewpoints. Overall, you probably believe collaboration leads to better results, so others are likely to
see you as a good team player.

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Motivators & Stressors
WHAT MOTIVATES YOU?
Different people find different aspects of their work
motivating. Like other people with the SC style, you probably
like to work in a stable, supportive environment where people
are free to accomplish their tasks without a lot of pressure.
Most likely, you prefer to maintain high standards and follow
reliable, well-established procedures. However, you may also
enjoy working closely with a team toward a common goal,
and this is less typical of the SC style.

You probably enjoy many of the following aspects of your
work:

• Working steadily toward a goal
• Supporting people when they face a challenge
• Following efficient systems or procedures
• Bringing organization to a project
• Catching errors or flaws in designs
• Providing accuracy and precision
• Maintaining high standards
• Collaborating with coworkers
• Helping people work together

WHAT IS STRESSFUL FOR YOU?

Then there are those aspects of your work that are stressful for you. Because you value dependable outcomes, you
may become anxious if you’re thrown into an environment that is too unpredictable. You may find it hard to make
important decisions before studying all your options. In addition, because you’re uncomfortable with conflict, you
may avoid people you see as overly argumentative or forceful. At the same time, unlike others with the SC style, it
may be equally difficult for you to work in environments that don’t allow you to collaborate with others.

Many of the following aspects of your work may be stressful for you:

• Making decisions without time to weigh the pros and cons
• Dealing with angry or argumentative people
• Working without clear guidelines
• Having to argue for your point of view
• Dealing with conflict
• Working in a chaotic environment
• Improvising a new course of action
• Working in an unsocial environment
• Being isolated for long periods

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Overview of DiSC®

The graphic below provides a snapshot of the four basic DiSC® styles.

Dominance Influence
Priorities: getting immediate results,
taking action, challenging self and
others

Motivated by: power and authority,
competition, winning, success

Fears: loss of control, being taken
advantage of, vulnerability

You will notice: self-confidence,
directness, forcefulness, risk-taking

Limitations: lack of concern for
others, impatience, insensitivity

Priorities: expressing enthusiasm, taking
action, encouraging collaboration

Motivated by: social recognition, group
activities, friendly relationships

Fears: social rejection, disapproval, loss
of influence, being ignored

You will notice: charm, enthusiasm,
sociability, optimism, talkativeness

Limitations: impulsiveness, lack of
follow-through, disorganization

Conscientiousness Steadiness
Priorities: ensuring accuracy,
maintaining stability, challenging
assumptions

Motivated by: opportunities to use
expertise or gain knowledge, attention
to quality

Fears: criticism, slipshod methods,
being wrong

You will notice: precision, analysis,
skepticism, reserve, quiet

Limitations: overly critical, tendency
to overanalyze, isolates self

Priorities: giving support, maintaining
stability, enjoying collaboration

Motivated by: stable environments,
sincere appreciation, cooperation,

opportunities to help

Fears: loss of stability, change, loss of
harmony, offending others

You will notice: patience, team player,
calm approach, good listener, humility

Limitations: overly accommodating,
tendency to avoid change, indecisiveness

Active
Fast-paced
Assertive
Dynamic

Bold

Questioning
Logic-focused

Objective
Skeptical

Challenging

Accepting
People-focused

Empathizing
Receptive
Agreeable

Thoughtful
Calm

Methodical
Moderate-paced

Careful

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The D Style & You
HOW MIGHT YOU REACT TO THE D STYLE?
Imagine that you regularly interact with someone with a D style.
She’s well-respected by the organization as a go-getter who delivers
on her promises, but you may find her direct, forceful approach to
be too aggressive. Also, because you prefer a calm, stable
environment, you may have trouble with her competitive push for
results.

To you, this colleague seems to thrive on rapid progress, often
driving toward bold and radical change. Because you prefer to work
more methodically, her quick pace probably makes you pretty
uncomfortable. And since you like to work in a stable, peaceful
environment, you may wonder why she seems to push for fast
action without stopping to consider how her insistent approach
might throw others off balance.

Furthermore, you probably have trouble relating to her skeptical and
questioning nature, and you might think that she’s overly
pessimistic at times. She may be less interested in supporting
others than you are, and you may find that her tendency to
challenge ideas makes you a bit uncomfortable when you work with
her on projects.

To you, people with the D style may seem:
• Forceful
• Blunt
• Demanding
• Rash

WHAT IS THE MOTIVATION FOR THEIR BEHAVIOR?

Results

People with the D style tend to be strong-willed individuals who prioritize Results. Because they are so driven, they
constantly look for new challenges and opportunities. They strive for success and won’t give up just because they
run into a few obstacles. Since you tend to focus more on supporting others, you may find their competitiveness
difficult to relate to.

Action
In addition, they prioritize Action, so they focus on achieving their goals quickly and forcefully. Cautious and
predictable environments are particularly tedious for them, and they may get impatient if others spend a lot of time
analyzing ideas rather than acting on them. Since you probably prefer to work at a more measured pace, you may
not relate to their bold, active style.

Challenge

Furthermore, those with the D style also prioritize Challenge. Because they want to control outcomes, they’re often
questioning and independent-minded. They are unlikely to accept things they’re unsure about, and they won’t
hesitate to challenge ideas that they don’t agree with. Since you tend to be a little less critical, you may find it a bit
difficult to relate to their challenging approach.

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The i Style & You
HOW MIGHT YOU REACT TO THE i STYLE?
Now, imagine that you also work with someone with an i style. He
seems to know everyone on a first-name basis and always has the
latest scoop. While you may respect his positive outlook and
enthusiasm, he may seem overly optimistic to you.

You may notice that he seems to be drawn to fast action and enjoys
initiating rapid change. Because you value stability and routine, his
constantly on-the-go approach may seem scattered to you. And
since you like to have a heads-up when change is coming, his
spontaneity and flexibility can be a bit overwhelming.

While it’s not as typical of someone with the SC style, you share his
tendency to prioritize collaboration, so the two of you may welcome
opportunities to work together on projects. However, to you, he may
seem overly concerned with being in the spotlight, and you may
wonder how he gets any work done with all that socializing and joke
telling.

To you, people with the i style may seem:
• Talkative
• Energetic
• Scattered
• Emotional

WHAT IS THE MOTIVATION FOR THEIR BEHAVIOR?

Enthusiasm

People with the i style put a high priority on Enthusiasm and tend to maintain an upbeat attitude. Because they get
excited about new possibilities, they may be very expressive when communicating their ideas. Because you’re
usually less expressive than they are, you may find their high-spirited style to be a bit overwhelming at times.

Action
In addition, they prioritize Action, so they focus on making quick progress toward exciting solutions. Because they
tend to be fast-paced, they may be eager to get going without spending a lot of time considering the consequences.
Since you’re more cautious, you may have trouble relating to their tendency to quickly steer toward adventurous
rather than safe ideas.

Collaboration
Furthermore, those with the i style also prioritize Collaboration. They enjoy meeting new people, and they probably
have a talent for getting everyone involved and building team spirit. They appreciate teamwork and often gather the
group to work on projects collaboratively. While you share their interest in teamwork, you’re probably not as
comfortable as they are taking the lead in group settings.

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The S Style & You
HOW MIGHT YOU REACT TO THE S STYLE?
Now, let’s imagine that you regularly interact with someone who has
an S style and shares your desire to support the needs of others. To
you, he seems humble and easygoing, and you’re never afraid to ask
him a question because he’s always patient and happy to help. And
because you’re both so accommodating, you probably find it easy to
work together on projects.

Around the office he’s often referred to as a “rock,” and because
you also like maintaining stability and order, you may appreciate his
ability to keep the group on an even keel. He is well-liked by
everyone, and like you, he can always be counted on to perform his
job consistently.

While it’s not typical of someone with the SC style, you share his
interest in teamwork, so it never feels like a competition between
the two of you. Like you, he tends to keep a low profile and to seem
embarrassed when someone showers him with praise. However,
you may sometimes wish he’d spend a bit more time focusing on
the facts and less time trying to please everyone.

To you, people with the S style may seem:
• Caring
• Gentle
• Considerate
• Dependable

WHAT IS THE MOTIVATION FOR THEIR BEHAVIOR?

Support
People with the S style place a high priority on providing Support. They tend to be good listeners, and as a result,
they’re often seen as patient and accommodating. They don’t hesitate to help out when they can, and they value a
warm and easygoing environment. You probably find it easy to relate to their laidback, helpful approach, although
you may feel they try too hard at times to meet people’s needs.

Stability
In addition, they prioritize Stability, so they often focus on maintaining a predictable, orderly environment. Since
they tend to be cautious, they’re probably methodical and avoid rapid change whenever possible. Because you also
avoid risks, you probably appreciate their preference to study their options carefully.

Collaboration
Furthermore, people with the S style also prioritize Collaboration. They enjoy working with others in a trusting,
warm environment, and they may go out of their way to make sure people feel included and accepted. Since you
share this focus on friendly teamwork, the two of you may work together to maintain an open, receptive
atmosphere.

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The C Style & You
HOW MIGHT YOU REACT TO THE C STYLE?
Imagine that you regularly interact with someone who has a C style
and shares your priority of accuracy. Like you, she’s not highly
sociable, and you can probably relate to her dedication to getting
things done right. Because she shares your desire for quality and
precision, she tends to hole up in her office for long stretches of
time, checking her work two or three times before being satisfied.
You probably appreciate these high standards.

Like you, this colleague wants a stable environment where she can
ensure reliable outcomes. She often seems precise and methodical,
and since you’re also cautious, you probably appreciate that she
takes the time to evaluate big decisions. And, because she likes to
analyze risks, she’s unlikely to push for the bold ideas or drastic
changes that you prefer to avoid.

However, if the two of you have conflicting viewpoints, you may be
intimidated by her unyielding arguments. And because she’s so
independent and often seems so skeptical, you may be hesitant to
approach her about collaborating. Still, you probably appreciate that
she follows through on commitments.

To you, people with the C style may seem:
• Systematic
• Reliable
• Analytical
• Detached

WHAT IS THE MOTIVATION FOR THEIR BEHAVIOR?

Accuracy
People with the C style place a high priority on Accuracy. Because they want to ensure superior results, they tend to
analyze options rationally and separate emotions from facts. They value being precise, and as result, they will often
ask in-depth or skeptical questions. While you may relate to their emphasis on creating sound solutions, you may
sometimes want to see more warmth from them.

Stability
In addition, they prioritize Stability. Because they tend to value follow-through and restraint, they’re uncomfortable
with quick or risky decisions and prefer to take time to make an informed choice. They tend to analyze all the
options, and they often make decisions that promise predictable outcomes. Because you also spend time ensuring
dependable results, you may find it easy to relate to their cautious approach.

Challenge
Furthermore, people with the C style also prioritize Challenge. In their quest to find the most streamlined or
productive method of completing their tasks, they may openly question ideas and point out flaws that others may
have missed. Since you tend to be more accommodating, you may find them overly skeptical or fault-finding.

SHAVONDA THOMAS

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Connecting with D
WHEN YOU NEED TO BE MORE EFFECTIVE
Shavonda, people with the D style like to get right to the point, and
this might affect the way you relate to one another. Since they’re
interested in rapid results, they’re probably willing to be
straightforward or even blunt. You’re more likely to be cautious, so
they may dominate discussions with you. While they may not see
this as a problem, you probably feel somewhat intimidated by them.
At the same time, they may grow frustrated by your hesitant
approach.

Therefore, when you need to be more effective with people who
have the D style, consider the following strategies:

• Talk to them about the big picture and the bottom line rather
than getting caught up in the details.

• Speak up with your ideas and opinions early in the conversation.
• Acknowledge their desire for immediate results.

WHEN PROBLEMS NEED TO BE SOLVED
Compared to people with the D style, you’re much more likely to be cautious and unassuming when solving
problems. On the other hand, they can be very strong-willed and willing to make quick, firm decisions. Because you
tend to look at ideas carefully and methodically, they may view your approach as too hesitant or risk-averse, and
this may cause them to dismiss your concerns.

Therefore, when solving problems with people who have the D style, consider the following strategies:

• Be willing to move more quickly when needed.
• Take a firm stance when presenting your ideas.
• Speak up about your concerns, but remember to give their bold solutions a fair chance.

WHEN THINGS GET TENSE

Because you want everyone to get along, you’re less likely than your “D” coworkers to challenge ideas and address
issues directly. They’re probably very frank and even argumentative in conflict, and, because you’re uncomfortable
with aggression or emotionally-charged situations, you may avoid discussing problems altogether. They may
misread your compliance as agreement, assuming the situation is resolved when you haven’t even made your
needs known.

Therefore, when things get tense with people who have the D style, consider the following strategies:

• Try not to give in to their assertiveness, recognizing that any resulting discomfort is temporary.
• Focus on being diplomatic but direct.
• Remember that hiding what you’re thinking may just prolong the conflict.

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Connecting with i
WHEN YOU NEED TO BE MORE EFFECTIVE
Because people with the i style are extremely outgoing, Shavonda,
they prioritize working collaboratively—a preference you share even
though it isn’t as typical of the SC style. However, while you both
may enjoy working as a team, they may be more interested in
socializing than you are. At times, they may push you to open up
more than is comfortable for you, and if you hold back, they may
see you as too closed off.

Therefore, when you need to be more effective with people who
have the i style, consider the following strategies:

• Recognize the value of their interest in personal connections.
• Show respect for their spontaneity, high energy, and optimism.
• Look for opportunities to benefit from your shared interest in

collaboration.

WHEN PROBLEMS NEED TO BE SOLVED
People with the i style often rely heavily on intuition, and they like to dive in and act quickly when confronting a
problem. For this reason, your tendency to study all the options carefully, especially when confronted with major
changes, may strike them as unnecessary and tedious. Furthermore, their inclination to choose innovative solutions
might clash with your preference for safe or traditional answers.

Therefore, when solving problems with people who have the i style, consider the following strategies:

• Be open to creative solutions, but help them see the potential pitfalls they may have overlooked.
• Tap into their energy when the situation requires a quick resolution.
• Avoid letting your desire for analysis and conventional ideas overrule strategies that could bring better

outcomes.

WHEN THINGS GET TENSE
Because people with the i style want to maintain friendly relationships, they share your tendency to initially gloss
over differences. However, they’re so focused on being heard that they’re more likely to become emotional and lash
out when confronted. You’re much more interested in order and harmony, so their outbursts may make you
uncomfortable. In fact, you may give in or shut down just to avoid an emotionally-charged situation, which can
cause the conflict to drag on unresolved.

Therefore, when things get tense with people who have the i style, consider the following strategies:

• Refrain from burying your own opinions just to keep the peace.
• Avoid giving in to their demands or withdrawing from the dispute too quickly.
• Let them know that facing the disagreement now will help you maintain a good relationship down the road.

SHAVONDA THOMAS

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Connecting with S
WHEN YOU NEED TO BE MORE EFFECTIVE
People with the S style value cooperation and friendly interaction,
Shavonda, and this might affect the way you relate to one another.
They probably appreciate your tendency to prioritize collaboration,
which is an unexpected characteristic for the SC style. However, you
tend to be a bit more reserved than they are, and they may think you
can be too detached at times. Still, you both probably like to include
others and work as a team.

Therefore, when you need to be more effective with people who
have the S style, consider the following strategies:

• Avoid being so accommodating to each other that you hide
what you’re really thinking.

• Don’t let your shared diplomacy keep you from acknowledging
real issues.

• Let them know you share their interest in working
collaboratively.

WHEN PROBLEMS NEED TO BE SOLVED
Like people with the S style, you probably hesitate before making decisions when it comes to solving problems.
This is probably especially true when you’re facing rapid change, and your focus on methodical analysis may also
contribute to situations going unresolved. In addition, both of you may steer clear of bold decisions, and this could
stunt growth and innovation.

Therefore, when solving problems with people who have the S style, consider the following strategies:

• Establish a deadline for coming to a solution, and find ways to make minor decisions more quickly together.
• Consider risks and weigh the evidence, but remember that more adventurous ideas sometimes yield better

results.
• Share your concerns, but try not to get bogged down in the potential problems.

WHEN THINGS GET TENSE
Because people with the S style want to support others, they avoid rocking the boat and upsetting the people
around them. You both shy away from open conflict, so you may tiptoe around disagreements rather than confront
any issues between you. While you may think that you’re simply maintaining order and harmony, your shared failure
to address conflict directly may cause communication to break down and hidden hostility to intensify.

Therefore, when things get tense with people who have the S style, consider the following strategies:

• Take a more straightforward approach and show a desire to work through the conflict quickly but thoroughly.
• Be aware that holding in your feelings could be more harmful than speaking candidly.
• Even after you resolve the situation, check in with them to make sure the conflict is truly in the past.

SHAVONDA THOMAS

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Connecting with C
WHEN YOU NEED TO BE MORE EFFECTIVE
Shavonda, people with the C style would often rather focus on facts
than feelings, and this might affect the way you relate to one
another. They may appreciate your methodical, logical approach.
However, they may ignore social niceties and get right to business,
and this may feel somewhat impersonal to you. At the same time,
you both tend to be fairly reserved, so communication between you
may be more restricted and polite.

Therefore, when you need to be more effective with people who
have the C style, consider the following strategies:

• Focus on logical ideas and rational plans.
• Allow time to get to know each other better to avoid

misunderstandings.
• Respect their preference to work independently and don’t be put

off by their more detached approach.

WHEN PROBLEMS NEED TO BE SOLVED
When it comes to solving problems, you’re probably concerned about how plans might affect other people, and you
share your “C” coworkers’ tendency to consider all the consequences before making a decision. As a result, the two
of you may postpone decisions, especially if they involve a lot of change. This mutual caution may also cause you
to overanalyze and second-guess plans. As a result, you may have trouble moving forward in the problem-solving
process.

Therefore, when solving problems with people who have the C style, consider the following strategies:

• Set a timeline for finding a solution and, if necessary, look to external systems or people to provide a sense of
urgency.

• Avoid getting bogged down in the details.
• Work toward the best solution, but remember that perfectionism could lead to missed opportunities.

WHEN THINGS GET TENSE
Because people with the C style often view conflict as a disagreement over who is correct, they usually avoid direct
aggression and focus on challenging the reasoning behind an argument. However, like you, they tend to withdraw
from emotionally-charged situations. As a result, neither of you is likely to initiate confrontations, so you may fail to
discuss difficult issues. In such cases, you may bury your feelings and allow the situation to linger.

Therefore, when things get tense with people who have the C style, consider the following strategies:

• Address the conflict directly rather than letting things simmer.
• Give them time to present their side, but avoid giving in just to avoid an unpleasant conversation.
• Support your opinion with logic and facts.

SHAVONDA THOMAS

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Taking Action
Shavonda, given everything you’ve learned about your style, what follows are three key strategies that might help
you work more effectively with all the people in your workplace.

BE FIRM AND STAND YOUR GROUND

You may find it hard to take a firm stance when you feel
you’re being pressured to take a different direction. As
you’ve probably discovered, a lot of people are willing to
push their plans on someone who they think will give in. If
you continually back off from your own ideas too easily,
people might assume you’re generally indifferent, and they
may have less regard for your preferences in the future.

• Remind yourself that just because others are confident
doesn’t mean their ideas are better than yours.

• Consider the long-term consequences of letting your
ideas be stifled.

BE DIRECT WITH TOUGH FEEDBACK

Because you want to be agreeable and prefer to work in an environment where people get along, you may avoid
giving unfavorable feedback. While giving constructive criticism may make you uncomfortable, keep in mind that it
can help the group work more effectively and keep small problems from becoming major issues. Just stick to the
facts and deliver the message in a warm but unapologetic manner.

• Remind yourself that being candid with people will help build your relationships in the long term.
• Ask yourself whether you would want to know the truth if you were in the other person’s position.

INCREASE YOUR SENSE OF URGENCY

Most likely, you prefer a calm, steady pace that allows you to ensure dependable follow-through. However, you
probably work with other people who want to move quickly and boldly. Be careful that your preference for
measured progress doesn’t dampen the urgency and passion that can help drive the group to great
accomplishments.

• Consider practical shortcuts rather than relying strictly on routines and tested methods.
• Ask yourself whether you could take more initiative to get things moving rather than waiting for problems to

arise before you act.

STAY CONNECTED

https://www.linkedin.com/company/inscape-publishing

https://www.facebook.com/WileyEverythingDiSC

https://twitter.com/everything_disc

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Personalized Index: D Styles
D

C STYLE

Challenge
Results

Accuracy

Goals: Independence, personal
accomplishment

Judges others by: Competence,
common sense

Influences others by: High
standards, determination

Overuses: Bluntness; sarcastic or
condescending attitude

Under pressure: Becomes overly
critical

Fears: Failure to achieve their
standards

Would increase effectiveness
through: Warmth, tactful
communication

Shavonda, people with the DC style prioritize Challenge, so they want to
explore all options and make sure that the best possible methods are
used. As a result, they may be very questioning and skeptical of other
people’s ideas. You aren’t as questioning as they are, so you may have
trouble relating to their challenging approach.

In addition, they also prioritize Results, so they’re often very direct and
straightforward. When they’re focused on the bottom line, they may
overlook the feelings of others. You may have trouble relating to what
you see as an excessive drive for results.

Finally, those with the DC style also prioritize Accuracy. Because they
want to control the quality of their work, they prefer to work
independently, and they may focus on separating emotions from facts.
Since you also like to maintain high standards, you can probably relate
to their objective, analytical approach.

D STYLE

Results
Action

Challenge

Goals: Bottom-line results, victory

Judges others by: Ability to achieve
results

Influences others by: Assertiveness,
insistence, competition

Overuses: The need to win, resulting
in win/lose situations

Under pressure: Becomes impatient
and demanding

Fears: Being taken advantage of,
appearing weak

Would increase effectiveness
through: Patience, empathy

People with the D style are strong-willed individuals who prioritize
Results. Because they want to make their mark, they constantly look for
new challenges and opportunities. Since you tend to focus more on
supporting others, you may find their competitiveness difficult to relate
to.

In addition, they also prioritize Action, so they often focus on achieving
their goals quickly and forcefully. Since they tend to be very fast-paced,
they like it when people cut to the chase. Since you probably prefer to
work at a more measured pace, you may not relate to their bold, active
style.

Furthermore, those with the D style also prioritize Challenge. Because
they want to control outcomes, they’re often questioning and
independent-minded. Since you tend to be a little less critical, you may
find it a bit difficult to relate to their challenging approach.

i STYLE

Action
Results

Enthusiasm

Goals: Quick action, new
opportunities

Judges others by: Confidence,
influence

Influences others by: Charm, bold
action

Overuses: Impatience, egotism,
manipulation

Under pressure: Becomes
aggressive, overpowers others

Fears: Loss of power

Would increase effectiveness
through: Patience, humility,
consideration of others’ ideas

People with the Di style prioritize Action, and they probably come
across as adventurous and bold. Because they grow bored easily, these
individuals often seek out unique assignments and leadership
positions. You prefer to keep a steadier pace, so you may not relate
well to their energetic approach.

In addition, they also prioritize Results, so they often work to
accomplish their goals rapidly. While they are competitive, they can
also use charm to persuade others to help them succeed. You may
think they are too focused on results.

Finally, those with the Di style also prioritize Enthusiasm, so they may
come across as charming and fun because of their high energy. They
probably use their excitement to inspire others and to create a lively
environment. You may have trouble relating to their high-spirited
approach.

SHAVONDA THOMAS

Personalized Index: i Styles
iD STYLE

Action
Enthusiasm

Results

Goals: Exciting breakthroughs

Judges others by: Ability to think
creatively, charisma

Influences others by: Boldness,
passion

Overuses: Impulsiveness,
outspokenness

Under pressure: Becomes impulsive,
lashes out at others

Fears: Fixed environments, loss of
approval or attention

Would increase effectiveness
through: Focusing on the details,
patience, listening to others

Shavonda, people with the iD style prioritize Action, so they tend to
focus on moving toward their goals quickly. They like to maintain a fast
pace, and they’re probably comfortable making decisions on the fly.
You may have a difficult time keeping up with their rapid pace.

In addition, they also prioritize Enthusiasm, and they may come across
as high-energy people who like to rally others around a common goal.
Most likely, they maintain an upbeat attitude and bring a genuine
optimism to their work. You may think their high level of enthusiasm is
a bit distracting.

Furthermore, those with the iD style also prioritize Results, so they may
come across as ambitious and goal-oriented. Most likely, they enjoy
leveraging relationships to achieve new accomplishments. To you, it
may seem that their quest for results overlooks other important
factors.

i STYLE

Enthusiasm
Action

Collaboration

Goals: Popularity, approval,
excitement

Judges others by: Openness, social
skills, enthusiasm

Influences others by: Charm,
optimism, energy

Overuses: Optimism, praise

Under pressure: Becomes
disorganized, gets overly expressive

Fears: Rejection, not being heard

Would increase effectiveness
through: Being more objective,
following through on tasks

People with the i style put a high priority on Enthusiasm and tend to
maintain an upbeat attitude. They get excited about new possibilities,
and they may be very expressive when communicating their ideas.
Because you’re usually less expressive than they are, you may find their
high-spirited style to be a bit overwhelming at times.

In addition, they prioritize Action, so they often focus on making quick
progress toward exciting solutions. Since they tend to be fast-paced,
they may be eager to get going without spending a lot of time
considering the consequences. Since you’re more cautious, you may
have trouble relating to their tendency to quickly steer toward
adventurous rather than safe ideas.

Furthermore, those with the i style also value Collaboration. They
usually enjoy meeting new people, and they may have a talent for
getting everyone involved and building team spirit. While you share their
interest in teamwork, you’re probably not as comfortable as they are
taking the lead in group settings.

S STYLE

Collaboration
Enthusiasm

Support

Goals: Friendship

Judges others by: Ability to see
good in others, warmth

Influences others by:
Agreeableness, empathy

Overuses: Patience with others,
indirect approaches

Under pressure: Takes criticism
personally, avoids conflict

Fears: Pressuring others, being
disliked

Would increase effectiveness
through: Acknowledging others’
flaws, confronting problems

People with the iS style prioritize Collaboration, so they enjoy teaming
up with others as much as possible. Because they want everyone to
feel included, they tend to spend time and energy getting people
involved. Since you share their desire to work with others, you may be
just as eager as they are to turn tasks into group projects.

In addition, they also prioritize Enthusiasm, and they’re likely to bring a
positive attitude to their work and relationships. They’re light-hearted
and encouraging, and they often like to spread their optimistic spirit to
others. You tend to be less expressive than they are, and you may have
trouble relating to their happy-go-lucky approach.

Furthermore, those with the iS style also value Support, so they tend to
be flexible people who want what’s best for the group. When others
struggle, they tend to show concern and offer uncritical support. Since
you share their desire to help others, you can probably relate to their
patient, accepting approach.

SHAVONDA THOMAS

Personalized Index: S Styles
Si STYLE

Collaboration
Support

Enthusiasm

Goals: Acceptance, close
relationships

Judges others by: Receptivity to
others, approachability

Influences others by: Showing
empathy, being patient

Overuses: Kindness, personal
connections

Under pressure: Avoids conflict,
tries to make everyone happy

Fears: Being forced to pressure
others, facing aggression

Would increase effectiveness
through: Saying “no” if necessary,
addressing issues

Shavonda, people with the Si style prioritize Collaboration, and they like
to involve others in making decisions. Most likely, they try to build team
spirit and are less concerned with individual accomplishment. Because
you share their tendency to work collaboratively, you probably
appreciate their desire for team unity.

In addition, they also prioritize Support, so they tend to place a high
importance on the needs of others. Because they have an
accommodating nature, they’re often willing to set aside their own
opinions and needs to help others. Since you probably share their
interest in people’s feelings, you may find it easy to relate to their
tendency to look out for others.

Furthermore, those with the Si style also value Enthusiasm, and they
usually come across as cheerful. They tend to see the positive in most
situations, and they’re encouraging of other people’s ideas. Most likely,
you have trouble relating to their expressive style.

S STYLE

Support
Stability

Collaboration

Goals: Harmony, stability

Judges others by: Dependability,
sincerity

Influences others by:
Accommodating others, consistent
performance

Overuses: Modesty, passive
resistance, compromise

Under pressure: Gives in, avoids
revealing true opinions

Fears: Letting people down, rapid
change

Would increase effectiveness
through: Displaying self-confidence,
revealing true feelings

People with the S style place a high value on providing Support. They
tend to be good listeners, and as a result they’re often seen as patient
and accommodating. You probably find it easy to relate to their
laidback, helpful approach, although you may feel they try too hard at
times to meet people’s needs.

In addition, they also prioritize Stability, so they often focus on
maintaining a predictable, orderly environment. Since they tend to be
cautious, they may use a methodical pace and avoid rapid change
whenever possible. Because you also avoid risks, you probably
appreciate their preference to study their options carefully.

Furthermore, people with the S style also prioritize Collaboration.
Because they value a trusting, warm environment, they may go out of
their way to make sure people feel included and accepted. Since you
share this focus on friendly teamwork, the two of you may work
together to maintain an open, receptive atmosphere.

SC STYLE

Stability
Support

Accuracy

Goals: Calm environment, fixed
objectives, steady progress

Judges others by: Reliability,
realistic outlook, even temperament

Influences others by: Diplomacy,
self-control, consistency

Overuses: Willingness to let others
lead, humility

Under pressure: Becomes inflexible,
hinders spontaneity, complies

Fears: Time pressure, uncertainty,
chaos

Would increase effectiveness
through: Initiating change, speaking
up

People with the SC style place a high priority on Stability and attaining
consistent outcomes. Because they tend to be cautious, they may
prefer to work in a predictable environment that won’t bring a lot of
surprises. Since you share their desire for stability, you can probably
appreciate their careful, methodical approach.

In addition, they also prioritize Support, so they tend to be
accommodating and willing to forfeit their own needs and preferences
when necessary. Most likely, they’re usually patient and diplomatic, and
they aren’t likely to become overly emotional when pushed. Because
you share a willingness to help others, you probably find it easy to
relate to their patient, obliging approach.

Furthermore, those with the SC style also value Accuracy. They tend to
work systematically to produce quality work and effective solutions,
and they may be fairly analytical at times. You probably relate well to
their interest in producing solid, error-free work.

SHAVONDA THOMAS

Personalized Index: C Styles
CS STYLE

Stability
Accuracy
Support

Goals: Stability, reliable outcomes

Judges others by: Precise
standards, orderly methods

Influences others by: Practicality,
attention to detail

Overuses: Traditional methods,
sense of caution

Under pressure: Withdraws,
becomes hesitant

Fears: Emotionally charged
situations, ambiguity

Would increase effectiveness
through: Showing flexibility, being
decisive, showing urgency

Shavonda, people with the CS style prioritize Stability, so they probably
come across as orderly and precise. Since they prefer to be well-
prepared, they tend to avoid taking risks or making rapid changes.
Because you share their interest in a stable environment, you may
appreciate their tendency to focus on steady progress.

In addition, they also place a high priority on Accuracy, so they tend to
spend time refining their ideas before moving forward. Most likely, they
rely on data before making decisions and tend to take an objective
approach. Because you share their tendency to value accurate
outcomes, you may appreciate their careful, methodical approach.

Furthermore, those with the CS style also value Support, and they’re
usually willing to help when their expertise is needed. They also tend to
be even-tempered and patient with both people and difficult situations.
Because you share their obliging approach, both of you may fail to
assert your own needs to avoid rocking the boat.

C STYLE

Accuracy
Stability

Challenge

Goals: Accuracy, objective
processes

Judges others by: Expertise,
systematic processes

Influences others by: Logic,
exacting standards

Overuses: Analysis, restraint

Under pressure: Overwhelms others
with logic, becomes rigid

Fears: Being wrong, strong displays
of emotion

Would increase effectiveness
through: Acknowledging others’
feelings, looking beyond data

People with the C style place a high priority on Accuracy. Because they
want to ensure superior results, they tend to analyze options rationally
and separate emotions from facts. While you may relate to their
emphasis on creating sound solutions, you may sometimes want to see
more warmth from them.

In addition, they also prioritize Stability. Since they tend to value follow-
through and restraint, they’re uncomfortable with quick or risky
decisions and prefer to take time to make an informed choice. Because
you also spend time ensuring dependable results, you may find it easy
to relate to their cautious approach.

Furthermore, people with the C style also prioritize Challenge. In their
quest to find the most streamlined or productive method of completing
their tasks, they may openly question ideas and point out flaws that
others may have missed. Since you tend to be more accommodating,
you may find them overly skeptical or fault-finding.

CD STYLE

Challenge
Accuracy
Results

Goals: Efficient results, rational
decisions

Judges others by: Competence, use
of logic

Influences others by: Strict
standards, resolute approach

Overuses: Bluntness, critical attitude

Under pressure: Ignores people’s
feelings, moves ahead
independently

Fears: Failure, lack of control

Would increase effectiveness
through: Cooperation, paying
attention to others’ needs

People with the CD style prioritize Challenge and may come across as
skeptical and determined. Most likely, they won’t accept ideas without
asking a lot of questions, and they like to uncover problems that could
affect results. You tend to be more accepting, so you may find it hard to
relate to their critical, questioning approach.

In addition, they also prioritize Accuracy, and they focus on thinking
logically to create the best solutions. They tend to avoid letting their
emotions get in the way of making rational decisions. Because you
share their analytical approach, you may find it easy to relate to their
emphasis on objectivity and logic.

Furthermore, those with the CD style also value Results and tend to be
determined to deliver quality outcomes efficiently. Most likely, they’re
also willing to take charge of projects when necessary, and they can
usually be counted on to keep things on track. Their determination to
get results may seem stubborn or impatient to you at times.

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