DISC CLASSICAL PATTERNS

ACHIEVER PATTERN
Basic Style Characteristics: high degree of self-discipline
Work Style Characteristics: makes job-related decisions through logic, not emotion
Primary Strengths: brings a high degree of objectivity to the organizations systems and
projects
Ideal Job Culture: prefers a direct, detailed approach to what needs to be done on a project
Needs for Increased Effectiveness: a supportive team that is tolerant of the occasional blunt
or critical remarks
Wants for Long-Term Motivation: provide up-to-date facts and figures for analysis and
critical thinking
Communication DOs (for others): be specific about whats needed to be done
Continuous Improvement Homework: could use more people skills in motivating and
managing others
Emotions: industrious, diligent; displays frustration
Goal: personal accomplishments, sometimes at the expense of the group's goal
Judges others by: concrete results achieved
Influences others by: accountability for own work
Value to the organization: sets and completes key result areas for self
Overuses: reliance on self; absorption in the task
Under pressure: becomes frustrated and impatient; becomes more of a "doer" and less of a
"delegator"
Fears: others with competing or inferior work standards affecting results
Would increase effectiveness with more: reduction of "either-or" thinking; clarity of task
priority and optional approaches; willingness to compromise short-term for long-range
benefits
The motivation of Achievers is largely internal and flows from deeply felt personal goals.
This prior commitment to their own goals precludes an automatic acceptance of the group
goals. Achievers need to see how they can blend their personal goals with the organization's
goals. By retaining control over the major direction of their lives, Achievers have developed a
strong sense of accountability.Achievers demonstrate a keen interest in their work and an
intense continual striving for accomplishment. They have a high opinion of their work and
often do the work themselves so they can be sure it is done right. They value hard work and
under pressure may become the "doer" rather than the "delegator." When they do delegate
they have a tendency to take back the task if it is not going according to their satisfaction.
Their guiding premise: "If I succeed, I want the credit and if I fail, I will take the
blame."Communicating more with others would help avoid the Achiever's either-or thinking
of "I have to do it myself" or "I want all the credit." They may need assistance in considering
other approaches for achieving the results they desire. Achievers know they function at peak
efficiency, and they expect recognition equal to their contribution; in profit organizationshigh wages; in other groups-leadership positions.

AGENT PATTERN
Basic Style Characteristics: able to appropriately handle both the human side and the task
side of many projects and situations
Work Style Characteristics: tends to be empathic, showing a high sincerity-factor in the
things he/she says and does
Primary Strengths: very supportive of team efforts
Ideal Job Culture: public recognition for accomplishments
Needs for Increased Effectiveness: a greater control over time management
Wants for Long-Term Motivation: a moderate to greater level of security in the environment
Communication DOs (for others): plan to talk about things that support his/her dreams and
goals
Continuous Improvement Homework: may prefer to maintain silence in a negative situation
than to work in a pro-active way to create changes
Emotions: accepts affection; rejects aggression
Goal: acceptance from others
Judges others by: tolerance and inclusion
Influences others by: offering understanding; friendship
Value to the organization: supports, harmonizes, empathizes; service-oriented
Overuses: kindness
Under pressure: becomes persuasive, using information or key friendships if necessary
Fears: dissension; conflict
Would increase effectiveness with more: strength in the realization of who they are and what
they can do; firmness and self-assertion; saying "no" when appropriate
Agents are attentive to both the human relations and task aspects of the work situation.
Empathetic and supportive, they are good listeners and are known for their willing ear.
Agents also make people feel wanted and needed because of their responsiveness to the needs
of others. People have little fear of being rejected by Agents. Moreover, Agents offer
friendship and are willing to perform services for others. Regarding the task aspect of the job,
Agents have excellent potential for organizing the work and carrying it out effectively. Agents
are particularly good at doing for others what they find difficult to do for themselves. Agents
naturally promote harmony and working together as a group. However, Agents do fear
conflict and dissension. Their supportive approach may help others tolerate a situation rather
than engage in active problem solving. In addition, the Agent's tendency to adopt a "low"
profile instead of having open confrontations with aggressive individuals may be perceived as
a lack of "toughness." Still, Agents have a fair degree of independence even though they are
concerned with how they fit into the group.
APPRAISER PATTERN
Basic Style Characteristics: shows the ability to handle both the people-side and the detailside of a project with equal skill and confidence
Work Style Characteristics: motivated to accomplish complex tasks by working
enthusiastically with people

Primary Strengths: the ability to handle both people and details with equal skill and
confidence
Ideal Job Culture: public recognition for accomplishments
Needs for Increased Effectiveness: clear and specific job descriptions and role responsibilities
Wants for Long-Term Motivation: security in knowing that the products and services are of
highest quality
Communication Dos (for others): plan some extra time in your schedule for talking, relating,
and socializing
Continuous Improvement Homework: the high enthusiasm may be seen by some as shallow
or selfabsorbed
Emotions: high drive to look good
Goal: "win" with flair
Judges others by: ability to initiate activities
Influences others by: competitive recognition
Value to the organization: accomplishes goals through people
Overuses: authority or ingenuity
Under pressure: becomes restless, critical, impatient
Fears: "losing"; looking bad to others
Would increase effectiveness with more: individual follow-through; empathy when showing
disapproval; pacing of themselves
Appraisers take creative ideas and make them serve practical purposes. They are competitive
and use direct methods to accomplish results. However, other people tend to view Appraisers
as assertive rather than aggressive because of their demonstrations of consideration. Instead
of giving orders or commands, Appraisers involve people in the task by using persuasive
methods. They elicit the cooperation of those around them by explaining the rationale or the
proposed activities. Appraisers tend to be skilled in helping others to visualize the steps
which are necessary to accomplish the results. They are usually speaking from a detailed plan
of action
that they have developed to ensure an orderly progression toward results. However, in their
eagerness to win, Appraisers can become impatient when their standards are not maintained
or when extensive follow-through is required. Appraisers are good critical thinkers and can be
quite verbal in expressing their criticisms. Their words can have a caustic sting. Appraisers
have better control of the situation if they relax and pace themselves. A helpful axiom to
achieve this: "Some you win and some you lose."
COUNSELOR PATTERN
Basic Style Characteristics: excellent, empathic listening style
Work Style Characteristics: is known for being sensitive to the needs of others on the team
Primary Strengths: works hard for the teams objectives and goals
Ideal Job Culture: favorable working climate with positive attitudes and optimistic spirit
Needs for Increased Effectiveness: is most participatory and productive in a favorable
climate, absent of high pressure or chaos

Wants for Long-Term Motivation: a favorable working environment and a team-oriented

climate
Communication DOs (for others): plan to talk about things that support his/her dreams and
goals
Continuous Improvement Homework: may be overly tolerant with individuals who are
unproductive of the teams efforts
Emotions: approachable; affectionate and understanding
Goal: friendship; happiness
Judges others by: positive acceptance; generally looking for the good in people
Influences others by: personal relationships; practicing an "open door" policy
Value to the organization: stable, predictable; wide range of friendships; good at listening to
feelings
Overuses: indirect approach; tolerance
Under pressure: becomes overly flexible and intimate; too trusting without differentiating
among people
Would increase effectiveness with more: attention to realistic deadlines; initiative in getting
the task done
Counselors are particularly effective in solving people problems. They impress others with
their warmth, empathy and understanding. They find it easy to look for the good in others and
have an optimistic outlook. Counselors prefer to deal with others on the basis of building
long-standing relationships. Good listeners, with a willing ear for problems, they offer
suggestions gently and refrain from imposing their ideas on others. Counselors tend to be
overly tolerant and patient with non-producers. Under pressure, they may have difficulty
confronting performance problems directly. Counselors may be too indirect when issuing
orders, making
demands, or disciplining others. With an attitude of "people are important," Counselors may
place less emphasis on task accomplishment. They sometimes require assistance in setting
and meeting realistic deadlines. Counselors often take criticism as a personal affront but
respond well to attention and compliments for assignments well done. When in a position of
responsibility, Counselors tend to be very attentive to the quality of working conditions and
to providing adequate recognition for members of their group.
CREATIVE PATTERN
Basic Style Characteristics: a drive toward aggression and assertiveness is softened a bit by
an
internal sensitivity
Work Style Characteristics: motivated toward a freedom and flexibility to investigate and
reexamine results and conclusions
Primary Strengths: strong agent of change
Ideal Job Culture: power and authority to make decisions and create change
Needs for Increased Effectiveness: may need help in reaching closure on decisions or
projects, but may view offers to help as being intrusive
Wants for Long-Term Motivation: authority equal to the responsibility he/she has been given

Communication DOs (for others): three rules: Be brief, be bright, and be gone
Continuous Improvement Homework: may overuse bluntness, critical comments, and attitude
of aloofness
Emotions: accepts aggression; may be restrained in expression
Goal: dominance; unique accomplishments
Judges others by: personal standards; progressive ideas in getting things done
Influences others by: setting a pace in developing systems and innovative approaches
Value to the organization: initiator or designer of changes
Overuses: bluntness; critical or condescending attitude
Under pressure: easily bored with routine work; sulky when restrained; acts independently
Fears: not being influential; failure to achieve their standards
Would increase effectiveness with more: warmth; tactful communication; effective team
cooperation; recognition that sanctions exist
Persons with a Creative Pattern display two opposite forces in their behavior. A desire for
tangible results is counterbalanced by an equally strong drive for perfection. Aggressiveness
is tempered by sensitivity. Quickness of thought and reaction time are restrained by the wish
to explore all possible solutions before deciding. Creative persons exhibit a lot of foresight in
focusing on projects, and they do bring about change. Since individuals with a Creative
Pattern have a drive for perfection and considerable planning ability, the changes they make
are likely to be sound, although the method used may be lacking in attention to interpersonal
relationships. Creative persons want freedom to explore and authority to examine and retest
findings. They can make daily decisions quickly but may be extremely cautious in making the
bigger decisions: "Should I take that promotion?" "Should I move to another location?" In
their drive for results and perfection, Creative persons may not be as concerned about social
poise. They may project cool aloofness and bluntness.
DEVELOPER PATTERN
Basic Style Characteristics: loves challenges, competition and difficult assignments
Work Style Characteristics: speaks his/her mind, and may sometimes be blunt or even
sarcastic
Primary Strength: rapid problem solver
Ideal Job Culture: freedom to details and minutia
Needs for Increased Effectiveness: needs to know the results that are expected of him/her and
also needs to be judged on the results, not of the methods used to achieve the results
Wants for Long-Term Motivation: control over his/her own destiny and career path
Communication DOs (for others): be specific about whats needed to be done and who is
going to do it
Continuous Improvement Homework: can be a selective listener, hearing what she/he wants
to hear
Emotions: individualistic in the meeting of personal needs
Goal: a new opportunity
Judges others by: ability to meet the Developer's standards
Influences others by: finding solutions to problems; projecting a personal sense of power

Value to the organization: avoids "passing the buck"; new or innovative problem-solving
Overuses: control of people and situations to accomplish his/her own results
Under pressure: becomes a loner when things need to be done; belligerent if individualism is
threatened or doors to challenge are closed
Fears: boredom; loss of control
Would increase effectiveness with more: patience, empathy; participation and collaboration
with others; follow-through and attention to importance of quality control
Developers tend to be strong individualists who continually seek new horizons. Extremely
self-reliant and independent in thought and action, they prefer to find their own solutions.
Relatively free of the constraining influence of the group, Developers are able to bypass
convention and often come up with innovative solutions. While they most often tend to use
direct and forceful behavior, Developers are also capable of shrewdly manipulating people
and situations. However, when required to participate with others in situations that limit their
individualism, Developers are apt to become belligerent. They are very persistent in pursuing
the results they desire, doing whatever is necessary to overcome any obstacles that may
appear. In addition, they have high expectations for others and can be critical when their
standards are not met. Developers are most interested in achieving their own goals;
opportunities for advancement and challenge are important to them. Being so focused on
results, they often may lack empathy and seem uncaring. They may express it as "Take an
aspirin. I had the same thing myself!" or "Don't be a baby. You'll be all right!"
INSPIRATIONAL PATTERN
Basic Style Characteristics: very strong verbal and persuasive skills
Work Style Characteristics: like to maintain control over the project or systems activities
Primary Strengths: excellent at initiating activity and direction for the team or organization
Ideal Job Culture: a workplace that provides freedom from many details and heavy
supervision
Needs for Increased Effectiveness: the work environment should have variety, many
activities, and an occasional surprise situation
Wants for Long-Term Motivation: authority equal to the responsibility he/she is given
Communication DOs (for others): stay on track and talk about the issue at hand
Continuous Improvement Homework: may sometimes overuse the ends justify the means
adage
Emotions: accepts aggression; tends to outwardly downplay their need for affection
Goal: controlling their environment or audience
Judges others by: how they project personal strength, character, and social power
Influences others by: charm; direction, intimidation, use of rewards
Value to the organization: "people mover"; initiates, demands, compliments, disciplines
Overuses: "ends justify the means" approach
Under pressure: becomes manipulative; quarrelsome; belligerent
Would increase effectiveness with more: genuine sensitivity; willingness to help others
succeed in their own personal development

Persons with the Inspiration Pattern consciously attempt to modify the thoughts and actions
of others. Seeking to control their environment, they are astute in identifying and
manipulating another person's existing motives and directing the resulting behavior toward a
predetermined
end. Inspiration persons are clear about the results they want, but they do not always
verbalize them immediately. They introduce the results they want only after they have created
a climate of readiness in the other person. For example, Inspirational persons offer friendship
to those desiring acceptance, more authority to those who seek power, and security to those
seeking a predictable environment. Inspirational persons can be charming in their contacts
with others. They are persuasive in obtaining assistance for repetitive and time-consuming
details. However, people often experience a conflicting sensation of being drawn to them and
yet being curiously distanced. Others may have a feeling of being "used." While they
sometimes may inspire fear in others and override their decisions, Inspirational persons are
generally well liked by co-workers. This results from using their considerable verbal skills to
persuade others whenever possible. Inspirational persons clearly prefer to accomplish goals
by working through others rather than by dominating them.
INVESTIGATOR PATTERN
Basic Style Characteristics: is hard working and industrious
Work Style Characteristics: becoming involved in satisfying and productive working
relationships
Primary Strengths: sets goals for him/herself, even if no goals are made explicit
Ideal Job Culture: likes to be able to set his/her own pace and maintain that pace
Needs for Increased Effectiveness: to negotiate commitment on a one-to-one basis
Wants for Long-Term Motivation: appreciates rewards and sincere reinforcements as they
amplify selfesteem
Communication Dos (for others): take issue with the facts, not the person if you disagree
Continuous Improvement Homework: may need to reduce either/or thinking, and realize
that both/and solutions are possible
Emotions: dispassionate; self-disciplined
Goal: power of formal roles, positions and authority
Judges others by: use of factual information
Influences others by: determination, tenacity
Value to the organization: comprehensive follow-through, working determinedly on tasks
individually or in small groups
Overuses: bluntness; suspicion of others
Under pressure: tends to internalize conflict; remembers wrongs done to them
Fears: involvement with the masses; selling abstract ideas
Would increase effectiveness with more: flexibility; acceptance of others; personal
involvement with others
Objective and analytical, Investigators are dispassionate "anchors of reality." Generally
undemonstrative, they calmly and steadily pursue an independent path toward a fixed goal.
Investigators are successful at many things, not because of versatility, but due to a dogged

determination to follow through. They seek a clear purpose or goal about which they can
develop an orderly plan and organize their actions. Once embarked on a project, Investigators
fight tenaciously to achieve their objectives. Intervention is sometimes necessary to change
their direction. As a result, they can be perceived as stubborn and opinionated. Investigators
do well with challenging assignments of a technical nature where they can use actual data,
interpret the information and draw conclusions. They respond to logic rather than emotion. In
selling or marketing an idea, they can be especially successful if they have a concrete
product. Preferring to work alone, Investigators are not especially interested in pleasing
people. They can be perceived as coldly blunt and tactless. Valuing their own thinking ability,
Investigators evaluate others on the basis of their use of facts and logic. To increase their
effectiveness in dealing with people, they need to develop a greater understanding of other
people, including their emotions.
OBJECTIVE THINKER PATTERN
Basic Style Characteristics: very high degree of quality control awareness
Work Style Characteristics: completes projects with a high degree of precision and accuracy
Primary Strengths: high degree of quality-control orientation
Ideal Job Culture: security in the work setting to maintain high quality control standards
Needs for Increased Effectiveness: less time to be spent on details, and more attention to the
big picture
Wants for Long-Term Motivation: security in knowing that the products and services are of
highest quality
Communication DOs (for others): prepare your case in advance; dont wing-it using charm
alone it
Continuous Improvement Homework: may be extremely cautious about decision making as
to avoid acting without firm precedent
Emotions: tends to reject interpersonal aggression
Goal: correctness
Judges others by: ability to think logically
Influences others by: factual data, logical arguments
Value to the organization: defines, clarifies; obtains information; evaluates; tests
Overuses: analysis
Under pressure: becomes worrisome
Fears: irrational acts; ridicule
Would increase effectiveness with more: self-disclosure; sharing their insights and opinions
with others in public
Objective Thinkers tend to have highly developed critical thinking abilities. They emphasize
the importance of drawing conclusions and basing actions on facts, seeking correctness and
accuracy in everything they do. However, to manage their work activities effectively,
Objective
Thinkers often combine intuitive information with the facts they have gathered. When they
are in doubt about a course of action, they avoid making fools of themselves by meticulous
preparation. For example, Objective Thinkers will master a new skill privately before they

use it in a group activity. Objective Thinkers prefer to work with people who, like
themselves, are interested in maintaining a peaceful work environment. Considered shy by
some, they may be reticent in expressing their feelings. In particular, they are uncomfortable
with aggressive people. Despite this mild appearance, Objective Thinkers have a strong need
to control their environment. They tend to exert this control indirectly by requiring adherence
to rules and standards. Objective thinkers are concerned with the "right" answer and may
have trouble making decisions in ambiguous situations. Having a tendency to worry, they
may get bogged down in "analysis paralysis." Too often, when they make a mistake,
Objective Thinkers hesitate to acknowledge it. Instead, they immerse themselves in searching
for information that may still support their position.
PERFECTIONIST PATTERN
Basic Style Characteristics: high degree of self-discipline
Work Style Characteristics: persuades others on the team through perseverance and
determination to get the project completed
Primary Strengths: brings a high degree of objectivity to the organizations systems and
projects
Ideal Job Culture: prefers a direct, detailed approach to what needs to be done on a project
Needs for Increased Effectiveness: a supportive team that is tolerant of the occasional blunt
or critical remarks
Wants for Long-Term Motivation: provide up-to-date facts and figures for analysis and
critical thinking
Communication DOs (for others): stay on track and talk about the issue at hand
Continuous Improvement Homework: may become rather stubborn once their mind is made
up on a decision or procedure
Emotions: competent in doing things right; restrained; cautious
Goal: stable, predictable accomplishments
Judges others by: precise standards
Influences others by: attention to details and accuracy
Value to the organization: conscientious; maintains standards; quality control
Overuses: procedures and "fail-safe" controls; overdependence on people, products, and
processes that have worked in past
Under pressure: becomes tactful, diplomatic
Fears: antagonism
Would increase effectiveness with more: role flexibility; independence and interdependence;
belief in self as a worthwhile person in their own right.
Perfectionists are systematic, precise thinkers and workers who tend to follow procedure in
both their personal and work lives. Extremely conscientious, they are painstaking in work
that requries attention to detail and accuracy. Desiring stable conditions and predictable
activities, Perfectionists are most comfortable with a clearly defined work environment. They
desire specifics on what is expected, how much time is required, and how the work will be
evaluated. Perfectionists may bog down in the details of the decision-making process. They
can make major decisions but may be criticized for the amount of time they take in gathering

and analyzing information before deciding. Although they like to check out the opinion of
their managers, Perfectionists do take risks when they have facts that they can interpret and
use to draw conclusions. Perfectionists evaluate themselves and others by precise standards
for achieving concrete results while adhering to standard operating procedures. This
conscientious attention to standards and quality is valuable to the organization; however,
Perfectionists may define their worth too much by what they do and not by who they are as
people. As a result, they tend to react to personal compliments with the thought: "I wonder
what this person wants?" Acceptance of sincere reinforcement for who they are can increase
their self-confidence.
PERSUADER PATTERN
Basic Style Characteristics: very people oriented: likes people, and wants to be liked in return
Work Style Characteristics: able to generate team involvement through friendly conversation
and gentle persuasion of team members in an one-on-one manner
Primary Strengths: excellent people skills
Ideal Job Culture: public recognition for accomplishments
Needs for Increased Effectiveness: a greater control over time management
Wants for Long-Term Motivation: awards to confirm ability, skill, or achievements
Communication DOs (for others): plan to talk about things that support his/her dreams and
goals
Continuous Improvement Homework: may trust people a bit too much, and may get burned
in the process
Emotions: trusts others; enthusiastic
Goal: authority and prestige; a variety of status symbols
Judges others by: ability to verbalize; flexibility
Influences others by: friendly manner; openness; verbal adeptness
Value to the organization: seller, closer; delegates responsibility; poised, confident
Overuses: enthusiasm; oversells; optimism
Under pressure: becomes soft and persuadable; organized when desiring to look good
Fears: a fixed environment; complex relationships
Would increase effectiveness with more: challenging assignments; attention to task-directed
service and key details; objective analysis of data
Persuaders work with and through people. That is, they strive to do business in a friendly way
while pushing forward to achieve their own objectives. Possessing an outgoing nature and
interest in people, Persuaders have the ability to gain the respect and confidence of various
types of people. Persuaders have the ability to bring people to their point of view, not only
drawing people to them but retaining them as clients or friends. This ability is particularly
helpful in winning positions of authority by selling themselves and their ideas. Work with
people, challenging assignments, variety of work and activities that require mobility provide
the most favorable environment for Persuaders. In addition, they seek work assignments that
provide opportunities to make them look good. As a result of their natural positive outlook,
Persuaders may be too optimistic about the results of projects and the potential of people.
Persuaders also tend to overestimate their ability to change the behavior of others. While

Persuaders desire freedom from routine and regimentation, they do need to be supplied with
analytical data on a systematic basis. When they are alerted to the importance of the "little
things," adequate information helps them balance their enthusiasm with a realistic assessment
of the situation
PRACTITIONER PATTERN
Basic Style Characteristics: demonstrates a high degree of competence in his/her area of
expertise
Work Style Characteristics: he/she will desire to become the best they can or an expert in a
specific area
Primary Strengths: able to provide strengths in both the people side and the technical side of
projects and operations
Ideal Job Culture: public recognition for accomplishments
Needs for Increased Effectiveness: clear and specific job descriptions and role responsibilities
Wants for Long-Term Motivation: social recognition for success on a project or achieving a
goal
Communication Dos (for others): join in with some name-dropping and talk positively about
people and their goals
Continuous Improvement Homework: when under pressure, may become overly sensitive to
criticism
Emotions: wants to keep up with others in effort and technical performance
Goal: high ambitions for personal growth
Judges others by: self-discipline; their position and advancements
Influences others by: confidence in their ability to master new skills; developing and
following "proper" procedures and actions
Value to the organization: skilled in technical and people problem solving; proficient in
specialty
Overuses: overattention to personal objectives; somewhat unrealistic expectations of others
Under pressure: becomes restrained; sensitive to criticism
Fears: being too predictable; being unrecognized as an "expert"
Would increase effectiveness with more: genuine collaboration for common benefit;
delegation of key tasks to appropriate individuals
Practitioners value proficiency in specialized areas. Spurred by the desire to be "good at
something," they carefully monitor their own work performance. Although their aim is to be
"the" expert in an area, Practitioners frequently give the impression of knowing something
about many things. This image is particularly strong when they verbalize the knowledge they
possess on a variety of subjects. As Practitioners interact with others, they often project a
relaxed, diplomatic and easygoing style. This congenial attitude may change quickly in their
own work area when they become intensely focused on meeting high standards for
performance. Valuing self-discipline, Practitioners evaluate others on the basis of their selfdiscipline as measured by their day to day performance. They have high expectations of
themselves and others and tend to verbalize their disappointment. While they naturally tend
to

concentrate on developing an organized approach to work and increasing their own skills,
Practitioners also need to help others build skills. In addition, they need to increase their
appreciation of those who contribute to the work effort even though they may not use what
the Practitioner considers the "right way."
PROMOTER PATTERN
Basic Style Characteristics: a high trust level in working with others
Work Style Characteristics: motivated to bring a high sense of enthusiasm to projects and
ideas
Primary Strengths: potential to be an engaging presenter
Ideal Job Culture: authority equal to his/her responsibility
Needs for Increased Effectiveness: needs opportunities for involvement with a wide scope of
people
Wants for Long-Term Motivation: recognition for his/her contributions to the success of a
project
Communication Dos (for others): be clear in your explanations
Continuous Improvement Homework: may sometimes overuse the enthusiastic attitude to the
point of becoming obtrusive
Emotions: willing to accept others
Goal: approval, popularity
Judges others by: verbalization skills
Influences others by: praise, opportunities, favors
Value to the organization: relieves tension; promotes projects and people, including
themselves
Overuses: praise, optimism
Under pressure: becomes careless and sentimental; disorganized in getting things done
Fears: loss of social acceptance and self-worth
Would increase effectiveness with more: control of time; objectivity; sense of urgency;
emotional control; follow-through on promises, tasks
Promoters have an extensive network of contacts that provides an active basis for doing
business. Gregarious and socially adept, they develop friendships easily. They rarely
antagonize someone intentionally. Promoters seek favorable social environments where they
can continue to develop and maintain their contacts. Verbally skilled, they are good at
promoting their own ideas and creating enthusiasm for the projects of others. With their wide
range of contacts, promoters have access to the appropriate people who have the capacity to
help. Since Promoters naturally prefer to interact with others and participate in activities
involving people, they may be less interested in task accomplishment. They may continue to
seek out any situation involving meeting and socializing with people even though their job
requires attention to more solitary activities. They thrive on meetings, committees and
conferences. Usually optimistic, Promoters tend to overestimate the ability of others. They
often leap to favorable conclusions without considering all the facts. Coaching and direction
help Promoters to develop objectivity and an emphasis on results. Planning and controlling

time may present challenges for Promoters. By setting a time limit on talking, they can
remind themselves o the urgency of "closing" and accomplishing the task.
RESULT-ORIENTED PATTERN
Basic Style Characteristics: may be seen by some as aggressive and determined to meet or
exceed goals or expectations
Work Style Characteristics: has a high expectation for others to keep up and maintain a rapid
pace
Primary Strengths: thrives in competitive situations
Ideal Job Culture: challenges to solve new problems
Needs for Increased Effectiveness: to become more aware of his/her impact and approach
toward others in the organization
Wants for Long-Term Motivation: authority equal to the responsibility he/she is given in
his/her role
Communication Dos (for others): be specific about whats needed to be done, and who is
going to do it
Continuous Improvement Homework: may act too impulsively at times: a combination of the
ego and optimism
Emotions: high verbalized ego strength; displays rugged individualism
Goal: dominance and independence
Judges others by: ability to accomplish the task quickly
Influences others by: force of character; persistence
Value to the organization: "show 'em" attitude and actions
Overuses: impatience; win-lose competition
Under pressure: becomes critical and fault-finding; resists participating in a team; may
overstep boundaries
Fears: others will take advantage of them; slowness, especially in task activities; being too
"soft" or "close" with others
Would increase effectiveness with more: verbalization of their reasoning; seeking other views
and ideas about their goals when solving problems; genuine concern for others; patience and
humility
Result-Oriented people display a self-confidence some may interpret as arrogance. They
actively seek opportunities that test and develop their abilities to accomplish results. ResultOriented persons like difficult tasks, competitive situations, unique assignments and
"important" positions. They undertake responsibilities with an air of "I'll do it!" and, when
they have finished, "I told you I could do it!" Result-Oriented people tend to avoid
constraining factors such as direct controls, time-consuming details, and routine work.
Forceful and direct, they may have difficulties with others. Prizing their independence,
Result-Oriented people may become restless when involved with group activities or
committee work. Although Result-oriented people generally prefer to work alone, they may
persuade others to support their efforts especially in completing routine activities. Resultoriented people are quick in thought and action. They are impatient and fault-finding with
those who are not, evaluating others on their ability to get results. They are determined and

persistent even in the face of antagonism. Result-Oriented people take command of the
situation if they think it is necessary, whether they are in charge or not. In their
uncompromising drive for results, they may appear blunt and uncaring.
SPECIALIST PATTERN
Basic Style Characteristics: shows extreme high levels of patience in working with others
Work Style Characteristics: known by others to have a long fuse and is not easily angered
while on the job, although they may take some of the anger and vent it at home
Primary Strengths: willing to work hard for a mission, cause, project, or purpose
Ideal Job Culture: a secure work situation, in exchange for the loyalty and work-ethic
demonstrated
Needs for Increased Effectiveness: sufficient time to consider alternatives prior to making
changes
Wants for Long-Term Motivation: a moderate to greater level of security in the environment
Communication DOs (for others): break the ice with a brief personal comment
Continuous Improvement Homework: may hold too much to past tradition in procedures and
processes
Emotions: calculated moderation, accommodation
Goal: maintain the status quo; controlled environment
Judges others by: friendship standards, then competence
Influences others by:consistency of performance; accommodating others
Value to the organization: short-term planner; predictable, consistent; maintains steady pace
Overuses: modesty; low risk-taking; passive resistance to innovation
Under pressure: becomes adaptable to those in authority and group-thinking
Fears: change, disorganization
Would increase effectiveness with more: sharing of their ideas; self-confidence based on
feedback; shortcut methods
Specialists "wear well" with others. With their moderate, controlled stance and modest
demeanor, they are able to work well with a number of behavioral styles. Specialists are
considerate, patient, and always willing to help those they consider friends. Indeed, they tend
to build close relationships with a relatively small group of associates in the work
environment. Their efforts are directed toward retaining familiar and predictable patterns.
Most effective in specialized areas of endeavor, Specialists plan their work along directed
channels and achieve a remarkable consistency of performance. Appreciation from others
helps to maintain that level. Specialists are slow to adapt to change. Prior conditioning gives
them time to change their procedure and still maintain a consistent level of performance.
Specialists may also require help in starting new projects and in developing shortcut methods
to meet deadlines. Finished projects are often put aside for later finalization. One piece of
advice: Throw away some of those old folders in the file cabinet!
OVERSHIFT PATTERN
Before you proceed, review your profile graph scores for the possibility of errors made in
computing your responses or plotting your scores. An Overshift Pattern occurs when all four

plotting points are positioned in the upper portion of the graph. This indicates that the person
has considered all four behavioral styles to be of equally high importance. As a result, the
shape of the profile does not match any of the commonly occurring Classical Profile Patterns.
Classical Patterns represent combinations of high and low plotting points and the Overshift
pattern has only high plotting points. When an overshift occurs in Graph III, it is
recommended that one of the other two graphs be used for interpretation, remembering that
Graph I or Graph II represents only half of the responses. It may be helpful to retake the
Profile with a clearer focus.
TIGHT PATTERN
Before you proceed, review your profile graph scores for the possibility of errors made in
computing your responses or plotting your scores. A Tight Pattern occurs when all four
plotting points are positioned in the midzone of the graph with only one segment difference
between the four points. This response indicates that the person has considered all four
behavioral styles to be of equal importance. As a result, the shape of the profile does not
match any of the commonly occurring patterns. Classical Profile Patterns represents the
combination of high and low plotting points and the tight Pattern has plotting points only in
the midzone. When a Tight Pattern occurs in Graph III, it is recommended that one of the
other two graphs be used for interpretation, remembering that Graph I or Graph II represents
only half of the responses. It may be helpful to retake the Profile with a clearer focus.
UNDERSHIFT PATTERN
Before you proceed, review your profile graph scores of the possibility of errors made in
computing your responses or plotting your scores. An Undershift Pattern occurs when all four
plotting points are positioned in the lower portion of the graph. This response indicates that
the person has considered all four behavioral styles to be of equally low importance. As a
result, the shape of the profile does not match any of the commonly occurring patterns.
Classical Profile Patterns represent the combination of high and low plotting points and the
Undershift Pattern has only low plotting points. When an Undershift Pattern occurs in Graph
III, it is recommended that one of other two graphs be used for interpretation, remembering
that Graph I or Graph II represents only half of the responses. It may be helpful to retake the
Profile with a clearer focus.