DaySome Pro2 Individual report

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INDIVIDUAL REPORT
Some Day
06/04/15
Maximum Potential
2854 Highway 55 Suite 150
St. Paul, MN 55121
800-416-9570
info@maximumpotential.com

Individuals have a recognizable and understandable behavioral style. Style can be
described as the way people think, solve problems, express feelings and interact with
others to get a job done. There is a simple key to understand how people behave. It is the
“The DISC Model of Human Behavior.” We all exhibit each of the four behavioral traits.
The intensity of each behavior we exhibit determines our personal behavior style.
This model of behavior was developed by William M. Marston, PhD. Marston’s four dimension DISC model has been
tested, proven accurate and effective with millions of people worldwide. The terms most often associated with Marston’s
Behavioral Model are: Dominance, Influence, Steadiness and Compliance. These factors can range in intensity and work
independently or in tandem with the other behavioral factors. The relationship of these factors describes an individual’s
behavior. The Proception2 report describes an individual’s DISC behavioral traits in a work environment.
The report generated by completing the Proception2 questionnaire is intended to help individuals and management
achieve a better understanding of this individual’s behavioral style. It can be used to develop strategies and methods to
help an individual increase their personal flexibility in working relationships with clients, managers, peers and staff. It is
important to know that there is not a DISC behavior that is more desirable than another. This report will provide helpful
insight into the individual’s behavioral strengths and areas in need of possible improvement.
INTRODUCTION
This report is not designed to recommend or not recommend any person for employment or hiring for a specific job or
position. A hiring decision should not be based upon this report. This report and all behavioral type reports should be
used in accordance with applicable employment laws.
Compliance
“Procedures”
Traits of a High C:
Communication: Direct, using facts
and data
Motivated By: Attention to detail
Priority: Facts
Basic Weakness: Inﬂexible
Key Strength: Planning and organizing.
C D
S I
Note: The higher the
C the greater need to
follow procedures.
The lower the C the
lower need to follow
procedures.
Dominance
“Problems”
Traits of a High D:
Communication: Direct and to the Point
Motivated By: Competition
Priority: Goals
Basic Weakness: Impatient
Key Strength: Makes Quick Decisions
Note: The higher
the D the quicker
to anger.
The lower the D the
slower to anger.
Steadiness
“Pace”
Traits of a High S:
Communication: Slow and deliberate
Motivated By: Safety and Security
Priority: Pleasing others
Basic Weakness: Lack of Assertiveness
Key Strength: Patient and Helpful
Note: The higher
the S the greater
need for task
completion.
The lower the S the
lower need for task
completion.
Influence
“People”
Traits of a High I:
Communication: Fast, Emotional
and Exciting
Motivated By: Inﬂuencing Others
Priority: People
Basic Weakness: Not Listening Effectively
Key Strength: Verbal Skills
Note: The
higher the I the
greater the
emotion.
The lower the I
the less the
emotion.
Some Day
Distributed By Maximum Potential 1

NOTABLE PRIMARY BEHAVIORS
Some Day
Distributed By Maximum Potential
As individuals, we have a style of behavior that is most natural. It is the behavior we are comfortable using when working
with problems, people, pace and change, and following rules and procedures. This section of the report provides insight
into how Some prefers to function in a work environment.
Read this section of the report carefully to gain insight into how he uses his Natural (Primary) style in a work
environment.
D = Dominance
How Some Solves Problems
Some tends to work closely with decision-makers to improve his opportunity for success, while tolerating their divergent
opinions. He can have strong convictions, but may yield to others when he is challenged directly. He prefers to take
direction from others rather than be the source of instructions and directions. Some places a high value on following
established rules, procedures, and guidelines. Some is indirect in his approach to a situation. He deliberates before taking
action and considers the risks involved to prevent problems. Because Some's approach is usually conservative and
traditional in determining goals and objectives, he does not make decisions outside his basic scope of experience.
I = Influence
How Some Influences Others
Some wants to give others the opportunity to express their views and opinions. He attempts to encourage them through
words of motivation and inspiration. When interpersonal tensions arises,he uses conciliatory language to prevent the
situation from escalating. He makes an effort to listen to the ideas of others, while allowing them the opportunity to discuss
their ideas. Some finds it important to talk to his team members regarding methods of solving problems. He listens to the
opinions of others, but does not accept those opinions at face value. He studies their opinions and expresses approval
when he has verified their conclusions.
S = Steadiness
How Some Reacts and Responds to Change
When problems arise, Some stays calm and work to keep things in order. Some strives to find ways to fit into the team
effort. He seeks to find a level of comfort in working with those around him. He questions those who attempt to implement
change that affects him personally. His goal is to keep things as they are, and he does not appreciate any fast or
unexpected change. Some is seen as practical and reliable by members of his work group. Some is most often an easy-
going and relaxed person, who is willing to accommodate his schedule or actions to meet the demands of others. He often
spends time looking back on a situation or problem and pondering how it could have happened, rather than considering
what action to take from here. Some has a nostalgic admiration for the past and thoughtful apprehension for the present.
He can develop strong loyalties if he feels he is being dealt with fairly. Some is most times willing and ready to follow
capable leadership. He is not likely to anger easily. Others perceive him as relaxed, undemonstrative, and easy going. He
wants to build close relationships with a small group of associates or team members.
C = Compliance
How Some Displays Independence or Dependence
Some prefers to work in a friendly and harmonious environment. He often wants to turn the tables when others attempt to
push too hard. He may give managers or supervisors a false sense of compliance by appearing to follow rules and
procedures. He can tune out events beyond his control. This gives him the ability to concentrate on the situation at hand.
He is alert and ready to adapt respected systems and procedures to a given situation or problem, but he is cautious and
takes time to assess the possible consequences. Some processes information with an open mind that is based on the
need to use an approach that shows balanced judgment and internal awareness of the political and economic implications
of a decision.
2

ADJUSTMENT TO THE WORK ENVIRONMENT
Some Day
Individuals have the ability to adjust their Natural (Primary) style to meet the real or perceived requirements of their
work environment. This section of the Proception2 report shows how Some may make adjustments to his Natural
(Primary) behavioral style to meet these requirements. The more this section is different from an individual's
Notable Primary Behaviors, the more they may feel the need to adjust their behavior to meet the real or perceived
demands of the work environment. Small adjustments generally indicate Some has found a comfort zone in the
work environment. As an individual establishes or changes workplace roles or goals, they may move in and out of
their comfort zone.
D = Dominance
How Some Solves Problems
He limits risk by becoming involved in a program, project or idea one small step at a time. His philosophy is, "A small
mistake is more acceptable than a total failure." Only after he has made a well thought-out decision is he prepared to
move ahead. Some makes a concerted effort to work hard for those whom he feels deserve his efforts. Some can be
upsetting to others when he vacillates in making a decision or attempts to avoid dealing with tough issues. He may
disappoint others by declining challenging tasks or expecting others to make the first move.
I = Influence
How Some Influences Others
Some promotes discussion and encourages others to look at various options that may be available to resolve an issue or
problem. When this process is complete, he expects others to respond positively and be ready to take action. He asks
others for input and discussion, but he generally makes the ultimate decision by himself. He looks for ways to make the
work he is doing fun and exciting. He can bring humor to a presentation, meeting, or discussion. Some wants to try a
variety of alternatives when confronted with a difficult problem. Some exerts vigorous efforts in his work and expects
others to respond to his lead. He enjoys communicating with people, even when they disagree with his point of view. He is
aware of the need for their supportive strength, which they can provide to ensure success in a project or program. When
attending lengthy meetings, he can seem bored by it all. This boredom can be observed by his shifting in his chair,
notepad doodling, standing, or even talking to the person seated next to him. Some's style is typically the one using
slogans or sayings like, "Why work if it isn't fun?" or "Are we having fun yet?" He will be seen as restless and impulsive,
having difficulty sticking with any job or task he feels is boring. He will often attempt to use equipment without looking at
the directions or instructions. If he can't get it to work, he will find someone he knows and have them show him how it
functions. Some is motivated to look for the good in others. He generally feels that individuals who are not performing the
job well should be given another opportunity to succeed. He must realize there is a point in time when he must make a
decision based on the individual's lack of performance. People with Some's style are often called the visionaries of the
world. He looks beyond the usual, preferring to use imagination and creativity to solve a challenging problem.
S = Steadiness
How Some Reacts and Responds to Change
Some wants his role and responsibilities clearly defined. He shares the credit for a job well done with coworkers and team
members. Some works at a rapid pace and maintain the pace when his personal efforts are recognized and rewarded. For
Some, an incentive for a job well done is be reflected in the form of higher compensation or additional benefits. He is seen
as an even-tempered individual who makes an effort to revise his work, schedule or timetable to meet the requests of
others. Some maintains a strong sense of duty to others when he feels others treat him fairly. He respects and follow
leadership that is effective, because he prefers to be a member of the team and not the leader. He is seen as a supportive
team member who is always willing to help those he considers friends. Some wants to have a personal relationship with a
small group of associates.
C = Compliance
How Some Displays Independence or Dependence
He sees rules and procedures that need to be interpreted and will use good judgment in their interpretation. Potential
ideas are assessed using his personal experience and recognized facts. He likes to be independent of others' rules and
procedures, but realizes that even he must follow some rules and procedures. He is comfortable with the unconventional,
3

ADJUSTMENT TO THE WORK ENVIRONMENT
Some Day
which allows him to generate new and unusual ways to solve problems. His potential to improvise is great, and he is most
energized when he is on his own. He is an advocate of individualism and investigates any opportunity or possibility. Some
approaches problems in an innovative, groundbreaking and pioneering manner. He usually has no vested interest in the
particular methods or processes used by others.
4

POTENTIAL STRENGTHS IN BUSINESS
PREFERRED WORK ENVIRONMENT
Some Day
Individuals strive to maximize their strengths. The Proception2 report highlights the potential behavioral traits and
aptitude Some brings to the work environment. This information will help him and the organization maximize his
behavioral strengths.
There is a work environment in which an individual feels most comfortable. It is an environment that meets their
behavioral needs to produce their best results. Most time's individuals have the ability to be flexible and use their
intelligence to adjust their behavior to be productive in various work environments. The traits listed provide an
overview of Some's Preferred Work Environment at this time.
Some's style:
A work environment:
Meets rigid specifications.•
Creates solutions that conform to organizational policies.•
Has a high regard for authority, protocol, and systems.•
Likes to be a team player.•
Possesses a personal magnetism.•
Persuades without antagonizing.•
Is a good listener.•
Gives recognition to deserving individuals.•
Places organizational interest ahead of personal convenience.•
Is careful not to upset others.•
Deliberates before taking action.•
Will cooperate with others.•
That allows him to meet his high standards.•
Where he can use his organized and systematic approach.•
With tasks that allow him to work alone.•
That allows him to use his creative thinking to find new ways of doing things.•
That will let him use his people skills.•
Where he can take action without a lot of preparation.•
With work relationships without conflict or confrontation.•
With sensible and realistic work processes.•
Where he can work at a consistent pace to get the job done.•
With time to think before having to take action.•
With sanctions and directions, which provide a sense of security.•
With guidance and directions in prioritizing the action to be taken on projects.•
5

STRENGTHS TO THE TEAM
Some Day
Successful teams are comprised of unique team members. Each behavioral style has strengths that can benefit a
team. Great team members use their natural strengths to contribute to team goals. This section of the Proception2
report highlights the behavioral traits and talents Some brings to the team.
Some:
Sets a good example for team members by the quality of his work.•
Is careful in his thoughts or actions as a member of the team.•
Investigates all sides of an issue or problem.•
Enjoys being part of a team environment.•
Inspires colleagues and subordinates to cooperate and excel.•
Breaks up the monotony of teamwork or meetings.•
Is a strong team participant.•
Has a strong sense of teamwork and purpose.•
Exhibits patience as a member of the team.•
Works on problems and issues that are repetitive and tedious.•
Has respect for the team leader.•
Fairness is one of his strongest motivatiors.•
6

PERFORMANCE ENHANCEMENT
PERSONAL PERFORMANCE MOTIVATORS
Some Day
This section of the Proception2 report highlights suggestions on how Some can improve performance in the workplace.
Review these suggestions with a coach, mentor or supervisor/manager to determine how they can be integrated into a
personal development plan that will improve productivity.
Each behavioral style is driven by different motivational needs and desires. Performance improves when personal
motivators are included in the work environment. While some of the Performance Motivators listed on this page are being
met, others are not. It will be helpful for to note the motivators that are most important, but are not presently being
incorporated into Some's daily motivation and supervision.
Some may need:
Some prefers:
To be less skeptical and more trusting.•
To be more flexible in his approach to problem solving and not get bogged down in his own thoughts.•
To be less formal when interacting with others.•
To put standards and expectations in writing, then communicate them clearly to others.•
To establish deadlines for making specific decisions.•
Deadlines for making decisions as he can put off the decision-making process.•
To look beyond the obvious to gain insight into a problem or issue.•
To be reminded to make decisions in a timely manner.•
To remember he can't please all of the people all of the time.•
Assignments with clear and detailed instructions.•
Support from his boss or the rules.•
Help in beginning new projects or difficult tasks.•
A structured environment with procedures in writing.•
An environment where decisions are made in a non-emotional manner.•
A work environment where he can use his tact and diplomacy.•
An opportunity to verbalize his dreams.•
A job or position where he can enjoy the social aspect of work.•
To have the opportunity to organize events.•
Time to plan for and adjust to change.•
To be appreciated for his genuine concern for his work team.•
Jobs or projects he can complete before being required to move on to another.•
To work with a manager or supervisor he respects.•
Sufficient time to think and plan for resolving the issue or project.•
A work environment free of risks and hazards.•
7

COMMUNICATION BUILDERS
COMMUNICATION BARRIERS
Some Day
Communication is the cornerstone of building relationships, achieving productivity, and maintaining motivation.
Communicating with Some will be accomplished best by incorporating the recommendations outlined on this page.
Using these recommendations will provide an opportunity to improve communication, improve relationships, promote
credibility, and gain increased productivity.
We are aware of communication mistakes and errors others make when communicating with us. These can create
Communication Barriers. We know what we don't like others to do, say, or use when communicating with us. It would be
helpful to reduce or eliminate the barriers listed below to improve communication with Some.
When communicating with Some, do:
When communicating with Some, don't:
Speak at a lower volume, while maintaining a reserved demeanor.•
Go into considerable detail.•
Provide accurate and factual evidence.•
Be more casual and informal.•
Be ready to let him indulge in some fun.•
Let him be in the spotlight.•
Be more casual and informal than usual.•
Provide assurance that there will be no glitches.•
Give time, if possible, to consider recommendations thoroughly before he is required to make a decision.•
Allow time for questions.•
Come prepared and be sincere in your approach.•
Maintain discussions at a conversational level.•
Be indecisive about what you expect.•
Make inconsistent or conflicting statements.•
Forget to follow-up as promised.•
Write long memos with lots of information.•
Overlook demonstrating excitement and enthusiasm.•
Fail to give him credit for a job or project well done.•
Talk too much or over control the conversation.•
Come across too strong or forceful.•
Intimidate him by raising your voice.•
Be sarcastic or critical when he makes a mistake.•
Overwhelm him with complicated details or information.•
Accept that he has automatically understood you.•
8

PERSONAL GROWTH SUGGESTIONS
Some Day
Each of us prefers to see ourselves in a positive way. While Some brings many outstanding strengths to the work
environment, there are areas of behavior that could impede success. This section of the Proception2 report contains
suggestions to consider that can improve the behavioral tendencies that can slow or hinder the achievement of desired
performance goals.
Some may:
Be overly concerned with following the rules and procedures.•
Get caught up in the details.•
Discipline following the rules and regulations, even when it may not be appropriate.•
Feel his enthusiasm will overcome most problems.•
Put important projects off until the last minute, feeling he can get it done under pressure.•
Have difficulty disciplining others, which could let small issues grow into bigger problems.•
Will wait for others to provide instructions or directions.•
Take longer to make decisions when new projects, programs, or ideas are involved.•
Have ideas for improvement, but often will not present them for fear of having to change.•
show little intensity when working toward a goal or objective.•
Have ideas for change, but hesitate to suggest or implement them.•
Let others take advantage of his low-key nature.•
9

HIGHSIDEBEHAVIORLOWSIDEBEHAVIOR
DOMINANCE
Problems
INFLUENCE
People
STEADINESS
Pace
COMPLIANCE
Procedures
PRIMARY WORD PORTRAIT
Some Day
This page of the Proception2 report highlights words that can be associated with Some's behavioral style. These words
provide insight into how he prefers to solve problems, work with others, react to the pace of the work environment and
respond to guidelines and procedures established by others.
Challenging Extroverted Rigid Painstaking
Self-Centered Motivating Undemonstrative Wary
Relentless Charismatic Systematic Meticulous
Driving Subjective Reluctant to change Precise
Innovative Spirited Deliberate Quality oriented
Strong-Minded Expressive Steady Exacting
Resolute Convincing Unhurried Accurate
Competitive Animated Consistent Prudent
Goal oriented Outgoing Thoughtful Compliant
Decisive Upbeat Reliable Cautious
Assertive Trusting Careful Organized
Enterprising Warm Unruffled Neat
Strong Friendly Calm Conservative
Determined Congenial Composed Tactful
Positive Sociable Relaxed Diplomatic
Purposeful Contemplative Eager Steadfast
Reasonable Objective Quick Original
Moderate Cool Unsettled Self-reliant
Tentative Doubting Flexible Confident
Reserved Rational Energetic Bold
Uncertain Logical Animated Stubborn
Accommodating Questioning Spontaneous Independent
Conservative Realistic Restless Unconventional
Cautious Reflective Versatile Resourceful
Amenable Analytical Spur-of-the-moment Autonomous
Unassuming Critical Dynamic Opinionated
Humble Calculating Hurried Individualistic
Restrained Skeptical Intense Radical
Complacent Introspective Zealous Fearless
Acquiescing Reclusive Impulsive Reckless
10

DOMINANCE
Problems
INFLUENCE
People
STEADINESS
Pace
COMPLIANCE
Procedures
ADJUSTED WORD PORTRAIT
Some Day
This section of the Proception2 provides insight into why an individual's Natural (Primary) style may not always be
compatible with the demands of the work environment. This section highlights words that suggest how Some perceives
the need to adjust his behavioral style to solve problems, work with others, react to the pace of the work environment
and respond to guidelines and procedures established by others.
Challenging Extroverted Rigid Painstaking
Self-Centered Motivating Undemonstrative Wary
Relentless Charismatic Systematic Meticulous
Driving Subjective Reluctant to change Precise
Innovative Spirited Deliberate Quality oriented
Strong-Minded Expressive Steady Exacting
Resolute Convincing Unhurried Accurate
Competitive Animated Consistent Prudent
Goal oriented Outgoing Thoughtful Compliant
Decisive Upbeat Reliable Cautious
Assertive Trusting Careful Organized
Enterprising Warm Unruffled Neat
Strong Friendly Calm Conservative
Determined Congenial Composed Tactful
Positive Sociable Relaxed Diplomatic
Purposeful Contemplative Eager Steadfast
Reasonable Objective Quick Original
Moderate Cool Unsettled Self-reliant
Tentative Doubting Flexible Confident
Reserved Rational Energetic Bold
Uncertain Logical Animated Stubborn
Accommodating Questioning Spontaneous Independent
Conservative Realistic Restless Unconventional
Cautious Reflective Versatile Resourceful
Amenable Analytical Spur-of-the-moment Autonomous
Unassuming Critical Dynamic Opinionated
Humble Calculating Hurried Individualistic
Restrained Skeptical Intense Radical
Complacent Introspective Zealous Fearless
Acquiescing Reclusive Impulsive Reckless
11

100 100
90 90
80 80
70 70
60 60
50 50
40 40
30 30
20 20
10 10
0 0
D DI IS SC C
Primary Style is the behavioral response that
is most reflective of the “real person.” It is
also called your Natural Style. The Primary
or Natural Style is referred to as an individual’s
basic style. The Primary Style is usually very
consistent, and over time does not change
significantly.
Adjusted Style is an individual’s response to
their work environment. It reflects the behavior
they feel will give them the best opportunity to
succeed in their job. An individual will often
adjust their behavior to meet the needs and
demands of a new work environment.
PRIMARY STYLE ADJUSTMENT TO THE
WORK ENVIRONMENT
GRAPHIC PROFILE
Some Day
42% 52% 72% 56% 35% 70% 66% 39%
12

INFLUENCE
People
Emotional
Non-Emotional
200 40 60 80 100
Primary Style Adjusted Style
COMPLIANCE
Procedures
Compliant
Less Compliant
200 40 60 80 100
STEADINESS
Pace
Slower Pace
Faster Pace
200 40 60 80 100
DOMINANCE
Problems
Direct
Indirect
200 40 60 80 100
INTENSITY OF DISC BEHAVIORS
Some Day
Everyone has a Primary (Natural) and an Adjusted (Adapted) behavioral approach to work. Each graph represents the
intensity of a Primary DISC behavior and an Adjusted DISC behavior.
The Diamond symbol represents the Natural ( Primary) behavior for each dimension of DISC. The Circle symbol
represents the Adapted ( Adjusted) behavior for each dimension of DISC.
The more a diamond or circle moves up and to the right for a behavior, the greater the intensity of that
behavior.
13

STYLE MAP
Some Day: 35
Some Day
Distributed By Maximum Potential 14

MY ACTION PLAN
Name
Organization
What are my personal and development goals? How can I best achieve these goals?
What are my talents and strengths? What knowledge or skills do I need to enhance?
What are my development goals for the next 12 months? What specific actions can I take to achieve these goals?
Date
•
•
•
•
•
•
Some Day
Your next step is to review your report and work with your manager/supervisor, when possible, to identify areas for your
personal development. This step is about getting creative, broadening your thinking and coming up with an action plan
for personal development you may not have considered before.
The next step is all about focusing, narrowing down your options, and setting clear deadlines for the actions you plan to
take. Use the sections below to help you get started.
15

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