DISC & MOTIVATORS REPORT FOR

Joseph Johnson
10/14/2023

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This report contains a summary of your DISC and Motivators results. If you are looking for
deeper insights into your results, see the last page of this report.

UNDERSTANDING DISC & MOTIVATORS

DISC STYLES

DISC is a simple, practical, easy to remember and universally applicable model. It focuses on individual patterns of
external, observable behaviors and measures the intensity of characteristics using scales of directness and openness
for each of the four styles: Dominance, Influence, Steadiness, and Conscientious.

Your DISC Style: Fact-Finder

Fact-finders bring a keen sense of quality control and detail orientation to the projects in which they engage. Like a
detective, they work at the intersection of facts, logic, and intuition. They do their homework and come prepared
with background knowledge and information. They appreciate it when others do the same. They may be quiet and
build respect for others when they recognize equally high quality control interest. Data, facts, and logic drive their
decision-making.

 Personal direction: If it's worth doing, it's worth doing right the first time

 Strengths offered: Driven by obtaining the facts, data, and objective analysis of issues

 General characteristics: High degree of focus on the correct steps necessary to reach a project goal

 Contributions to others: Supports attention and focus on quality of evidence and analytical thinking

 Getting along with others: Appreciates when others come prepared and do their homework

 When stressed: Can become overly alarmed and anxious in risky or uncertain situations

 Keep in mind: May spend too much time on analysis and create unintentional bottlenecks

 Additional notes: High detail orientation and strong critical thinking, but may need to increase
decisiveness and interaction with others

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An Overview of Your DISC Style

Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.

You score like those who like to make sure they do things correctly the first time. Thus, you may require additional
time in the short run to prevent mistakes in the long run. Some people in the organization might not understand the
fact that one more review over the procedures, or one more look at the copy before it goes to press, may be an
excellent insurance against wasted effort in the future. (Show this portion of the paragraph to colleagues who might
have complained that things were taking too long.)

You may neglect to verbalize criticism of processes unless asked, at which point you may suddenly provide a wealth
of practical information and ideas. Your attention to details is valuable to the team, but you may need to learn to
vocalize concerns more quickly and assertively. Resist the thought that you might be making waves; instead, reason
that you may be helping to calm future waves.

You score like those who prefer clearly defined roles and responsibilities. You like precise job descriptions, with little
overlap of activity or break from routine. Defined roles serve as an excellent base from which to operate, as long as it
is understood that the unexpected sometimes happens, and that such times may call for more flexibility.

Your response pattern indicates that you tend to be less talkative in larger groups, and as a result, perhaps somewhat
difficult to get to know on a personal level. This doesn't necessarily have to be a negative trait. As a piece of coaching,
we suggest that you attempt to warm up to people more quickly to help put them at ease. Engage in supportive
conversation as a way to break the ice. This may pull you out of your comfort zone, but it will help others get to know
who you are, even as you learn more about them.

You may tend to align with others who show a talent for quality control. You feel a certain "safety in numbers" when
you find others of a similar style, especially those with similar behavioral traits. This helps serve two purposes
simultaneously. Firstly, you are able to compare notes and ideas and reinforce those ideas with a cadre of like-
minded people. Secondly, since you tend to avoid confrontation with others, you allow yourself security in the
knowledge that others who share a similar opinion may be able to speak more forcefully as a group than as
individuals.

You like to be aware of rules, procedures, and protocol so that you can adhere rigidly to them. You may express
disappointment when others don't meet the same standards. Rules were meant to be followed, not bent or broken.
If all members of the team understood that, there would be fewer snags in the midst of projects. When things are
written down, they are clear for all to understand and act upon. Mistakes happen when corners are cut, when things
move in a rapid or careless way, or when members invent their own rules and make arbitrary, situational changes to
them.

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An Overview of Your Motivators

Aesthetic - Strong desire and need to achieve equilibrium between the world around us and ourselves (within) while
creating a sustainable work/life balance between the two. Creative, imaginative, arty, mystical and expressive, this style may
redefine or resist real world approaches to current challenges.

Based on your Motivators assessment Aesthetic score: You will balance yourself between creative alternatives and practical
approaches without being extreme in either dimension.

• You can work well with others to create and transform.

• You possess a healthy balance between style, purpose, and function.
• You keep impractical and creative/mystical types grounded.
• You can appreciate others' needs to express their creativity.

Economic - The motivation for security from self-interest, economic gains, and achieving real-world returns on personal
ventures, personal resources, and focused energy. The preferred approach of this motivator is both a personal and a
professional one with a focus on ultimate outcomes.

Based on your Motivators assessment Economic score: You will balance yourself between being satisfied with what you have
and a need for more.

• You may have already achieved substantial economic goals of your own.
• Your score indicates a balance between being satisfied with what you have and the need for more.
• Your score indicates that there would be no excessive need to win when engaging with others.
• You have the ability to identify with individuals who have both high and low satisfaction rates.

Individualistic - Need to be seen as autonomous, unique, independent, and to stand apart from the crowd. This is the
drive to be socially independent and have opportunity for freedom of personal expression apart from being told what to do.

Based on your Motivators assessment Individualistic score: You can both lead and follow and can be flexible between taking a
stand or sitting quietly.

• You will be happy to yield your position if warranted in an effort to give others a chance at their ideas and contributions.
• You have the ability to identify with and understand individuals who have both high and low satisfaction rates.
• When compared to others, you are unlikely to be extreme in your need to be unique or set apart from the crowd.
• Your score indicates a balance between being an individual and a team player.

Power - Being seen as a leader, while having influence and control over one's environment and success. Competitiveness
and control is often associated with those scoring higher in this motivational dimension.

Based on your Motivators assessment Power score: You can mediate all available ideas without an excessive need to control
outcomes.

• You will likely be on board with leaders who are competent, but may struggle with leaders who seem unskilled.
• You can be both cooperative and competitive depending on the situation at hand.
• You are able to understand both aggressive and passive leaders.
• You're a stabilizing force in normal team operations and will lead if necessary, but you don't need to.

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An Overview of your Motivators - Continued

Altruistic - An expression of the need or energy to benefit others at the expense of self. At times, there’s genuine sincerity
in this dimension to help others, but not always. Oftentimes an intense level within this dimension is more associated with
low self-worth.

Based on your Motivators assessment Altruistic score: You are able to balance your own needs and the needs of others on the
team.

• You're a stabilizing force between givers and takers and have no extreme view.
• You can both help and hold back. You are able to discern between real needs and when people simply have complaints.
• You are able to understand both the poor and the affluent equally without harsh judgment of either one.
• You can think clearly, logically, and with balanced judgment about the needs of others as well as your own personal needs.

Regulatory - A need to establish order, routine and structure. This motivation is to promote a black and white mindset and
a traditional approach to problems and challenges through standards, rules, and protocols to color within the lines.

Based on your Motivators assessment Regulatory score: You understand structure but will not be bound by another’s idea if it
does not work for you.

• You may desire a more stable atmosphere with some structure and uniformity.
• You can appreciate details to a point, but will likely not depend on them.
• You understand structure, but will not be bound by another's idea if it does not work for you.
• You can work with both leaders and followers and will bring something to the table with either one.

Theoretical - The desire to uncover, discover, and recover the "truth.” This need to gain knowledge for knowledge sake is
the result of an “itchy” brain. Rational thinking (frontal lobe), reasoning and problem solving are important to this dimension.
This is all about the “need” to know why.

Based on your Motivators assessment Theoretical score: You have an excessive need to uncover, discover, and recover the
truth and will spend the necessary time to learn it all.

• You will steer clear of subjective matters and stick to what can be measured or proven.
• You are a life-long learner.
• You have an excessive need to uncover, discover, and recover the truth.
• You need proof.

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A General Overview of the Four DISC Styles
The Dominant ‘D’ Style: look at my accomplishments!
Goals and Fears
Dominant ‘D’ Styles, driven by the inner need to lead and be in personal control, take charge of people and situations
so they can reach their goals. Since their key need is achieving, they seek no-nonsense, bottom line results. Their
motto is: "Lead, follow, or get out of the way." They want to win, so they may challenge people or rules. Similarly,
Dominant ‘D’ Styles also accept challenges, take authority, and go head first into solving problems. Closely related to
Dominant ‘D’ Styles' goals are their fears: falling into a routine, being taken advantage of, and looking "soft". So, they
may go to extremes to prevent those fears from materializing. They may act impatient, but they make things happen.

"Do as I say"
Since Dominant ‘D’ Styles need to have control, they like to take the lead in both business and social settings. As
natural renegades, they want to satisfy their need for autonomy. They want things done their way or no way at all.

Strengths and weaknesses

They work quickly and impressively by themselves. They try to shape their environments to overcome obstacles en
route to their accomplishments. They seek maximum freedom to manage themselves and others, using their
leadership skills to become winners. They often have good administration and delegation skills.

These assertive types tend to appear cool, independent, and competitive. They opt for measurable results, including
their own personal worth, as determined by individual track records. Of all the types, they like and initiate changes
the most. We symbolize this personality type with a lion--a leader, an authority. At least, they may, at least, have the
inner desires to be #1, the star, or the chief.

Less positive Dominant ‘D’ Style components include stubbornness, impatience, and toughness. Naturally preferring
to take control of others, they may have a low tolerance for the feelings, attitudes, and "inadequacies" of co-workers,
subordinates, friends, families, and romantic interests.

From general to specific

Dominant ‘D’ Styles process data conceptually by using deductive reasoning--from general to specific information.
They are more comfortable using the left brain more than the right. When combined with their need for control, this
helps us better understand the emphasis on getting down to the bottom-line results.

Masters of "mind control"

They are adept at blocking out distractions when they immerse themselves in projects. They don't hear voices, sirens,
or doorbells. They seem to channel all their energies into specific jobs.

Venting relieves their tension

Under pressure, Dominant ‘D’ Styles are likely to rid themselves of anger by ranting, raving, or challenging others.
They naturally react to tense situations with a fight response. Although this venting allows the relief of their own
inner tensions, other styles may feel intimidated by this stress reducing practice. But the Dominant ‘D’ Styles' barks
usually exceed their bites, and they may soon forget what specifically upset them in the first place.

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 The Interacting ‘I’ Style: hey, look at me!
Outgoing, Supporting, Interacting ‘I’ Styles
Interacting ‘I’ Styles like to go where the action is. Typically, they are outwardly energetic or fast-paced, and
relationships tend to naturally take priority over tasks. They try to influence others in an optimistic, friendly way
focused on positive outcomes, whether in the social or work environment. In other words, if they show others that
they like them, they figure others will be more likely to reciprocate by responding favorably towards them. Since
recognition and approval motivate him, he often moves in and around the limelight and hub of activity.

Goals and Fears

He wants your admiration and thrives on acknowledgment, compliments, and applause. "It's not just whether you
win or lose. . .it's how you look when you play the game." People's admiration and acceptance typically mean more
to this type than to any other. If you don't talk about him, he may spend considerable time talking about his favorite
subject--himself--to gain the acceptance he wants. His biggest fear is public humiliation--whether appearing
uninvolved, unattractive, unsuccessful, or unacceptable to others. These frightening forms of social rejection
threaten the Interacting ‘I’ Style's core need for approval. Consequently, he may go to extremes to avoid public
humiliation, lack of inclusion, or loss of social recognition.

Strengths and weaknesses

Interacting ‘I’ Styles' primary strengths are their enthusiasm, persuasiveness, and friendliness. They are idea people
who have the ability to get others caught up in their dreams. With great persuasion, they influence others and shape
their environments by building alliances to accomplish results. Then they seek nods and comments of approval and
recognition for those results. If compliments don't come, Interacting ‘I’ Styles may invent their own. "Well, Harry, I
just feel like patting myself on the back today for a job well done!" They are stimulating, talkative, and
communicative. This type can be represented by a porpoise--playful, sociable, and talkative.

Their natural weaknesses are too much involvement, impatience, being alone, and short attention spans. This causes
them to become easily bored. When a little data comes in, Interacting ‘I’ Styles tend to make sweeping
generalizations. They may not check everything out, assuming someone else will do it or procrastinating because
redoing something just isn't exciting enough. When Interacting ‘I’ Styles feel they don't have enough stimulation and
involvement, they get bored and look for something new again. . .and again. . .and again. When taken to an extreme,
their behaviors can be seen as superficial, haphazard, erratic, and overly emotional.

"Let me entertain you!"

If they pursue the entertainment field for careers, Interacting ‘I’ Styles typically allow their natural, animated
emotions to show and flow. They become stimulated by the movement and reactions of the audience, trying to get
the audience to figuratively fall in love with them by acting charming and friendly. They want viewers to feel, "He (or
she) is fabulous!"

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 The Steady ‘S’ Style: notice how well-liked I am

Goals and fears

Steady ‘S’ Styles seek your sincere personal attention and acceptance of them. Steadiness and follow-through actions
characterize these people. They prefer a slower and easier pace. They focus on building trust and getting acquainted
because they aim for long-standing personal relationships. Pushy, aggressive behavior secretly irritates them.

They strive for security. Their goal is to maintain the stability they prefer in a more constant environment. To Steady
‘S’ Styles, while the unknown may be an intriguing concept, they prefer to stick with what they already know and
have experienced. "Risk" is an ugly word to them. They favor more measured actions, like keeping things as they
have been and are, even if the present situation happens to be unpleasant due to their fear of change and
disorganization. Consequently, any disruption in their routine patterns can cause distress in them. A general worry is
that the unknown may be even more unpleasant than the present. They need to think and plan for changes. Finding
the elements of sameness within those changes can help minimize their stress to cope with such demands.

Strengths and weaknesses

Steady ‘S’ Styles naturally "wear well" and are an easy type to get along with. They prefer stable relationships which
don't jeopardize anyone, especially themselves. Steady ‘S’ Styles can be represented by the koala with its
accompanying slower, steady pace; relaxed disposition; and appearance of approachability and warmth. Steady ‘S’
Styles have a tendency to plan and follow through. This helps them to routinely plug along. But they have their own
type of unique difficulties with speaking up, seeming to go along with others or conditions, while inwardly, they may
or may not agree. More assertive types might take advantage of this Steady ‘S’ Style tendency to give in and avoid
confrontation. Additionally, Steady ‘S’ Styles' reluctance to express themselves can result in hurt feelings. But if
Steady ‘S’ Styles don't explain their feelings, others may never know. Their lack of assertiveness can take a toll on this
type's health and well-being.

Take it slow
Steady ‘S’ Styles yearn for more tranquility and security in their lives than the other three types. They often act
pleasant and cooperative, but seldom incorporate emotional extremes such as rage and euphoria in their behavioral
repertoire. Unlike Interacting ‘I’ Styles, Steady ‘S’ Styles usually experience less dramatic or frequently-occurring
peaks and valleys to their more moderate emotional state. This reflects their natural need for composure, stability,
and balance.

"Just plain folks"

Steady ‘S’ Styles lend a tone of continuity, coziness, and project a genuine liking and acceptance of others. They are
comfortable people to watch and listen to who emanate that "I'm just a regular person" modesty. They put on no
airs and project contentment with present conditions--just as they are and always have been.

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 The Conscientious ‘C’ Style: notice my efficiency
Goals and fears
Conscientious ‘C’ Styles concern themselves more with content than with congratulations. They prefer involvement
with the performance of products and services under specific, and preferably controlled, conditions so the process
and the results can be correct. Since their primary concern is accuracy, human emotions may take a back seat with
them. Their biggest fears of uncontrolled emotions and irrational acts relate to their fear that these illogical acts may
prevent goal achievement. Similarly, they fear emotionality and irrationality in others. They strive to avoid
embarrassment, so they attempt to control both themselves and their emotions.

Strengths and weaknesses

Conscientious ‘C’ Style strengths include accuracy, dependability, independence, clarification and testing skills,
follow-through, and organization. They often focus on expectations (e.g., policies, practices, and procedures) and
outcomes. They want to know how things work so they can evaluate how correctly they function. Conscientious ‘C’
Styles can be cagey, resourceful, and careful. Because they need to be right, they prefer checking processes
themselves. This tendency toward perfectionism, taken to an extreme, can result in "paralysis by over analysis".
These overly cautious traits may result in worry that the process isn't progressing right, which further promotes their
tendency to behave in a more critical, detached way.

Complex and serious

They prefer tasks over people, clearly defined priorities, and a known pace which is agreeable to them, especially
where task timelines and deadlines are involved. Other types typically live life through a single predominant time
orientation--past, present, or future. But Conscientious ‘C’ Styles are apt to be concerned about all three, as one
aspect of their complex mental makeup. They tend to see the serious, more complicated sides of situations as well as
the lighter--or even bizarre side--which accounts for their natural mental wit.

Conscientious ‘C’ Styles concentrate on making decisions in both logical and cautious ways to ensure that they take
the best available action.

Think deeply
Due to compliance to their own personal standards, they demand a lot from themselves and others and may
succumb to overly critical tendencies. But Conscientious ‘C’ Styles often keep their criticisms to themselves,
hesitating to tell people what they think is deficient. They typically share information, both positive and negative,
only on a "need to know" basis when they are assured that there will be no negative consequences for themselves.

When Conscientious ‘C’ Styles quietly hold their ground, they do so as a direct result of their proven knowledge of
facts and details or their evaluation that others will tend to react less assertively. So, they can be assertive when they
perceive they're in control of a relationship or their environment. Having determined the specific risks, margins of
error, and other variables which significantly influence the desired results, they will take action.

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Three Upgrade Options to get a better understanding of YOUR style!
Complete DISC + Motivators Combined Report AND a one-on-one DISC strategy session
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Complete DISC + Motivators Combined Report ($59.00)

Get the report the pros use! See every data point, graph, chart, statement set, and prescriptive
recommendation, specific to your unique behavioral and motivational styles.
As a BONUS
 Get the Tony Robbins Personal Coaching Collection – his classic training program that will help
you discover greater joy, impact, and fulfillment in your everyday life.

Click Below to Upgrade! - View a Sample Report

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Kids DISC
If you’d like similar insights about the kids in your life, give them the
Kids DISC assessment. The Kids DISC report offers significant insights
with three distinct sections for kids, parents, and teachers. This report
contains helpful information for children and the adults in their lives.

Click for Kids DISC!

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How to Assure Assessment Accuracy? Independent & Qualified Testing at Standards
Set by the APA and EEOC.
“…this DISC assessment has one of the highest Cronbach scores in the DISC marketplace.”
“...we applaud your efforts at making Motivators reliable and valid..”
- Assessment Standards Institute

The Assessment Industry’s Past and Present

Assessments have been used since the mid-20th century, initially relied upon by Fortune 500s, calculated by highly skilled PhDs and
produced by only a handful of trusted developers. With the advent of the internet in the 1990s, the ability to produce, market, and sell
assessments became exponentially easier and less expensive. Since then, it has developed into a kind of “global cottage industry” with
hundreds of new assessment developers, producing thousands of different assessments. Each developer purporting its assessments to be
scientifically accurate instruments - sold, resold and used by individuals and organizations of all kinds; including many of our largest
institutions like Fortune 500s, major universities, world governments, and even military. Frighteningly, this “global cottage industry,” which
produces data relied upon by millions, is entirely unregulated with nothing to ensure its consumers are receiving what they are being told
and sold. There are zero requirements, safeguards, laws or regulations ensuring the consumer receives a scientifically accurate instrument
- or even what the developers and sellers claim.

The Solution? Independent & Verifiable Testing by a Qualified Institution

The Assessment Standards Institute (ASI) provides our assessments with verifiably objective testing and reporting that meet standards set
by the American Psychological Association (APA) and the Equal Employment Opportunity Commission (EEOC). This battery of tests is
both voluntary and verifiably transparent. Our goal? To ensure this assessment’s professional merit and scientific accuracy for you, the
user. These reports are readily available upon request and include:

Construct Validity (APA Standards) [DISC & Motivators]

Construct validity is one of the most central concepts in psychology. It is the degree to which a test measures what it claims, or purports to
be measuring. Researchers generally establish the construct validity of a measure by correlating it with a number of other measures and
arguing from the pattern of correlations that the measure is associated with these variables in theoretically predictable ways.

Reliability - Cronbach’s alpha (APA Standards) [DISC]

This technique is regarded as one of the most robust measures of reliability and presents the highest 'bar' from which to compare. The
readers should note that Cronbach's alpha is the method selected for this instrument, because of its high standards. The reader is
encouraged to compare reliability coefficients presented herein to other vendors, and also to ask those vendors which reliability formulas
they used to compute their reliability coefficients. Cronbach’s alpha is a measure used to assess the reliability, or internal consistency, of a
set of scale or test items. In other words, the reliability of any given measurement refers to the extent to which it is a consistent measure
of a concept, and Cronbach’s alpha is one way of measuring the strength of that consistency.

External Data Reliability (APA Standards) [Motivators]

The term reliability in psychological research refers to the consistency of a testing or assessment method. In this case we are measuring
the reliability or consistency of assessment measures over time. External Reliability measures the extent to which assessment measure
varies from one use to another. In this analysis we are measuring reliability from the use of a test at one time as compared to another
time. The comparison is using a mean variance measure referred to as the mean value ratio. The mean value ratio measures the external
or time consistency of an assessment.

Disparate Impact (EEOC Guidelines) [DISC & Motivators]

Employers often use tests and other selection procedures to screen applicants for hire and employees for promotion. The use of tests and
other selection procedures can be a very effective means of determining which applicants or employees are most qualified for a job.
However, use of these tools can also violate the EEOC Guidelines if they disproportionately exclude people in a protected group by class,
race, sex, or another covered basis. Importantly, the law does allow for selection procedures to select the best candidates based on job
related requirements. If the selection procedure has a disparate impact based on race, color, religion, sex, or national origin, the employer
is required to show that the selection procedure is job related and consistent with business necessity. If discrimination exists, the
challenged policy or practice should therefore be associated with the skills needed to perform the job successfully.

ASI Validation Reports

Additional details and published reports - DISC and Motivators (Disparate Impact) and (Reliability/Construct Validity)

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