Higher D Styles
Tend to solve new problems very quickly and assertively. They take an active and direct approach to obtaining results. The key here is new problems such as those that are unprecedented or haven't happened before. There may also be an element of risk in taking the wrong approach or developing an incorrect solution, but those with a High D score are willing to take those risks, even if they may be incorrect.
Lower D Styles
Tend to solve new problems in a more deliberate, controlled, and organized manner. Again, the key here is new and unprecedented problems. The Lower D style will solve routine problems very quickly because the outcomes are already known. But, when the outcomes are unknown and the problem is an uncertain one, the Lower D style will approach the new problem in a calculated and deliberate manner by thinking things through very carefully before acting.
Higher I Styles
Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key here is new people whom one hasn't met before. Many other styles are talkative, but more so with people that they've known for some time. The Higher I scores are talkative, interactive and open even with people whom they have just initially met. People scoring in this range may also be a bit impulsive. Generally speaking, those with the Higher I scores are generally talkative and outgoing.
Lower I Styles
Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the key word "new people" enters the equation. Those with Lower I scores are talkative with their friends and close associates, but tend to be more reserved with people they've just recently met. They tend to place a premium on the control of emotions, and approach new relationships with a more reflective approach than an emotional one.
Higher S Styles
Tend to prefer a more controlled, deliberative and predictable environment. They place a premium on security of a work situation and disciplined behavior. They also tend to show a sense of loyalty to a team or organization, and as a result, may have a greater longevity or tenure in a position than some other styles. They have an excellent listening style and are very patient coaches and teachers for others on the team.
Lower S Styles
Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom of expression and the ability to change quickly from one activity to another. They tend to become bored with the same routine that brings security to the Higher S traits. As a result, they will seek opportunities and outlets for their high sense of urgency and high activity levels, as they have a preference for spontaneity.
Higher C Styles
Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom they respect. They like things to be done the right way according to the operating manual. "Rules are made to be followed" is an appropriate motto for those with higher C scores. They have some of the highest quality control interests of any of the styles and frequently wish others would do the same.
Lower C Styles
Tend to operate more independently from the rules and standard operating procedures. They tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by developing a variety of strategies as situations demand. To the Lower C scores, rules are only guidelines, and may be bent or broken as necessary to obtain results.
|Very Low||Low||Average||High||Very High|
|Aesthetic balance, harmony and form|
|Economic economic or practical returns|
|Individualistic stand out as independent and unique|
|Political be in control or have influence|
|Altruist humanitarian efforts or to help others altruistically|
|Regulatory establish order, routine and structure|
|Theoretical knowledge, learning and understanding|
|LowAesthetic||Has a bottom-line approach focusing on functionality over form or aesthetics.|
|Very HighEconomic||Very competitive and bottom-line oriented.|
|Very LowIndividualistic||Has a very high service orientation and are able to provide follow-through and support efforts.|
|Very HighPolitical||Very strong leader, and able to take control of a variety of initiatives and maintain control.|
|HighAltruist||Has a high desire to help others learn, grow, and develop.|
|HighRegulatory||Strong preference for following established systems or creating them if none present.|
|Very LowTheoretical||Doesn't get bogged down in details and minutia.|
- Be certain to remember to provide specific action steps and details for all involved.
- Outline individual tasks and responsibilities in writing.
- Do your homework, because others will have already done their share of it.
- Assure others that there won't be surprises.
- Provide clear, specific solutions, and support your position.
- If you say you're going to do something, do it.
- List pros and cons to suggestions you make.
- Don't be disorganized or sloppy.
- If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
- Don't threaten with position or power.
- Don't offer assurances and guarantees you can't fulfill.
- Don't stick to a strictly business agenda. Loosen up a little.
- Don't be domineering or demanding.
- Don't be rude, abrupt, or too fast-paced in your delivery.
|HighAesthetic||Very much prefers form, harmony and balance. Likely a strong advocate for green initiatives and protecting personal time and space.|
|Very HighEconomic||Very competitive and bottom-line oriented.|
|HighIndividualistic||Has no problem standing up for your own rights and may impart this energy into others as well.|
|AveragePolitical||Flexible, able to take or leave the power or clout that comes with the job title or assignment.|
|AverageAltruist||Concerned for others without giving everything away; a stabilizer.|
|AverageRegulatory||Able to balance and understand the need to have structure and order, but not paralyzed without it.|
|AverageTheoretical||Able to balance the quest for understanding and knowledge with the practical needs of a situation.|
- When agreeing, support the ideas and potential results, not the person.
- Use her own words to direct you back to the topic or issue at hand.
- Offer input on how to make the ideas become reality.
- Be efficient: Hit the major points first.
- Motivate and persuade Laurie by referring to objectives and expected results.
- Get to the point quickly and don't ramble.
- Provide testimonials from people she sees as important and prominent.
- Don't make decisions for her.
- Don't stick too rigidly to the agenda. Let her lead the way to more social conversation.
- Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
- Avoid leaving loopholes or vague issues hanging in the air.
- Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
- Don't forget or lose things necessary for the meeting or project.
- Don't 'dream' too much with her or you'll lose time.