13 Habits of Exceptionally Likeable People

Too many people succumb to the mistaken belief that being likeable comes from natural, unteachable traits that belong only to a lucky few—the good looking, the fiercely social, and the incredibly talented. It’s easy to fall prey to this misconception. In reality, being likeable is under your control, and it’s a matter of emotional intelligence (EQ). In a study conducted at UCLA, subjects rated over 500 adjectives based on their perceived significance to likeability. The top-rated adjectives had nothing to do with being gregarious, intelligent, or attractive (innate characteristics). Instead, the top adjectives were sincerity, transparency, and capacity for understanding (another person). These adjectives, and others like them, describe people who are skilled in the social side of emotional intelligence. TalentSmart research data from more than a million people shows that people who possess these skills aren’t just highly likeable, they outperform those who don’t by a large margin. We did some digging to uncover the key behaviors that emotionally intelligent people engage in that make them so likeable. Here are 13 of the best:

1. They Ask Questions

The biggest mistake people make when it comes to listening is they’re so focused on what they’re going to say next or how what the other person is saying is going to affect them that they fail to hear what’s being said. The words come through loud and clear, but the meaning is lost. A simple way to avoid this is to ask a lot of questions. People like to know you’re listening, and something as simple as a clarification question shows that not only are you listening, you also care about what they’re saying. You’ll be surprised how much respect and appreciation you gain just by asking questions.

2. They Put Away Their Phones

Nothing will turn someone off to you like a mid-conversation text message or even a quick glance at your phone. When you commit to a conversation, focus all of your energy on the conversation. You will find that conversations are more enjoyable and effective when you immerse yourself in them.

3. They Are Genuine 

Being genuine and honest is essential to being likeable. No one likes a fake. People gravitate toward those who are genuine because they know they can trust them. It is difficult to like someone when you don’t know who they really are and how they really feel. Likeable people know who they are. They are confident enough to be comfortable in their own skin. By concentrating on what drives you and makes you happy as an individual, you become a much more interesting person than if you attempt to win people over by making choices that you think will make them like you.

4. They Don’t Pass Judgment 

If you want to be likeable you must be open-minded. Being open-minded makes you approachable and interesting to others. No one wants to have a conversation with someone who has already formed an opinion and is not willing to listen. Having an open mind is crucial in the workplace where approachability means access to new ideas and help. To eliminate preconceived notions and judgment, you need to see the world through other people’s eyes. This doesn’t require you believe what they believe or condone their behavior, it simply means you quit passing judgment long enough to truly understand what makes them tick. Only then can you let them be who they are.

5. They Don’t Seek Attention

People are averse to those who are desperate for attention. You don’t need to develop a big, extroverted personality to be likeable. Simply being friendly and considerate is all you need to win people over. When you speak in a friendly, confident, and concise manner, you will notice that people are much more attentive and persuadable than if you try to show them you’re important. People catch on to your attitude quickly and are more attracted to the right attitude than what—or how many people—you know. When you’re being given attention, such as when you’re being recognized for an accomplishment, shift the focus to all the people who worked hard to help you get there. This may sound cliché, but if it’s genuine, the fact that you pay attention to others and appreciate their help will show that you’re appreciative and humble—two adjectives that are closely tied to likeability.

6. They Are Consistent

Few things make you more unlikeable than when you’re all over the place. When people approach you, they like to know whom they’re dealing with and what sort of response they can expect. To be consistent you must be reliable, and you must ensure that even when your mood goes up and down it doesn’t affect how you treat other people.

7. They Use Positive Body Language

Becoming cognizant of your gestures, expressions, and tone of voice (and making certain they’re positive) will draw people to you like ants to a picnic. Using an enthusiastic tone, uncrossing your arms, maintaining eye contact, and leaning towards the person who’s speaking are all forms of positive body language that high-EQ people use to draw others in. Positive body language can make all the difference in a conversation. It’s true that how you say something can be more important than what you say.

8. They Leave a Strong First Impression

Research shows most people decide whether or not they like you within the first seven seconds of meeting you. They then spend the rest of the conversation internally justifying their initial reaction. This may sound terrifying, but by knowing this you can take advantage of it to make huge gains in your likeability. First impressions are tied intimately to positive body language. Strong posture, a firm handshake, smiling, and opening your shoulders to the person you are talking to will help ensure that your first impression is a good one.

9. They Greet People by Name

Your name is an essential part of your identity, and it feels terrific when people use it. Likeable people make certain they use others’ names every time they see them. You shouldn’t use someone’s name only when you greet him. Research shows that people feel validated when the person they’re speaking with refers to them by name during a conversation. If you’re great with faces but have trouble with names, have some fun with it and make remembering people’s names a brain exercise. When you meet someone, don’t be afraid to ask her name a second time if you forget it right after you hear it. You’ll need to keep her name handy if you’re going to remember it the next time you see her.

10. They Smile 

People naturally (and unconsciously) mirror the body language of the person they’re talking to. If you want people to like you, smile at them during a conversation and they will unconsciously return the favor and feel good as a result.

11. They Know When To Open Up

Be careful to avoid sharing personal problems and confessions too quickly, as this will get you labeled a complainer. Likeable people let the other person guide when it’s the right time for them to open up.

12. They Know Who To Touch (and They Touch Them)

When you touch someone during a conversation, you release oxytocin in their brain, a neurotransmitter that makes their brain associate you with trust and a slew of other positive feelings. A simple touch on the shoulder, a hug, or a friendly handshake is all it takes to release oxytocin. Of course, you have to touch the right person in the right way to release oxytocin, as unwanted or inappropriate touching has the opposite effect. Just remember, relationships are built not just from words, but also from general feelings about each other. Touching someone appropriately is a great way to show you care.

13. They Balance Passion and Fun

People gravitate toward those who are passionate. That said, it’s easy for passionate people to come across as too serious or uninterested because they tend to get absorbed in their work. Likeable people balance their passion with the ability to have fun. At work they are serious, yet friendly. They still get things done because they are socially effective in short amounts of time and they capitalize on valuable social moments. They minimize small talk and gossip and instead focus on having meaningful interactions with their coworkers. They remember what you said to them yesterday or last week, which shows that you’re just as important to them as their work.

Bringing It All Together

Likeable people are invaluable and unique. They network with ease, promote harmony in the workplace, bring out the best in everyone around them, and generally seem to have the most fun. Add these skills to your repertoire and watch your likeability soar! Source: Dr. Travis Bradberry, TalentSmart, the world’s #1 provider of emotional intelligence 

Want to Assess your Leaders Emotional Intelligence?

Several studies have shown that emotional intelligence predicts job performance over IQ, experience, or technical ability. Assessment Leaders offers several Talent Smart Emotional Intelligence Appraisals all found here.

Top 4 Benefits of Microlearning

Microlearning is a technique that focuses on small, easily digestible lessons, instead of longer and more comprehensive teaching sessions. The benefits of microlearning are particularly well suited to the modern “on-the-go” lifestyle, especially when it comes to business environments. Whether you’re a leader in your organization or simply an interested employee, microlearning has the potential to transform your organizations’ training programs. Here’s how.

1. Microlearning is Easier to Remember

Businesses spend a huge amount of time and money on training — $156 billion in 2011 alone — but often have little to show for it. Indeed, research has shown that as much as 90 percent of newly learned skills may be lost within a year. The reasons behind that poor retention rate are likely related to the method of learning itself. In contrast to day-long teaching sessions, microlearning allows employees to focus on one “mini lesson” or skill at a time. That means that at the end of the day, when students’ brains work to process and catalog the information they learned that day, they only need to be filing away one skill, not an entire day’s worth of lessons.

2. Microlearning Emphasizes Just-In-Time Learning

One of the biggest benefits of microlearning is that it allows you to learn skills just as they’re needed. This not only makes the skill easier to learn; it makes it more likely to stay learned, since you’ll be putting it to use straight away. This immediate neural reinforcement helps you maximize the value of the lessons, and also makes it easier for students to navigate the professional responsibilities that the microlearning lesson relates to.

3. Microlearning Makes Employers Better Able to Track Course Effectiveness

Microlearning lets employers get instant feedback on how a lesson is received and retained. By consuming shorter lessons, employers can track how individual employees are responding to the lesson, and then use that information to evaluate how useful the lesson was. Lessons that multiple students struggle with can be adjusted to be more effective in the future or simply omitted entirely from future training programs. Over time, this allows employers to only focus on the lessons that provide meaningful results, allowing a degree of micromanaged course optimization that simply isn’t possible with longer learning sessions.

4. Microlearning Facilitates Increased Flexibility for Employees

In the modern workplace, asking employees to find the time to block out an entire hour or two at once for education sessions is often an exercise in frustration. With packed schedules and “always connected” work habits, there are simply too many other factors competing for attention to be able to justify such a large block of time. In contrast to longer lessons, microlearning means your employees only need to set aside 15 minutes spread out across the entire week for their lessons. The shortest microlearning sessions can even take place within the span of a single brief coffee break. This flexibility ensures that employees can schedule their learning sessions only during the times when they’re prepared to truly digest the information that’s being taught.

Microlearning for the Digital Age

While the cliché is that new employees entering the workforce have short attention spans and are addicted to their screens, the truth is that all employees regardless of age are voracious about consuming digital content. Research from the Nielsen company shows that even adults in the 50-64 age group are sharply increasing their digital media usage from year to year. In fact, in 2013, older adults increased their screen time by more than 70 percent in the second quarter alone. Now consider that research firm Deloitte has estimated that digital skills have a “half-life” of about 2.5 years. That microlearning research doesn’t just mean that any digital skill is likely to be forgotten in two and a half years — it also means that skill probably won’t be relevant at all in two and a half years. As software versions and digital work flows transform dramatically from year to year, it simply doesn’t make sense to ask your employees to learn larger lessons all at once. Bite sized microlearning lessons are a perfect fit for the kind of iterative learning that the modern workplace requires. Check out a free preview of our microlearning courses today and see if our management training courses are right for you. Source: Vital Learning, Promoting & Sustaining Healthy Organizations

Want to implement microlearning in your organization?

Check out Assessment Leaders’ training and development solutions here.

Selecting The Best Management Training Fit For Your Team

Do you see issues in your team’s performance and think that management training could be the solution? Recognizing that you need a new training program isn’t enough. For a commitment-based training program to achieve maximum effectiveness, it must speak to the typical problems your employees face and the management skills they currently lack. While some training providers push off-the-shelf solutions, it’s essential to find a professional development program that fits the specific needs of your company. Training doesn’t have a “one-size-fits-all” application. Think of the training program selection process like purchasing a tailored suit: Once you find the right style, you have to customize the fit. Select a program that matches your goals, and tailor the courses to address your company’s needs. By identifying the issues you seek to correct on the front end, your choice of training programs on the back end becomes much easier. Examine the following areas of essential leadership to determine which elements your management training program should focus on.

  • Communication: With benefits spanning your entire corporation from top to bottom, this is undoubtedly one of the most impactful training topics to include in any professional curriculum. Communication has the power to make or break your organization, so it should be a high priority. When there are gaps in communication effectiveness, employees feel confused, misguided and dissatisfied. Your managers must be able to communicate expectations, concerns and instructions in a professional, tactful and powerful way.
  • Coaching: Never undervalue managers’ ability to coach their employees. The capacity to motivate and guide workers to achieve success is the mark of a truly great leader, and the level at which your teams perform is a direct reflection on that team’s manager. Coaching employees involves knowing how to help them overcome weaknesses, refine their strengths and consistently improve.
  • Change Management: Most organizations find it difficult to enact change. In fact, about 70% of change initiatives fail. That’s why change management is a valuable area of development for your managers. The ability to lead, promote a sense of calm and maintain productivity levels during times of change is a major asset. Don’t wait until your managers are in the midst of a transition to start training them. Assess how your company has handled change in the past and where your approaches have fallen short. Then, proactively prepare your leaders for future initiatives.
  • Delegation: Do your leaders struggle to delegate tasks to their team members? When managers fail to master delegation, productivity usually suffers. Without a proper focus on strengthening delegation skills, managers are spread too thin and employees tend to underperform. It’s also important to delegate manager-level tasks to other team members if you want to identify employees with future leadership potential.
  • Talent Management: Evaluate your leaders’ success in terms of hiring and retaining winning talent. Strong managers know how to build and sustain strong teams, which results in a more stable company and increased employee satisfaction.

As you assess these areas within your organization, think critically about what your managers need in order to be truly effective, and use those insights as the building blocks for your commitment-based training program.


Source: Vital Learning Promoting & Sustaining Healthy Organizations

Silicon Valley Serial CEO, Cathy Light, Announces Membership to Women Presidents’ Organization

PALO ALTO, Calif., Feb. 24, 2016 /PRNewswire/ —  Assessment Leaders LLC., CEO, Cathy Light, returns to her native hometown in the bay area after commuting to and from her other office location in Idaho, and announces the rejoining to WPO. “I’ve missed the amazing mindshare and fellowship from these talented women and I’m delighted to be back in the circle of progressive female leaders.  The Women Presidents’ Organization (WPO) is the ultimate affiliation for successful women entrepreneurs (presidents, CEOs, managing directors) of privately held multi-million dollar companies. Their mission to accelerate business growth, enhance competitiveness, and promote economic security through confidential and collaborative peer-learning groups matches my own goals to expand my businesses.  I continue to be impressed by the amazing success of my fellow 1,800 WPO colleagues,” said Cathy Light. Nancy Geenen, CEO and Managing Partner of Suann Ingle Associates and Chair of the Silicon Valley Chapter of WPO, welcomes Cathy back to the Chapter. “Having worked with Cathy from 2006 – 2008 as a member of the San Francisco chapterCathy will be a valued member of the Silicon Valley Chapter. Her insights on leadership, organizational development, training and assessments provide a valuable resource for our members,” says Nancy. About Assessment Leaders LLC. (Palo Alto, California) Assessment Leaders (AL) helps organizations build talent and improve their workplaces by providing a wide range of best-in-class assessment products and services to hire, retain, develop individuals, teams and leaders. Clients can discover the untapped potential in job candidates and employees by greater insight and knowledge provided by AL’s tools. Visit AssessmentLeaders.com. About Women’s Presidents’ Organization (New York, NY) Women Presidents’ Organization, Inc. (WPO) is a nonprofit membership organization for women presidents of multi-million dollar companies. The members of WPO take part in professionally facilitated peer advisory groups in order to bring the “genius out of the group” and accelerate the growth of their businesses. WPO’s Mission is to improve business conditions for women entrepreneurs, and to promote the acceptance and advancement of women entrepreneurs in all industries. Press Contact: Heidi Trube, Vice President Assessment Leaders LLC. and Affiliate Companies Leadership Balance®, Business Builders LLC. and Be Well Perform Well LLC. Heidi@assessmentleaders.com + 1 (408) 846-8200  

Assessment Leaders’ Sister Company, Leadership Balance, Unveils New Website

We are proud to announce that our partner organization, Leadership Balance, has launched a new website that celebrates a new generation of leaders. Leadership Balance combines contemporary leadership principles with proven strategies for developing mental competency, physical endurance and health, and an encouraging spirit. We call it “Mind to Lead. Fit to Lead. Heart to Lead.” Read the press release here.

CEO, Cathy Light, gets hacked at a famous coffeehouse in New York

While on a recent business trip in New York, I took a break to visit my daughter, who lives in Manhattan. I hadn’t seen her in several months and was excited to hear about her work at PWC and other mother/daughter catch-up talk. To begin our day, we met at a trendy (highly rated by Zagat) coffeehouse just around the corner from her apartment. As we made our order at the counter, we were laughing and chatting to one another. The clerk must have taken our preoccupation with one another as a sign that I wasn’t paying attention. Wrong. Watch the video to see what happened.

As the CEO of Assessment Leaders, an organization that provides best-in-class talent assessments, background checks and surveys to hire, promote and retain the best employees, I couldn’t help but take this unfortunate situation as an opportunity to talk to this Coffeehouse’s leadership about the power of our tools… and what could be fixed in their hiring process. Come to find out, they do use background checks as part of their hiring process. That’s great news but, unfortunately, background checks just aren’t enough to filter out the bad eggs…as this situation clearly illustrates. Not just a bad hire, but one that commits fraud! Assessment Leaders Spot the Bad Eggs There are three things a hiring manager can do to increase their chances of a good hire, beyond a strong background check.

  1. Ask the candidate to take a low-cost (as little as $30), highly effective and validated pre-hire assessment to measure their personal integrity, attitude towards substance abuse, reliability and work ethic. This assessment also includes an interview guide based on the results of the individual assessment. To learn more about this best selling pre-hire assessment and view a sample report click here. Another pre-hire assessment that is popular is the Job Fit, which ensures the applicant has the necessary basic experience and possess the core traits and attitudes that you have found to be predictive of success in that job. To learn more about the Job Fit and view a sample report, click here.

Pre-hire assessments aren’t 100% foolproof, but they will compliment a background check and aide in the hiring process.  It’s worth every penny! If anything good can come of this story, I sincerely hope hiring managers will make a small investment in ensuring new hires not only pass all the required background checks but also possess the core traits and attitudes that they found to be predictive of success in that job.

  1. Gauge the candidates’ problem solving skills and past performance by using behavioral-based interviewing. Ask situational questions on how she/he would handle (or would handle) certain circumstances that reflect the position and company specifically. For example, an upset customer, team assistance, honesty, or good vs. bad decisions.
  1. Ensure that the hiring manager covers the core values of the company and ask the candidate to respond on how they would model each value. You are trying to ascertain whether the candidate is aligned with the company’s values.

Experts estimate that the cost of a bad hiring decision—measured in high turnover, lost opportunity, damaged reputation, and more—can range from 20 to 200 percent of a year’s salary (depending upon the position). The stakes are simply too high to rely on gut decisions or traditional methods alone. Use Assessment Leaders’ scientifically developed and validated assessments to:

  • Reduce the risks associated with hiring
  • Weed out poor candidates before the interview process
  • Reduce turnover and absenteeism
  • Minimize employee theft and dishonesty
  • Reduce training costs
  • Achieve higher productivity
  • Improve customer satisfaction
  • Improve teamwork

To learn more about why and how to utilize assessment tools to attract, retain, advance and develop employees at all levels, click on the link below to view the slides. Assessment Leaders – Measure the Total Person  

Creativity at the Workplace – It Is Possible

Creativity at the Workplace – It Is Possible

Ben Losman, Jun 17th, 2013

Innovation is an elusive ideal, prized as the secret ingredient in economic growth, social progress, and technological acceleration. Unlocking American innovation is the first step to “winning the future,” according to President Obama. The stakes are high.

The cross-sector scramble to out-innovate our rivals has given birth to an entire industry, one that breaks innovation down into its composite elements and analyzes them for clues and patterns. Countless case studies, TED talks, and biographies point to a single element – individual creativity – as perhaps the most crucial in sparking innovation.

The connection to innovation has helped transform creativity into a commodity. Soaring demand for creative talent has fueled the growth of the “creativity-promoting sector.” Writer Austin Kleon sums up the sector’s core message in his book Steal Like an Artist:

“Anyone can be creative if they surround themselves with the right influences, play nice, and work hard.”

It’s a philosophy that is appealingly accessible, and it leads to an exciting conclusion: if every individual is born with creative potential, then every individual is an asset in the race for innovation.

Therefore, every company, organization, and institution is doing all that is possible to harness employee creativity. Right?

Read the rest on dowser.
(Assessment Leaders is not responsible for content on third-party websites.)

How Assessments Drive Decisions

Do people make better choices with more information?  Absolutely. “Gut” feelings are important, but making decisions without actual data to support them can lead to costly mistakes. Assessment tools provide the objective information you need to make key hiring decisions. Taking the time to gather, evaluate, and compare and contrast assessment data can dramatically increase your hiring success rate—and decrease turnover costs. In today’s leaner business climate, budgets are tighter, and there’s less room for error. But companies still don’t invest enough time, thought or resources in their hiring processes to avoid wrong hires. Assessment tools are nothing new. Since the 1940s, there have been processes to objectively identify and describe individuals’ job-related characteristics, skills, and abilities. These tools have evolved significantly over the years, but many people still don’t realize how powerful they can be. The proper use and implementation of assessment tools can provide data to assist managers in making better decisions, thus yielding better organizational results in the following areas:
  • Sourcing Talent
  • Managing/Coaching
  • Promotions
  • Building High-Achieving Teams
  • Sales Optimization
  • Learning Development
  • Succession Planning
  A well-designed assessment process identifies qualities in potential hires—as well as current employees—that can make a difference to the organization:  
  1. Are they the right person (with the right skills and talents) for the job?
  2. Do they fit into the environment (culture) of the company?
  3. Do they have the potential to grow?
  Henry Ford reportedly once complained that all he wanted from a worker was a pair of hands, but that he had to deal with the whole person instead. Given that we all need to hire “whole people,” we might as well learn as much as we can about their attitudes, personalities, and abilities ahead of time. Assessments give us the information we need to make smarter decisions.  

Is it Time for a Culture Check-Up?

A company’s culture is the unique personality behind a business. It’s “the way we do things around here.” A healthy culture provides meaning, direction, purpose, and clarity. These unifying forces stimulate the collective wisdom and energy of everyone in an organization and are the key to building a successful and fulfilling enterprise. Business leaders today know they need to cultivate a company culture of shared values, compelling vision, and common purpose. But that’s much easier said than done. The real challenge lies not simply in articulating values and putting a plaque on the wall, but in making those ideals come alive. Most leaders, after all, strive for the same kinds of “winning” values: integrity, honesty, openness, and trust are near the top of everyone’s list. And most employees want to work for an organization that promotes teamwork and mutual respect while delivering quality, service, and innovation. Working together towards shared goals can foster strong feelings of personal effectiveness and high levels of company loyalty. This isn’t just touchy-feely stuff, though. There are real payoffs for organizations that are able to implement a positive, healthy culture. According to a 2002 study conducted by The Leadership Challenge, firms with a strong corporate culture outperform other firms by huge margins:
  • Their revenue grew more than 4 times faster
  • Their rate of job creation was 7 times higher
  • Their stock price grew 12 times faster
  • Their profit performance was 750 percent higher!
  So how can you be sure you’re providing a healthy environment where your people believe in their leaders and the organization as a whole? That’s simple: get a culture check-up. The Cultural Health Indicator™ (CHI™) is a validated survey that provides a clear understanding of an organization’s culture. By measuring seven key dimensions of culture, this powerful tool can help businesses assess their current culture, identify the kind of culture they’d like to have, and determine solutions to help close the gaps between the two. The CHI™ is a secure, anonymous, user-friendly Internet-based survey that takes only about 20 minutes to complete. Everyone in your organization should participate. Results and recommendations are generated within 30 days after the start of the survey, and focus groups can be conducted to validate the findings. Unlike conventional employee surveys, CHI™ integrates results into an action plan that provides you with specific steps to improve your operations. AL clients who have used the CHI™ report a wide range of benefits, including increased management collaboration and teamwork, improved employee retention and attraction, better customer service, and higher productivity levels. Are you overdue for your checkup? Don’t delay any longer. Taking care of your company’s cultural health really is critical to your long-term success. As Louis V. Gerstner, Jr., former CEO for IBM, once said, “Culture isn’t just one aspect of the game – it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.”

The DISC® Profile: It’s All About YOU!

In today’s fast-paced business world, it’s hard to keep up with all the latest trends, newest tools, and most current buzzwords. But newer isn’t always better. And in the world of assessment tools, it’s hard to match the lasting legacy and usefulness of the long-respected “DISC®” personality profile. The foundation for the DISC® assessment tool was established way back in 1928, when psychologist William Moulton Marston described four basic personality styles in his book, Emotions of Normal People. (You’ve got to love that title!) Over time, the terminology has evolved into the styles we know today: Dominance, Influence, Steadiness, and Conscientiousness. Using today’s technology, it’s easy to quickly assess an individual’s profile and determine where they fall on the DISC® grid. People with high “D” (Dominant) scores are direct and assertive, and tend to try and fix, change, or control things. High “I” (Influence) individuals are enthusiastic and sociable and are more likely to try to persuade or influence others. The high “S” (Steadiness) person is generally soft-spoken, calm, and cooperative. A high “C” (Conscientiousness) score indicates that an individual is analytical and focused on accurate, high-quality results. Of course, it’s always interesting to take the test and see well how your “score” matches your own perception of yourself. It’s often quite illuminating when the test results suggest you might not be exactly the person you think you are! At Assessment Leaders, when we implement the DISC® tool with our clients, we always encourage them to spend time reflecting on their own primary and secondary DISC® styles. Sometimes we have to remind them that there are no “good” or “bad” styles: each one has strengths that can add value to a company. Better understanding your own strengths can help you learn how to use them – and how to avoid overusing them. For example, a high “D” individual might overuse his strength of confidence and become boastful and vain, which makes him less effective in the workplace. This kind of self-DISC®overy is very important, and the quantitative results from the DISC® tool really do help people focus on what they do best. The DISC® profile also helps team leaders and managers better understand and manage their employees. A full DISC® assessment includes a number of valuable reports for management. For each individual employee, the General Characteristics Report provides the following information:
  • A quick overview of the individual’s basic behavioral strengths
  • A graph of the DISC® profile results
  • A narrative overview of the person’s behavioral style
  • Detailed descriptions of the person’s tendencies
    • Motivating factors
    • Preferred environment
    • Strategies for increased effectiveness
    • Demotivating factors
    • Behavior in conflict situations
  • A graphical representation of the “behavioral tendency continuum,” showing the respondent’s range of intensity for certain behaviors
  • Worksheets to prompt DISC®ussion and determine which action strategies would be most effective
As if all that weren’t enough, you can get even more Supplemental Reports that look not just at individual profiles but at the distribution and combination of personality styles on the whole team. That’s where it really starts to get interesting! So yes, it’s true: the DISC® assessment tool is an oldie but a goodie. But it’s still a fantastic first step for employees, managers, and companies toward better understanding the strengths and personalities of the unique individuals that make up their workforce.