This is an example report
Julien's report offers an overview of his/her personality, based on the DISCp4 model. It details his/her behavioral and communication styles, highlighting the ways in which he/she handles stress and deals with conflict. This analysis reveals how he/she acts as part of a team, his/her preferences for group work, and his/her specific needs in a professional setting. In addition, the report sheds light on how he/she reacts to news, both good and bad.
Julien's decision-making process is examined, offering insights into his/her approach and his/her preferences in different contexts. The report also explores when Julien is most effective and creative, as well as his/her relationship with time and the personal challenges he/she faces. Together, these elements provide an overview of how he/she functions at work.
Finally, the report puts forward strategies for working well with Julien. By identifying key characteristics in the way he/she communicates, for instance by email, and suggesting optimal approaches to interacting with him/her, it aims to improve synergy and team dynamics. It's a useful guide to understanding Julien better and maximizing his/her potential in his/her professional environment.
The DISCp4, an acronym of Dominant, Influent, Stable and Conscientious, is a grid for interpreting and understanding how Julien reacts to and interacts with his/her environment. This report uses the DISCp4 model to decipher Julien’s profile, examining how each component guides his/her actions, how he/she responds to different situations, and his/her mode of communication. Such an approach makes it easier to understand his/her personality in both professional and personal contexts.
These graphs illustrate Julien's profile from complementary angles...
DISCp4 profiles are presented on a color wheel divided into four quarters, each representing one of the components: Dominant (red), Influential (yellow), Stable (green) and Conscientious (blue). Each quarter has its own characteristics, but adjacent quarters share common traits. For example, the Dominant (D) and Influential (I) profiles are typically associated with extraverted traits.
It's perfectly normal for one person to straddle several components of the DISCp4 model and to have similar scores in different categories. As Marston explained, Julien's profile is made up of the four colors to varying degrees of intensity. To interpret his/her profile each of these behavioral styles must be taken into account, reflecting the diversity and complexity of his/her personality.
Looking at people with a profile similar to his/hers, at first glance*, we can say that Julien...
- is direct in what he/she says. This frankness, which is sometimes excessive, can occasionally embarrass people or even make them uncomfortable.
- may seem insensitive.
- gets straight to the point with neither tangents nor embellishments.
- is direct in his/her actions; he/she makes decisions, initiates projects and moves forward without hesitation.
- does what it takes to achieve his/her goals. If there are obstacles in the way, he/she will find ways to overcome them. When faced with a challenge, he/she finds strategies to meet it successfully.
- expresses him/herself with a loud voice and speaks fast.
- exudes an aura of confidence and self-assurance.
- holds themselves upright, shakes hands vigorously and has a direct, even confrontational gaze.
- is uncomfortable with pauses in conversation and (often) interprets them as a signal to intervene, which may lead them to interrupt.
- likes to see the big picture, and prefers to adopt a global perspective.
- has a logical, rational approach when making decisions.
- avoids details, regarding them as superfluous and tedious.
- is stimulated by trials and challenges.
- finds little interest in monotonous activities and repetitive tasks.
- is action-oriented, preferring dynamic situations in which things progress and evolve rapidly.
- is happy to own up to his/her mistakes, with no fear of failure. Prefers action to inaction, even at the risk of getting something wrong.
- is able to decide quickly, even without all necessary information.
In addition to defining how Julien's profile corresponds to the DISCp4 components, the model indicates his/her "adapted" and "natural" profiles.
Here's what it's like for Julien...
Discrepancies between the adapted profile and the natural profile are common. They indicate that the person concerned consciously or unconsciously feels the need to adjust to their environment, whether this means their team, their constraints, their task, etc. For example, an accountant may accentuate their conscientious side and a salesperson may seek to be more sociable, while a team leader may adopt a more authoritarian attitude. However, excessive discrepancies could suggest that Julien has over-analyzed the test questions. In this case, it may be wise to repeat the test at a later date, answering as spontaneously as possible, in order to obtain more reliable results.
d | i | s | c | |
Adapted | 73 % | 7 % | 1 % | 15 % |
Natural | 48 % | 21 % | 1 % | 31 % |
Diff | 25 | -14 | 0 | -16 |
Here are some general characteristics* found in people with a profile similar to Julien's...
It's also interesting to examine how Julien's profile is positioned in terms of the dominant-stable and conscientious-influential diagonals and the extravert-introvert and task-people oriented axes...
Purple: adapted • Yellow: natural
The DISCp4 model is based on a thorough statistical analysis of behavioral styles among the general public, identifying common characteristics and trends. This model is designed to describe the behavior of so-called "normal" people i.e. those who do not have specific pathologies such as insomnia, mental disorders or other conditions significantly affecting behavior. Thus, the DISCp4 provides a framework for understanding and interpreting different behavioral and communication styles in a daily context, outside of any specific medical or psychological considerations.
This report draws its conclusions from the analysis of population statistics and establishes Julien's profile based on that of people with a similar one. However, it is important to remember that each person is unique, including Julien, so some of his/her character traits may be slightly different from those presented here, depending on the context and circumstances.
Test date: 03/28/2024
Test duration: 14 minutes
Martine's message: Je vois que tu as un profil adapté très Rouge, ce qui correspond bien à ce qu'on voit de toi. Je vois aussi que ton profil naturel laisse transparaitre un peu plus de bleu et d'attachement aux détails. En tous cas, tu dois être à l'aise dans ton poste.
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(*) For reasons of confidentiality and because you are not logged in or you are neither the owner of this profile nor the person who assigned this test, all names have been replaced by Julien. Please log in to see reveal the hidden information.
The four components of DISCp4 are represented on an easy-to-understand disc. For a more detailed analysis, particularly in a team context, it is useful to refine these results. By doing so, the eight DISCp4 tendencies - Conductor, Motivator, Promoter, Facilitator, Supporter, Coordinator, Analyzer, Organizer – will offer a more precise vision of Julien's profile. On this disc (wheel of tendencies), his/her profile, represented by a square for his/her adapted style and a circle for his/her natural style, can be positioned near or far from the edges. The closer his/her symbols are to the edges of the disc, the more pronounced Julien's corresponding tendency is.
The trend wheel, below, locates* Julien's profile more precisely...
Distance between the natural profile and the adapted profile
The distance* measured is: 35
For a score of over 60, it is important to refine or even worry about the results, as this may be a sign of stress or of someone making great efforts to adapt.
What we see and hear from Julien
From the very first conversation, we can pick up clues revealing Julien's DISCp4 profile. The way he/she speaks, his/her body language and even the way he/she structures his/her thoughts offer valuable insights into his/her personality. Whether through his/her confidence and determination, his/her enthusiasm and openness, his/her stability and attentiveness, or his/her precision and attention to detail, Julien displays characteristics that give us a glimpse into his/her inner world. These first impressions provide keys to understanding how he/she navigates his/her relationships and projects.
General difficulties (limits)
These difficulties highlight the specific challenges and issues Julien may face. Acknowledging these difficulties makes it possible to identify strategies for overcoming them and making the most of his/her strengths.
His/her fears
Exploring Julien's fears reveals deeply rooted aspects of his/her character and psyche. Understanding what worries him/her or makes him/her anxious gives us a glimpse not only of his/her vulnerabilities, but also of the assets he/she mobilizes to face them. This knowledge can enable Julien to prepare for challenges better, to optimize his/her strategies and to strengthen his/her personal development. By clearly identifying his/her fears, Julien can work to overcome them, transforming his/her worries into sources of growth and opportunities for evolution.
Ideal career*
Julien's job selection highlights roles that make the most of his/her distinct skills, listed here by way of example. This list is not exhaustive, emphasizing the fact that Julien has the potential to excel in a variety of fields. His/her unique personality can become an asset in terms of its diversity, enabling him/her to shine in jobs beyond those suggested, enriching any professional environment with his/her specific qualities.
Please note: this list is intended to help determine the ideal environment for Julien and should not be used for recruitment purposes.
Relationship to time
Understanding someone's relationship with time is essential for optimizing teamwork and productivity. Coaches, managers and co-workers can use these insights to better align expectations, work methods and time management strategies with Julien's natural preferences.
The way Julien communicates and behaves gives us valuable clues about his/her personality. Careful observation reveals not only how they interact with others, but also how he/she perceives the world around him/her. This in-depth knowledge facilitates more harmonious interactions and a collaborative environment where Julien can truly thrive.
His/her style
Understanding Julien's communication style helps to interact with him/her better, highlighting how he/she expresses his/her ideas and connects with others.
His/her emails
The way Julien writes his/her emails, in terms of how long they are, whether he/she adds attachments or a polite sign-off and how he/she constructs them, is a direct reflection of his/her personality, expectations and priorities...
Talking to Julien
Talking to Julien means paying particular attention to his/her unique communication style. By adjusting your approach to respect his/her preferences, you'll foster more effective and enriching exchanges, strengthening the quality of your relationship.
Breaking news
Delivering news, good or bad, is a key communication skill. It's important to share good news to strengthen bonds, while bad news requires using tact and empathy. In both cases, clarity and honesty are essential, and you must remain attentive to the listener's reaction and ready to provide the necessary support.
Focus on quick fixes and strategies to minimize negative impacts.
Decision-making is an essential part of everyday life. It involves analyzing the options, assessing their risks and benefits, and is influenced by information, experience and personal values. Effective decisions lead to professional success and reinforce confidence in your company's strategy.
Knowing how to deal with stress is important for well-being and performance at work. Everyone reacts to stress in different ways, depending on their personality. Understanding these reactions helps us to find effective ways of managing stress, thereby improving comfort and efficiency.
- Criticism or questioning of his/her work
- Incompetence/irresponsibility of colleagues, or even his/her own
- Lack/total lack of decision/action
- Immobility, downtime, slowness or doubts
- His/her volatile temper will be more obvious, with quick gestures in all directions, and fits of temper
- Shows anger and impatience
- Acts increasingly extroverted
- Makes even faster decisions
- Shows aggressiveness
- Goes from one extreme to the other
- Becomes introverted
- Backtracks or withdraws and self-excludes
- Ends a project or activity by blowing it off
(*) And also, in general and to a lesser extent...
It is usually enough to put things straight simply, with no frills.
Although moderate stress is not intrinsically worrying, it is important to ensure that it does not persist and, above all, that it does not get any worse.
When under mild stress, people modify their behavior in response to external circumstances. Generally, stress tends to exacerbate their habitual traits. However, if what's causing their stress gets worse, their behavior can undergo drastic changes.
In general, stress is harmful. This said, a low level of stress can help in some situations, provided it is used sparingly and not abusively, although this is generally not recommended.
In general, people with dominant (red) and influential (yellow) profiles are inclined to work faster, which can be described as positive acceleration. To motivate them, they can be set challenges or dares, potentially with a financial reward. It's effective to create specific challenges for Dominant profiles and to stimulate Influential ones. Focusing on short-term objectives, resetting performance indicators at the end of each task or cycle, segmenting tasks, organizing exceptional and intense work days, as well as celebrating milestone events such as Christmas, Thanksgiving or New Year's Eve, are all strategies that can be beneficial.
People with Stable (green) and Conscientious (blue) profiles, on the other hand, feel a greater need to slow down. This can be called positive deceleration. To meet their needs, it's advisable to prioritize relaxing activities, particularly those carried out in groups, rather than competitive ones. It's important to respect and promote breaks, such as meal times. Celebrating collective successes or team actions, organizing meetings, mentoring new arrivals, offering tutoring and training are all practices that can benefit them.
The way Julien handles mistakes provides valuable insights into his/her personality and resilience skills. Understanding his/her approach to failure and correcting it sheds light on his/her coping strategies. These play a key role in his/her personal and professional development, while helping to strengthen his/her relationships through the acknowledgement and appreciation of people's diverse responses to mistakes. For Julien, every mistake can become an opportunity for growth, guiding him/her towards a better understanding of him/herself and his/her interaction with the world around him/her.
Recognize and support his/her need for action, leadership and effectiveness in managing mistakes. Adjusting your support to his/her profile intensity can help him/her overcome mistakes more effectively and confidently.
In contrast, here's how Julien reacts to other people's mistakes...
Conflict management is vital for resolving disagreements constructively, both in people's personal and professional lives. It requires active listening, mutual understanding and effective communication, leading to solutions that strengthen relationships and create a collaborative environment.
- He/she is comfortable with conflicts and thinks they help move things forward.
- He/she likes competition and confrontation in general.
- He/she tries to resolve conflicts and remove obstacles as quickly as possible.
- Step away from feelings.
- Speak frankly.
- Do not be afraid to offend him/her.
- Forget obstacles and build alliances instead.
- Wait for him/her to run out of steam, note what he/she says, make sure he/she is done, disagree by presenting facts, take responsibility.
- Admit that you're in a deadlock and ask a third party to arbitrate and decide.
- Ignore him/her, dismiss him/her or deny the conflict exists
- Play along with the conflict, at the risk of taking it too far and witnessing things get worse.
- Complain to the boss, because he/she would lose respect and feel scorn for you.
(*) To avoid, or the conflict will escalate...
(*) And also, in general and to a lesser extent...
Management is a determining factor in company success, combining the use of strategic tools and a variety of skills to plan, organize and direct resources. In addition to achieving corporate objectives, good management plays an essential role in retaining talent.
By mobilizing technical skills and leadership qualities, it creates an environment in which employees feel valued and motivated, thus contributing to their fulfillment and to company stability. This holistic approach is the key to a harmonious and productive workplace, where objectives are achieved and the right people remain committed and loyal to the company.
Profil 4 recommends the Outils du Manager methodology for the tools presented in this section. OdM is the most listened-to French podcast dedicated to management. For over ten years, OdM has been providing managers with simple, pragmatic advice and tools they can use on a daily basis.
The Outils du Manager method grew out of observing the behavior of top managers, i.e. those who achieve two results:
- Outstanding performance, and
- Team loyalty
These observations then gave rise to a number of principles, in particular the importance of developing an exceptional level of communication with employees, and of using a management style based on influence rather than hierarchical power or expert authority.
One-to-one meetings
One-to-one meetings are crucial for direct communication between a manager and their co-workers. These regular sessions provide an opportunity to discuss performance, objectives and personal concerns, offering precise follow-up on projects and strengthening professional relationships. They foster a transparent and motivated work environment, aligned with team and company objectives.
The one-to-one meeting is a manager's fundamental tool for building a trusting relationship with their co-workers. It's a condensed management meeting that makes management visible and measurable. Ideally, managers should schedule weekly 30-minute 1-1 meetings with each of their subordinates throughout the year, and make a ritual of it. The time that the manager spends on their co-workers is an investment. It's worth it, because it will reduce interruptions during the week and create greater performance and autonomy.
The basics of a successful 1-to-1 meeting:
- It's a face-to-face conversation with Julien, during which he/she must be able to say whatever he/she wants
- It must be weekly and compulsory
- It lasts 30 minutes and is scheduled in advance, always at the same time of the week.
- The manager takes notes to favor listening and asking questions.
It's a 3-part interview:
- The manager lets Julien speak without interrupting (this is their top priority).
- The manager asks questions (without stepping in to solve problems), provides information, passes on messages from above and gives feedback.
- It's the right time for delegating tasks, enabling autonomy and for the occasional career discussion.
Feedback
Feedback is a gift a manager gives to their co-worker. Giving Julien feedback means telling them what's going well and what's not. Feedback comes in two main forms: positive feedback, which aims to reinforce existing behavior, and negative feedback, which aims to correct it. It's an essential tool, enabling awareness and continuous improvement in terms of skill and behavior. When adapted to Julien's personality profile, it can transform his/her perspectives and encourage significant growth.
Whether positive or negative, feedback must be factual, i.e. based on observable behavior that can be seen, heard, measured and described, and non-judgmental, as it is not aimed at the person but at the way they act.
The basics of successful feedback in 4 steps:
- Invite Julien to receive feedback.
- Describe his/her behavior factually.
- Describe the impact, results and consequences of this behavior.
- Ask for the behavior to be adjusted or reinforced.
When is best for Julien?
Preferably late morning.
Negative or corrective feedback
Negative feedback, when presented constructively, identifies areas requiring improvement. It is not intended to discourage, but provide guidance towards better performance by highlighting areas that require attention and adjustment.
Positive or reinforcing feedback
Positive feedback recognizes and values effective actions and behavior, reinforcing motivation and commitment. It plays a crucial role in encouraging the repetition of positive behavior.
Delegation
Delegation is a management tool that involves entrusting team members with tasks and responsibilities, while encouraging employee development. It encourages trust, autonomy and efficiency within the team, contributing to greater productivity and a dynamic work environment.
Any task that can be delegated should be delegated! Delegation is essential, because there's only so much work a manager can do on their own. By shunting tasks down the hierarchy, a manager can concentrate on managing people and focus on high value-added tasks.
A delegation process must be put in place to delegate complex and risky tasks:
- Define the minimum requirement, i.e. the expected result
- Set a precise deadline
- Identify the risks of possible mistakes and take the necessary steps to help co-workers avoid them
- Detail the progressive steps required to achieve results. Each step must have a specific objective and a date
- Hold a delegation meeting to ask the co-worker to accept their new tasks and explain the process.
- Monitor the delegation progress by means of 1-to-1 meetings (see above). At each stage, check the date and whether the objective has been achieved.
The way Julien positions him/herself in the company and within a group is essential to understanding his/her impact on teamwork and collective dynamics. This perspective highlights his/her role in promoting harmony, innovation and the achievement of common goals, thus enriching the professional environment.
Workbooks in which Julien appears
Here are the workbooks in which Julien's profile appears. The graphs show how Julien is positioned in the corresponding teams in relation to the other members.
This profile is not associated with any workbooks!
Chronotypes refer to the different natural biological rhythms that influence our sleep and activity preferences throughout the day. They explain why some people are more energetic in the morning, while others reach their peak performance in the evening.
Understanding our own chronotype can be key to optimizing productivity, health and overall well-being, as it helps align our daily activities with our natural biological rhythms. Taking chronotypes into account in work environments and personal life enables better time management and greater efficiency in tasks and interactions.
Here's Julien's information...
Our state of mind and our emotions play a crucial role in how we approach our daily challenges and successes. For Julien, understanding his/her own mindset gives us a glimpse into his/her reactions to obstacles, his/her openness to change and learning, and his/her ability to keep going when faced with adversity. It also reveals how he/she perceives the potential for personal and professional growth, directly influencing his/her approach to life and interactions with others. By exploring these notions, Julien can identify opportunities to cultivate a more resilient and adaptable state of mind, thus fostering an enriching and fulfilling journey to development.
The colored boxes below indicate the states of mind and emotions that Julien is most likely to feel...
Pleasant | |||
Powerful | Seen | Altruistic | Confident |
Victorious | Grateful | Warm | Serene |
Honorable | Bold | Cheerful | Useful |
Distant | Liable | Good | Modest |
Proud | Crafty | Lenient | Dedicated |
Determined | Likeable | Sympathetic | Calm |
Motivated | Smiling | Kind | Serious |
| | | |
Offended | Disappointed | Tired | Confused |
Annoyed | Upset | Sad | Worried |
Angry | Grumpy | Guilty | Concerned |
Disengaged | Mistreated | Reprehensible | Bothered |
Insubordinate | Dismayed | Unfair | Useless |
Defeated | Resentful | Passive | Ridiculed |
Humiliated | Bitter | Apathetic | Unworthy |
Unpleasant |
Understanding what motivates Julien in his/her actions and decisions is essential to grasping the full extent of his/her personality and potential. The ODAPHIS index, an acronym for Objective, Deliberation, Altruism, Pleasure, Harmony, Influence and Security, serves as a guide to explore the various forces that drive Julien. Each component of this index highlights different aspects of his/her motivation, from his/her desire to achieve meaningful goals, to his/her need for security and stability, to his/her pleasure in interacting with others and his/her commitment to the collective well-being. Together, these elements offer a comprehensive view of the invisible drivers that cause Julien to act in specific ways in various circumstances.
(*) Each component is represented by a number between 0 and 7.
Risk: Individualism
Risk: lack of flexibility
Risk: slow decision-making
Risk: emptiness or ephemerality
Risk: fear of conflict
Risk: insensitivity and bossiness
Risk: fear of change
The following graphs contrast certain ODAPHIS characteristics to refine Julien's profile and the importance of each type of motivation.
Purple: adapted • Yellow : natural