p an t s Ma

i
► Participant
rt Material ic te
ri
Pa

a
l.
Your Rights to Using This Material
D

T for w ard.
D

This document and any attached materials are the sole property of
I C o p y ri g

DDI, and are not to be used by you other than as part of your DDI
development experience.

This document and any attached materials are not to be disseminated,

distributed, or otherwise conveyed to any other person or entity without
NO
the express written permission of DDI.
h

d
te

M D
ate s e
ri a ls, p l e a

© Development Dimensions International, Inc. All rights reserved.

 p an t s Ma
ic i te
rt ri
Pa

a
l.
D

T for w ard.
D I C o p y ri g

NO
h

d
te

M D
ate s e
ri a ls, p l e a
Personal Code of Values
Leading Self Turn Awareness into Impact
A Life of Achievement A Life of Community A Life of Respect A Life of Integrity
{ Accomplishment { Connection { Power { Fairness
{ Productivity { Communication { Recognition { Honesty
{ Growth { Friendship { Respect from { Tolerance
{
{
Mastery
Purpose
{
{
Family
Love {
others
Status
{
{
Loyalty
Humility
Internal Self-Awareness Tree
{ Competitiveness { Teamwork { Wealth { Knowledge Talents Emotions Values
{ Autonomy { Cooperation { Popularity { Diversity • Your talents are areas of • Emotional triggers are • Values are your core beliefs.
{ ___________________ { Contribution { ___________________ { ___________________ high impact that come situations that provoke strong • Your values are determined
{ ___________________
most naturally to you. feelings—positive or negative.

t s Ma
by different factors in your life,

i p a n te
• If you are aware of your • Negative triggers can lead to such as religious beliefs, family

c
A Life of Security A Life of Novelty A Life of Well-Being undesirable behaviors.
i
talents, you can apply them and friends, life experiences,
{
{
Order
Rules
{
{
Innovation
Creativity
{
{
Health
Religion/Spirituality
rt ri intentionally to grow your
impact.
mindset, education, etc.

{ Tradition { Challenge { Nature

Pa

a
{ Economic stability { Risk { Family balance

l.
{ Privacy { Change { Calmness Talent Talent
{ Process { Variety { Humor/Fun

T for w ard.
{ Accountability { Flexibility { Comfort

D
{ ___________________ { Openness { Beauty
{ ___________________ { ___________________

Leadership Talents
Data Wizard
Reasons through information and data to make sense
out of complexity. Applies relevant facts, trends, and
interrelationships to decision making. Increases the chance
I C o p y ri g
People Inspirer
Creates a psychologically safe environment to build
respectful and trusting relationships. Demonstrates care for
others’ needs and emotional well-being through thought,

NO
that plans will lead to advantageous outcomes. word, and deed. Inspires dedication and loyalty.
– Prudent – Analytical – Interpersonally sensitive – Empathetic
Emotional Triggers
h
– Conscientious – Learning oriented – Emotionally intelligent

d
te

O
Creative Innovator Social Connector
M D
Encourages curiosity, experimentation, and
ate
Networks across work groups to establish
s e
the search for novel solutions. Challenges
conventional thinking and helps others to
see the familiar in a new way. Invites new
ri a ls, p l e
reciprocal, collaborative relationships for
sharing of information, ideas, resources,
expertise, and/or influence. Expands
a
ideas to come from anyone. the team’s perspectives and creates
– Learning oriented – Imaginative opportunities for new experiences.
– Inquisitive – Open to new – Sociable – Extroverted
experiences – Inquisitive
Value Value
Process Master Goal Accelerator Value
Plans and organizes for optimal group efficiency Keeps all eyes focused on the prize of meeting and
and effectiveness. Guides the team to root out the real exceeding expectations by creating clear accountability
system or process causes of waste, missteps, delays, and and conveying a sense of urgency. Instills a sense of
rework. Boosts employee ownership and job satisfaction. purpose and pride.
– Prudent – Conscientious – Ambitious – Achievement oriented
– Systematic – Tenacious Part Number: NLELSWSJAV1-0
*JQC8* File Name: AE-NLE-LS-WSJA-V1-0
JQC8

© Development Dimensions International, Inc., 2020. All rights reserved. © Development Dimensions International, Inc., 2020. All rights reserved.
Common Workplace Triggers Emotional Chain Reaction Common Trigger Responses
Disrespect
• Lack of appreciation for your opinion, expertise, role, contribution, etc. Ineffective Responses
• Rude behavior (cursing, shouting, bullying, etc.).
Emotional Withdrawal Preoccupation
• Being treated as unimportant or not deserving of dignity. Disengagement • Keeping quiet in • Pervasive negative
• Being unable to get time or attention from others. • Feeling less meetings thoughts
• Sensing preconceived negative ideas about you. motivated • Avoiding others • Distracted from
• Disregard for your time (e.g., getting work on short notice). • Giving up on a goal • Not answering tasks
• Reducing effort emails • Catastrophizing
Untrustworthiness

ants Ma
• Having a confidence broken.
My Self-Directive Retaliation Venting Denial
• Competitive or backstabbing behavior.

c i p te • Spreading hurtful • Lashing out/yelling • Convincing

• Others not keeping commitments.
• Stated organizational values not the same as reality. rt
Whenever I experience i ri
(trigger/feelings/thoughts)
,
rumors
• Being rude to others
• Arguing
• Complaining
yourself that it
wasn’t a big deal
• Making others look • Pretending all

Pa

a
Exclusion bad is well
I will avoid

l.
• Not being involved in matters that affect you. (unwanted response)
• Removing your
• Seeing others operate in a clique, of which you are not a member. support

D
and will do this instead:

T for w ard.
(response management tactics)
• Being talked over or ignored.

D
• Lack of communication about the business or team.

I C o p y ri g
Unfairness
• Unequal or inconsistent distribution of perks or other considerations. Effective Response Management Tactics
• Someone taking credit for others’ ideas. Calming Self Positive Restraint Coping
• Someone expecting and accepting help, but not reciprocating. • Taking a walk, Reinterpretation • Considering
• Being blamed for situations not entirely in your control.
My Talents: One Action I Will Take exercising
• Meditating
• Looking for the good
in what is happening
the potential
consequences of
• Favoritism for reasons not related to performance and contribution.

NO
• Imagining a reacting negatively
{ Ask for an opportunity to apply my most energizing talent. • Reading or
Frustration/Disappointment watching TV more generous • Delaying your
{ Seek development or coaching to become more proficient in a talent. explanation for the response
h
• Lack of control over a situation that has consequences for you. • Journaling

d
situation • Avoiding making
te

• Others’ lack of commitment, effort, initiative, or accountability. { Work to develop a proficient talent into a strength. • Sleeping on it

O
D
• Considering the the situation worse

M
• Disorderly or chaotic situations that could have been avoided. { Coach others to develop their own talent. • Eating or drinking other’s perspective

e
•
• Lack of freedom or autonomy to apply your talent.
ate s
{ Invite contributions from others who have a talent that is not my strength.

a
• •
Self-Identity Threats
• Comments or comparisons to others that suggest inadequacy: “You are understanding. ri a ls, p l e
{ Discuss my talent profile with my manager to create shared
Seeking Advice
• Asking for coaching
Active Coping
• Giving feedback to
Seeking Emotional
Support
not (smart, confident, young, creative, accomplished, etc.) enough.” { Seek feedback on what others view as my talents. from a trusted address the problem • Talking to a therapist
• Having your abilities labeled inaccurately or without data. { Other: colleague directly • Confiding in
• Direct reports’ actions that could make you look bad. • Researching • Talking to someone appropriate
the issue (online, with authority to colleagues
• Qualities that the organization favors but are not authentic to you. Specifically, I will: books, etc.) address the problem • Sharing feelings
Other: • Talking to a • Devising a plan with family or
• D professional to solve or avert friends
coach problems •
• D
• •
• D

© Development Dimensions International, Inc., 2020. All rights reserved.