APEX DISC Behavioural Profile

for SAALIHA MISHA NAVEEN

Introduction
DISC is a practical and universally applicable model that focuses on individual patterns of external,
observable behaviours. It measures the intensity of chracteristics using scales of Proactiveness vs
Responsiveness and People vs Task. The 4 DISC styles are named as Dominance, Influence, Steadiness
and Conscientious.

Using the DISC model, it allows individuals to identify and understand the strengths and limitations of
their styles and to help them develop a process where there’s heightened self awareness, social
awareness thus leading to effective management of people of different styles.

The APEX ProfileTM diagnostic report, provides a summarized view of the individuals DISC styles and
provides an overview of the characteristics of the individual’s styles as well as their behavioural
tendencies.

APEX ProfileTM is a behavioural profiling tool where it provides us an glimpse of how the individual
behaves in a given context. It is important to have a certified ALIGNDISCTM practitioner to interpret
and unpack the DISC profiles.

Fundamental Principles of DISC

• All DISC styles are equally valuable and everyone has a blend of all four styles
• Your DISC styles is also influenced by factors such as experiences, education and maturity
• Self awareness is the first step to becoming more effective when working with others
• Making use of DISC helps to build effective relationships
DISC Report for SAALIHA MISHA NAVEEN
All profiling tools are highly contextual and this assessment is done in the context of School. The 3
graphs shown here provides us an indication of how SAALIHA MISHA NAVEEN behaves in the School
context.

Graph 1 Graph 2 Graph 3

Public Persona Private Persona Perceived Persona

D I S C D I S C D I S C

Graph 1 – Public Persona

Graph 1 is a persona where the individual behaves in a way they assume the environment expects
them to behave in. It can be perceived as a mask people puts on to blend into the environment.

Graph 2 – Private Persona

Graph 2 is a persona where the individual behaves when they are along and/or when they are under
pressure and stress. This is often a blindspot where individuals may not be aware of their behaviours
unless they have heightened self awareness.

Graph 3 – Perceived Persona

Graph 3 is a persona where the individual behaves in a way that is observable by anyone in his
sphere of influence. This is often understood to be the most natural behaviour to the people around
as this is what people see all the time.
Your DISC Style is DEVELOPER, (D Blend)
Individuals who are Developers exhibit a powerful, individualistic approach, especially towards new
challenges and opportunities; they frequently demonstrate a high ego strength.

Developers want excitement and sometimes jump into new adventures before thinking them through
fully. They can make demands upon people and situations in order to accomplish their goals, and
may be very direct and uncommunicative under pressure. Developers don’t always collect facts
before making a decision. Developers like to win at all costs.

Developers are opportunity creators; they possess a vision of the ‘big picture’ and can move a
project forward with great enthusiasm. When they are caught up in accomplishing the task, they may
tend to ignore the emotional side of the people involved. Developers should strive to achieve self-
control and self-discipline while cultivating their emotional side in order to be more sensitive of other’s
feelings and perceived as friendly. Risk takers, people see them as bold, confident and courageous.
Developers are great visionaries who possess the enthusiasm to make a new idea work without letting
obstacles get in the way.

WHAT MOTIVATES YOU? WHAT IS STRESSFUL FOR YOU?

Different people find different aspects of
their School motivating. Like other people
with the, D Style, you’ll probably appreciate
opportunities to
• Pioneer new initiatives
• Compete and win
There are areas that you may find stressful.
Because you tend to value getting things
done, you may find it particularly difficult to
work with people who are indecisive.
Having to follow through routines may drain
your energy. Because being taken
advantage of makes you uncomfortable,
you may find that vast amounts of energy is
spent in mitigating this fear.

• Challenge themselves beyond the

expected

MOTIVATING ENVIRONMENTS STRESSFUL ENVIRONMENTS

You may probably find the following
aspects in the environments to be
motivating:
• Environment that is dynamic with lots of
challenges
• Environment that is highly competitive
Some of the following aspects in the
environment that may be stressful for you
• Environment that is laid back and
apathetic
• Environment that is unable to take direct
feedback

• Environment that allows them to dream • Environment that is cautious and

big and start fast bureaucratic
Overview of DISC

DOMINANCE INFLUENCE
PRIORITIES: PRIORITIES:
Taking action Taking action
Getting immediate results Expressing enthusiasm
Challenging self and others Encouraging collaboration
MOTIVATED BY: MOTIVATED BY:
Competition Group activities
Power and Authority Social recognition
Winning and Achievements Friendly relationships
FEARS: FEARS:
Vulnerability Disapproval
Loss of control Social rejection
Being taken Loss of influence
advantage of

CONSCIENTIOUS STEADY
PRIORITIES: PRIORITIES:
Accuracy Giving support
Maintaining Stability Maintaining Stability
Challenging Assumptions Enjoying collaborations
MOTIVATED BY: MOTIVATED BY:
Attention to quality Cooperation
Gaining knowledge Stable environments
Opportunities to use expertise Sincere appreciation
FEARS: FEARS:
Criticism Change
Being Wrong Loss of harmony
Slipshod methods Offending others
 Characteristics of SAALIHA MISHA NAVEEN's DISC style
D I S C
Focus Production People Pace Procedures
Traits - Decisive - Enthusiastic - Listener - Analytical
- Direct - Optimistic - Steady - Conscientious
- Initiator - Persuasive - Friendly - High Standards

Value - Results Driven - Creative - Dependable - Thorough

- Time Critical - Encourager - Loyal - Critical
- Innovative - Negotiator - Reconcile - Refines
Conflicts Processes

Fears Loss of Control Rejection Loss of Security Criticism

28 Argumentative Emotional Calming Accurate

27 Daring Enthusiastic Loyal Conservative
26 Demanding Gregarious Patient Exacting
25 Decisive Impulsive Peaceful Fact-finder
24 Domineering Optimistic Serene Precise
23 Egocentric Persuasive Team player Systematic
22 Adventurous Charming Consistent Conscientious
21 Risk-taker Influential Cooperative Courteous
20 Direct Sociable Possessive Focused
19 Forceful Trusting Relaxed High standards
18 Assertive Confident Composed Analytical
17 Competitive Friendly Deliberate Diplomatic
16 Determined Generous Stable Sensitive
15 Self-reliant Poised Steady Tactful
14 Calculates risks Controlled Alert Individualistic
13 Moderate Discriminating Eager Self-assured
12 Questioning Rational Flexible Opinionated
11 Unassuming Reflective Mobile Persistent
10 Mild Contemplative Discontented Autonomous
9 Seeks Consensus Factual Energetic Independent
8 Unobtrusive Logical Fidgety Firm
7 Weighs Pros/Cons Retiring Impetuous Stubborn
6 Agreeing Introspective Active Arbitrary
5 Cautious Pessimistic Change-Oriented Defiant
4 Conservative Quiet Fault-Finding Fearless
3 Contemplative Pensive Impatient Obstinate
2 Modest Reticent Restless Rebellious
1 Restrained Suspicious Spontaneous Sarcastic

DISC is an observable instrument based on the idea that emotions are neither good nor bad. These
behaviours reveal the needs that motivate that behaviour. Everyone of us exhibits part of DISC
characteristics in different intensity. The characteristics highlights provides an indicator of the over style
of SAALIHA MISHA NAVEEN in the School context based on the Perceived Persona (Graph 3).
The D Style and you

How you might react to the D Style?

The D Style individual tends to be a go-getter in the
organization who delivers on their promises. They tend
to be business like, direct and may come across as
overly aggressive when presenting their opinions and
decisions.
People who like to have harmonious relationships and
time to consider and analyse situations may have
trouble relating to their competitive drive for results.

The D Style individual thrives on rapid progress, driving

towards bold and dramatic changes. Individuals who
are more people-oriented may wonder why they seem
to push their ideas through without considering how
they affect other people. To you, people • Blunt
with the D style • Forceful
They have a tendency to have a sceptical and may seem: • Dominant
questioning nature. They are more focused on meeting • Demanding
the objectives and targets more than building teams
and collaborating with people.

What is the motivation for their behaviour?

Results and Objectives

People with the D Style tend to be strong-willed individuals who prioritizes Results and Objectives .
Because they are so driven, they constantly look for new challenges and opportunities. They strive for
success and won’t give up just because they run into a few obstacles. You may find their
competitiveness difficult to relate to, but they’re naturally determined to push to succeed, sometimes
at all cost.

Actions and Decisions

In addition, they prioritize Actions and Decisions , so they focus on achieving their goals quickly and
forcefully. Cautious and predictable environments are particularly tedious for them, and they may get
impatient if others spend a lot of time analysing ideas rather than acting on them. Individuals who
have D and I styles will have little trouble relating to their bold style.

Challenge
Furthermore, those with the D style also prioritize Challenge. Because they want to control outcomes,
they’re often questioning and independent-minded. They are unlikely to accept things they are unsure
about, and they won’t hesitate to challenge ideas that they don’t agree with.
The I Style and you

How you might react to the I Style?

The I Style individual seems to know everyone on a first-
name basis and always has the latest news on what’s
been happening. They tend to have a positive outlook
and has upbeat approach to things and situations. I
Style individuals are readily receptive to new ideas.

The D and I individuals probably don’t mind his rapid

changes and spontaneity. However, with their quick
pace, they tend to be more impulsive and people of
the S and C styles may have trouble keeping up as he
moves from idea to idea.

The I style individual is comfortable to be in the limelight

and enjoys the social aspects of work. Individuals who To you, people • Open
are more people-oriented may appreciate his fun, with the I style • Impulsive
outgoing nature but some may wonder how he gets may seem: • Fun-loving
work done with all the socializing and joke telling. • Encouraging

What is the motivation for their behaviour?

Optimism and Energy

People with the I Style put a high priority in Optimism and Energy and tend to maintain an upbeat
attitude. Because they get excited about new possibilities, they may be very expressive when
communicating their ideas. They like people who are able to match their energetic and high-spirited
approach.

Actions and Decisions

In addition, they prioritize Actions and Decisions , so they focus on making quick progress toward
exciting solutions. Because they tend to be fast-paced, they may be eager to get going without
spending a lot of time considering the consequences.

Association
Furthermore, those with the I style also prioritize Association. They enjoy meeting new people and they
probably have a talent for getting everyone involved and building team spirit. They appreciate
teamwork and often gather they group to work on projects collaboratively. They are comfortable in
taking the lead in group settings.
The S Style and you

How you might react to the S Style?

The S Style individual seems accepting and easy going,
always ready to support the needs of others. They are
always patient and happy to help. They are not
concerned about who gets the credit but rather the
quality of the relationships built they have created when
working with them.

They are well-liked by everyone and can always be

counted on to perform their job consistently. Sometimes,
one may wish that the S style individual would step up
and take action more quickly.

They adopt a team-player attitude and concern for

others. However, they tend to want to keep a low To you, people • Gentle
profile and may appear embarrassed when praises are with the S style • Caring
showered on them. may seem: • Considerate
• Understanding

What is the motivation for their behaviour?

Assistance
People with the S Style place a high priority on providing Assistance. They tend to be good listeners,
and as a result, they’re often seen as patient and accommodating. They don’t hesitate to help out
when they can, and they value a warm and easy-going environment. They adopt a laidback, helpful
approach towards work and enjoys maintaining a friendly, open environment.

Security
In addition, they prioritize Security, so they often focus on maintaining a predictable, orderly
environment. Since they tend to be cautious, they’re probably methodical and avoid rapid change
whenever possible. When facing risk, they tend be very adverse to it and will often adopt a “safety
first” mentality when trying new things.

Partnership
Furthermore, those with the S style also prioritize Partnership. They like working with others in a trusting,
warm environment and they go out of their way to make people feel included and accepted. They
focus on friendly teamwork and work towards maintaining an open, receptive atmosphere.
The C Style and you

How you might react to the C Style?

The C Style individual prioritizes on accuracy. They are
very focused on precision and quality and tend to
spend hours checking their work multiple time before
being satisfied. They are comfortable being alone and
are dedicated to getting things done right

They want a stable environment where reliable

outcomes can be ensured. They are perceived as
impersonal and serious, with their self-contained
approach, it may appear cold to the people around.

The C Style individual doesn’t hesitate to ask a lot of

sceptical questions. This approach may be perceived
to be unfriendly due to their tendency to challenge To you, people • Private
other people’s opinions. Their pursuit for high standards with the C style • Precise
and quality may make it uncomfortable for people to may seem: • Sceptical
collaborate with them but rest assured that when they • Methodical
commit to something, they will follow through.

What is the motivation for their behaviour?

Precision
People with the C Style place a high priority on Precision. Because they want to ensure superior
results, they tend to analyse options rationally and separate emotions from facts. They value being
precise, and as a result, they will often ask in-depth or sceptical questions. In their pursuit for sound
and perfect solutions, it may make others struggle to relate to their detached style.

Predictability
In addition, they prioritize Predictability, so they tend to value follow-through and restraint, they are
uncomfortable with quick or risky decisions and prefer to take time to make informed choices. They
tend to analyse all the options and often make decisions that promises predictable outcomes. This
makes them an anchor of reality where they avoid rushing into things.

Challenge
Furthermore, those with the C style also prioritize Challenge. In their quest to find the most streamlined
and productive method of completing their tasks, they may openly question and point out flaws that
others may have missed.
Strategies to work effectively with…

Effective Rapport Building

• Focus the discussion on the topic at hand
• Refrain from taking their bluntness personally
• Focus on the bottom-line results and objective of the
meeting

Collaborative Problem Solving

• Consider the effect a plan has on others that
may bring about better results
• Balance the emphasis on people’s feelings with
workable answers during discussions
• Provide solutions to the problems raised and
emphasize the shared desire to act upon it
quickly

Responding in situations of conflict

• Speak up to make sure that your needs are heard and considered
• Avoid giving in just to restore harmony. They are ready to accept differing viewpoints
• Speak candidly and recognize that they prefer people who shares openly rather than
people who hides their feelings

Effective Rapport Building

• Recognize their enthusiasm and high energy
• Create time for casual, non-business
conversations
• Recognize and appreciate the effort and
teamwork demonstrated

Collaborative Problem Solving

• Be open to creative solutions
• Temper shared optimism by considering all
potential issues
• Avoid going along with their ideas just to make
them happy

Responding in situations of conflict

• Give them time to have their say and avoid purposefully escalating the argument
• Show them that you share their interest in maintaining a good relationship
• Remember that your outspokenness could be interpreted as a personal attack
Strategies to work effectively with…

Effective Rapport Building

• Share what you are thinking about and
genuinely hear their opinions
• Encourage each other to stretch outside of
their comfort zones and take on new
challenges
• Work collaboratively with them and not
overlook potential problems because of
relationships

Collaborative Problem Solving

• Agree on a reasonable decision-making
timeline to avoid putting off difficult decisions
• Acknowledge the risks but remember that
daring ideas sometimes lead to better results
• Avoid joining them in excessive concern over
how the decision will affect other people

Responding in situations of conflict

• Encourage them to speak up as they may mask their true feelings
• Voice your concerns tactfully rather than going around the issues
• Express concern for their feelings and show a desire to resolve the conflict quickly but
thoroughly

Effective Rapport Building

• Respect their preference to work
independently
• Highlight your shared desire for accuracy by
focusing on the facts
• Avoid asking personal questions, and don’t
take their detachment personally

Collaborative Problem Solving

• Back up your ideas/solutions with evidence
• Avoid getting caught up in keeping everyone
happy that you discount practicality
• Consider looking to external systems or people
to provide the urgency to finalize plans

Responding in situations of conflict

• Avoid emotional displays, be factual and logical
• Address the issues rather than hoping the conflict will work itself out
• State your position objectively and give them time to present their side
Understanding Others and Adaptability
Understanding your own behavioural style is just the first step to enhancing relationships. To really
begin to use the power of behavioural styles, you also need to know how to apply the information to
other people and in other situations. Good relationships can get better and challenging relationships
may become good.

“TREAT OTHERS THE WAY People generally make the mistake of assuming that
others interact and think the same way they do, and
THEY WANT TO BE TREATED.”
– DR. TONY A LESSANDRA, many of us grew up believing in The Golden Rule:
THE P LATINUM RULE treating others the way you would like to be treated.

Instead, we encourage another practical rule to live by - what Dr. Tony Alessandra calls The Platinum
®
Rule : to treat others the way THEY want to be treated. This practice requires strategic adjustment
made on a case-by-case basis, and adjusting your own behaviour to make people feel more at
ease with you and the situation is known as Adaptability.

It is important to remember that adapting our styles is not always easy! It may take some time, feel
very difficult, or seem especially foreign in certain situations. Give it time, practice, patience and
diligence and you will see relationship benefits.

What is Adaptability?
Adaptability is based on two elements: Flexibility and Aptitude. Flexibility is your Willingness and
Aptitude is your Capability to adjust your aproach or strategy based on the particular needs of the
situation or relationship at a particular time. It’s something you must cognitively choose to apply to
yourself (to your patterns, attitudes and habits), not expect from others.

Adaptability does not mean an

“imitation” of the other person’s
style. It does mean adjusting your
openness, directness, pace, and
priority in the direction of the other
person’s preference, while
maintaining your own identity.
Adaptable people know how to
negotiate relationships in a way
that allows everyone to win.

Your adaptability level influences

how others judge their relationship
with you. Raising your adaptability
will increase trust and credibility; if
you lower your adaptability, trust
and credibility will decrease. Being
more adaptable enables you to
interact more productively with
difficult people and helps you to
avoid or manage tense situations.
Adapting in Different Situations
Important factors of considerations:
• Adaptability is important to all
successful relationships.
• No one style is naturally more
adaptable than another.
• Adaptability is a choice:
‒ You can choose to be
adaptable with one person,
and not so with others.
‒ You can choose to be quite
adaptable with one person
today and less adaptable with
that same individual tomorrow.
• People often adopt a different
style in their professional lives than
they do in their social and
personal lives.
‒ We tend to be more adaptable
at work and with people we
know less.
‒ We tend to be less adaptable
at home and with people we
know better.
At Work
• Realistically gauge risks
• Tell others the reasons for decisions
• Recognize and solicit others’ contributions
• Follow pertinent rules, regulations, and
expectations
• Exercise more caution and deliberation before
making decisions
• Cultivate more attention/responsiveness to
emotions
In Sales and Service
• Get to the point
• Meet them in a professional and business-like
manner
• Provide options and let them make the
decision, when possible
• Plan to be prepared, organized, fast-paced,
and always to the point
• Suggest solutions with clearly defined and
agreed upon consequences as well as rewards
that relate specifically to their goal
• Learn and study their goals and objectives –
what they want to accomplish, how they
currently are motivated to do things, and what
they would like to change
In Social Setting
• Listen to their suggestions
• Convey openness and acceptance of them
• Give them your time and undivided attention
• Appreciate and acknowledge them when
possible
• Summarize their achievements and
accomplishments
• Let them know that you don’t intend to waste
their time
In Learning Environments
• Defines own goals
• May have a short attention span
• Does okay with independent self-study
• May like to structure their own learning design
• Likes to learn quickly; may be frustrated with a
slower pace
• Has own internal motivation-clock, learns for
their own reasons, not for anyone else’s reasons
Adapting in Different Situations
Important factors of considerations:
• Adaptability is important to all
successful relationships.
• No one style is naturally more
adaptable than another.
• Adaptability is a choice:
‒ You can choose to be
adaptable with one person,
and not so with others.
‒ You can choose to be quite
adaptable with one person
today and less adaptable with
that same individual tomorrow.
• People often adopt a different
style in their professional lives than
they do in their social and
personal lives.
‒ We tend to be more adaptable
at work and with people we
know less.
‒ We tend to be less adaptable
at home and with people we
know better.
At Work
• Write things down
• Prioritize and organize
• See tasks through to completion
• View people and tasks more objectively
• Avoid overuse of giving and taking advice
In Sales and Service
• Give them testimonials
• Support their dreams and goals
• Provide incentives to encourage quicker
decisions
• Illustrate your ideas with stories and emotional
descriptions that they can relate to their goals
or interests
• Clearly summarize details and direct these
toward mutually agreeable objectives and
action steps
• Take the initiative by introducing yourself in a
friendly and informal manner and be open to
new topics that seem to interest them
In Social Setting
• Respond openly and congenially
• Avoid negative or messy problem discussions
• Give them your attention, time and presence
• Focus on a positive, upbeat, warm approach
• Listen to their personal feelings and
experiences
• Make suggestions that allow them to look
good
• Don’t require much follow-up, detail or
long-term commitments
In Learning Environments
• Likes learning in groups
• Interacts frequently with others
• Needs “what to do” and “when to do it”
• Responds to extrinsic motivation, praise, and
• Needs structure from the facilitator; may lose
track of time
• May exceed deadlines if left on their own and
learning may be completed late
Adapting in Different Situations
Important factors of considerations:
• Adaptability is important to all
successful relationships.
• No one style is naturally more
adaptable than another.
• Adaptability is a choice:
‒ You can choose to be
adaptable with one person,
and not so with others.
‒ You can choose to be quite
adaptable with one person
today and less adaptable with
that same individual tomorrow.
• People often adopt a different
style in their professional lives than
they do in their social and
personal lives.
‒ We tend to be more adaptable
at work and with people we
know less.
‒ We tend to be less adaptable
at home and with people we
know better.
At Work
• Track their growth
• Feel sincerely appreciated
• Avoid doing things the same way
• Become more open to some risks and changes
• Utilize shortcuts and discard unnecessary steps
• Realize there is more than one approach to
tasks
• Speak up and voice their thoughts and
feelings
In Sales and Service
• Develop trust, friendship, and credibility at a
relatively slow pace
• Ask them to identify their own emotional needs
as well as their task or business expectations
• Get them involved by focusing on the human
relationships with others
• Avoid rushing them and give them personal,
concrete assurances, when appropriate
• Communicate with them in a consistent
manner on a regular basis
• Get to know them more personally and
approach them in a non-threatening, pleasant,
and friendly, but professional way
In Social Setting
• Avoid arguments and conflict
• Respond sensitively and sensibly
• Show them step-by-step procedures
• Behave pleasantly and optimistically
• Give them stability and minimum of change
• Focus on a slower-paced, steady approach
• Allow them to follow through on concrete tasks
• Privately acknowledge them with specific,
believable compliments
In Learning Environments
• Prefers explicit instructions
• Likes journaling and follow-through
• Shows patience with detailed or technical
processes
• Accepts a balance between individual and
group work
• Wants to know the performance outcomes
and expectations
• May need help in prioritizing tasks if its a long
assignment; may take criticism personally
Adapting in Different Situations
Important factors of considerations:
• Adaptability is important to all
successful relationships.
• No one style is naturally more
adaptable than another.
• Adaptability is a choice:
‒ You can choose to be
adaptable with one person,
and not so with others.
‒ You can choose to be quite
adaptable with one person
today and less adaptable with
that same individual tomorrow.
• People often adopt a different
style in their professional lives than
they do in their social and
personal lives.
‒ We tend to be more adaptable
at work and with people we
know less.
‒ We tend to be less adaptable
at home and with people we
know better.
At Work
• Keep on course with tasks, less checking
• Shoot for realistic deadlines and parameters
• Balance their lives with both interaction and
tasks
• Share their knowledge and expertise with
others
• Stand up for themselves with the people they
prefer to avoid
• Maintain high expectations for high priority
items, not everything
In Sales and Service
• Hone your skills in practicality and logic
• Document how and why something applies
• Follow through and deliver what you promise
• Prepare so that you can answer as many of
their questions as soon as possible
• Greet them cordially, but proceed quickly to
the task; don’t start with personal or social talk
• Ask questions that reveal a clear direction and
that fit into the overall scheme of things
• Give them time to think; avoid pushing them
into a hasty decision
In Social Setting
• Use a logical approach
• Respond formally and politely
• Solicit their insights and suggestions
• Show them by what you do, not what you say
• Listen to their concerns, reasoning, and
suggestions
• Focus on how pleased you are with their
procedures
• Negative discussions are OK, so long as they
aren’t personally directed
In Learning Environments
• Prefers individual work over group interaction
• Has high expectations of their own
performance
• Accepts more impersonal training, such as
self directed learning
• Will structure their own activities only with
explicit goals and outcomes established
• Emphasizes details, deep thinking, and
theoretical bases for the learning
• May get overly bogged down in details,
especially if the learning climate is pressured
Moving Forward
This report is filled with information about your behavioural style and the styles that you will encounter
in others. There are many suggestions in the application section of this report for you to apply this
information. Take the next step and DO the exercises. Don’t put this report on a shelf or in a file.
Knowing your own style is just the beginning— you must be able to apply this information to improve
all of your relationships

Continually use this report as a reference tool. It contains a lot of information and was never meant to
be digested in a single reading. Experiment with making a few changes in your behaviour and
examine the results. You might be surprised!

Disclaimer
TM
There are no warranties, express or implied, regarding the APEX Profile assessment. You assume full
responsibility, and the authors & assessment company and their agents, distributors, officers,
employees, representatives, related or affiliated companies, and successors, and the company
requesting you to complete this ALIGNDISCTM Assessment (THE GROUP) shall not be liable for,

TM
(i) your use and application of the APEX Profile Assessment,
(ii) the adequacy, accuracy, interpretation or usefulness of the APEX ProfileTM
Assessment, and
(iii) the results or information developed from your use or application of the
APEX ProfileTM Assessment.

You waive any claim or rights of recourse on account of claims against THE GROUP either in your
own right or on account of claims against THE GROUP by third parties. You shall indemnify and hold
THE GROUP harmless against any claims, liabilities, demands or suits of third parties. The foregoing
waiver and indemnity shall apply to any claims, rights of recourse, liability, demand or suit for
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out of, resulting from or in any way connected with the APEX ProfileTM Assessment, or the use,
application, adequacy, accuracy, interpretation, usefulness, or management of the APEX ProfileTM
Assessment, or the results or information developed from any use or application of the APEX ProfileTM
Assessment, and whether based on contract obligation, tort liability (including negligence) or
otherwise.

In no event, will THE GROUP be liable for any lost profits or other consequential damages, or for any
claim against you by a third party, even if one or more of THE GROUP has been advised of the
possibility of such damages.
Personal Reflections

+65 9171 0187

melvin.chia@brydangroup.net

Do visit us at www.brydangroup.net to find out more about the developmental

programmes and executive coaching we can offer for your organization