Get to know yourself and your performance style with proven psychometric tools
A well-chosen survey is the starting point for conscious development - individual, team and organisational. Choose the tool that best meets your needs and supports you in your change process.
MaxieDISC® is a modern, Polish designed SYSTEM based on the DISC modelto achieve better results in relationships, business and recruitment. It has the advantage of simplicity of application and a focus on practical aspects of use. What makes it unique from other systems is that it is not only a report of behavioural styles, but the whole system also includes an explanatory and development session for the client.
What is the DISC MODEL - Human Behavioural Styles
The DISC model assumes that there are 4 main behavioural styles of people (often also colour-coded), which can be measured and studied. Each of us usually has access to and uses 2 or 3 DISC styles in our lives to varying degrees. As humans, we are flexible and can draw on the resources of the behavioural style available to us in different situations. At the same time, we often have our preferred (predominant) style of behaviour and response in certain situations. Knowing your behavioural style and knowing how it works (recognising other people's styles), you can significantly improve your communication, increase efficiency and enhance relationships.
Main behavioural styles (personality styles):
In MaxieDISC there are 4 possible behavioural styles, which form an acronym for the name of this method:
D = Dominant style
I = Influencing style
S = Steady
C = Compliance (Conscientious Style)
In the MaxieDISC survey report, you will find the following information:
the set of behaviours most frequently displayed by a person: naturally, in public (at work) and under pressure
the specific behavioural style and attributes of the person under examination
what motivates the person surveyed and what comes easily to him/her
the preferred working environment for the person interviewed
strengths and potential threats
preferred style of communication
reactions to pressure
the benefits of working with the individual for the team
information about the extent to which the person under examination has adapted to the current working environment
Benefits of application MaxieDISC® model
Personal development
Increasing the efficiency of operations by matching them to your DISC natural style. Through the report, you can see how you differ from others and how this affects your communication and relationships with others.
Recruitment and selection
Increase effectiveness and relevance of candidate selection and reduction of turnover, thanks to structured reports that make it possible to compare candidates.
Increasing sales
Increasing sales by understanding your clients' DISC styles and tailoring your offering to them. Understand your sales style with the MaxieDISC® Seller Report
Efficiency of teams
Building and assembling effective teamsby matching the DISC natural styles to the tasks at hand. With MaxieDISC® reports, each team member and manager will gain an understanding of the strengths and motivators of each person on the team.
ILM72 test examines and evaluates individual leadership style and its effectiveness. Provides guidance on areas to focus on to increase your professional effectiveness. Introduces you to the skills and behaviours most important for good leadership and shows you how to lead effectively in an organisation.
You will find the following information in the ILM72 study report:
What leadership style do I prefer and how do I act?
What are its strengths and weaknesses?
How do you effectively change your leadership style?
History of ILM72
ILM 72 was created to enable the identification of leadership styles. In 2005, the most important leadership models present in the business and scientific communities were analysed. It found that they are all based on six specific scales.
This was confirmed by a survey of 1,600 managers from 50 organisations. The six detailed scales combine all major leadership models and theories. We can measure our individual leadership style based on these scales.
Subsequent analyses have shown that The effectiveness of the leader is evidenced by the scores obtained on the three overall scales.
Leadership scales in the ILM study72
General leadership scales
Focus on delivering results
It explores individual goal orientation.
Focusing on individual employees
It indicates how and to what extent leaders focus on individual employees.
Focus on teamwork
It shows how leaders focus on collaborative problem-solving and decision-making.
Detailed leadership scales
Task-oriented - People-oriented
It indicates to what extent an individual is task-focused and to what extent people-focused.
Flexible - Essential
Determines the extent to which the leader encourages others to take on challenges and participate in projects.
Decentralised - Centralised
It shows how the leader perceives himself or herself, whether he or she sees himself or herself as the most important basis for all actions and expects others to see themselves in this way.
Manager by praise - Manager by demands
Determines attitudes to methods of motivation - either by praise or by making demands.
Process-oriented - Results-oriented
It examines how important the goals are to the individual and what the person is willing to sacrifice for them.
Based on acquired knowledge - Based on innate resources
It determines to what extent planning is relevant to the individual and whether it is based on intuition and instinct.
ILM72 in practice - advantages, application, reports
What distinguishes ILM72 research?
World's first leadership styles survey tool
Refers to key leadership theories
Possibility of online testing - takes about 15 minutes
Results presented in 5 different reports
Enables effective coaching and team and personal development
Influences the development of the organisation
Reliable and dependable
A study created by experts including Dr Peter Clough, Director of the Department of Psychology at the University of Hull and AQR director Doug Strycharczyk
Individual development
Ability to define your leadership style and tailor it to the needs of the organisation
Identification of development needs and benefits
Defining effective leadership in different situations
Providing guidance for coaching and personal development
Organisation development
Analysis of leadership styles present and expected in the organisation
Combining leadership styles with the different expectations of the organisation, depending on the situation
What are the types of ILM72 reports?
Individual Development Report ILM72
Communicates the results of the survey to the participant with suggestions for development.
Report for coaching ILM72
Informs the manager/coach about the individual's leadership style and provides suggestions for coaching.
Evaluation report ILM72
A report to the manager describing the participant's performance and giving guidance on how to use their strengths effectively.
ILM72 comparative report
Includes a comparison of the results of the study with the results of other previous studies in which the participant has taken part.
ILM72 group report
Describes the most common leadership styles in organisations and emerging changes.
The study was introduced to the Polish market in 2006. The MTQ 48 report was prepared for the Polish market thanks to the efforts of Katarzyna Lorenc and Katarzyna Kloskowska-Kustosz. They were responsible for standardisation and the first tests on the Polish population. The tool has been tested for relevance and usefulness in, among others, sales, trading, flight control, people management, as well as volleyball and football. The test, as the name suggests, contains 48 questions.
Measures 4 factors of psychological resilience:
Approach to challenges
Commitment
Sense of influence
Self-confidence
In addition, it expands the last two scales into subscales:
A sense of impact on:
Sense of influence over one's own life
Controlling emotions
Confidence at:
Confidence in own abilities
Self-confidence in relations with others
The 4C model - 4 pillars of mental toughness
Over the course of many years of research, P. Clough and his fellow scientists have recognised that people who cope well with stress, pressure and challenges tend to have high scores in the four 'C' areas:
Control
control (sense of influence and control of emotions)
Confidence
self-confidence (self-esteem, assertiveness)
Commitment
commitment (goal/task orientation)
Challenge
challenge (learning from experience, taking risks)
The 4C model helps to describe in a structured way the qualities that determine our level of personal psychological resilience. It is also the basis of the MTQ48 and MTQ Plus mental resilience survey. The 4C model illustrates the 4 pillars of mental resilience/strong psychology that help you recover from difficult times.
Psychometric test is to assess the attributes of the subject in the above pillars, is an excellent starting point in the process of consciously developing mental resilience.
What is mental toughness?
Mental resilience is a personality trait that determines how we respond to stress and act under pressure time and the expected results. It tells us to what extent we transform signals into rational actions and to what extent we succumb to them, often in a way that is destructive to us and our environment. Over-sensitisation and over-interpretation of stimuli paralyse action or make it inappropriate to the situation. People with higher mental toughness are calmer, sociable, persistent in action and open to change, enjoy challenges, use their emotions to act even more efficiently, and learn faster. Although mental resilience is a personality trait, it is one of the so-called neuroplastic traits. This means that through training in constructive thinking can be strengthened. Therefore, mental resilience coaching and the development of intrapersonal competences make profound sense.
Benefits of diagnosing Mental Resilience with the MTQ 48
Testing resistance to short-term and long-term stress
Analysis of predispositions related to mental toughness
Planning and support of development paths
Diagnosing the level of openness to change
Optimisation of forces, resources and time allocated to development and support
Prevention of occupational burnout and support in the area of well-being and energy management
An evaluation tool for longer development programmes
What types of MTQ 48 reports are there?
Coaching MTQ48
provides the manager/coach with a description of the candidate's mental toughness. In addition, he/she makes suggestions on how to help the candidate develop his/her mental toughness in the future if needed.
Group MTQ48
The report shows the pattern of scores obtained in the organisation on each scale, which is presented as a histogram for the total number of people who, within their group, obtained a score appropriate to a given sten.
For the MTQ48 assessor
The Evaluation Report contains a minimum of five judging questions on each of the scales used in interviews.
MTQ48 development report
It contains the results obtained in the study, their description and suggestions for development in the area of mental resilience.
Why take the MTQ 48 survey with a feedback session?
The participant in the study has the opportunity to take a bird's-eye view of his or her mental condition, become aware of areas of strength and greater sensitivity, and plan methods for staying fit in the next period.
In a confidential conversation, the participant can enquire about their strategies for action. Learn how to select activities for their current level of resilience and those that will develop it in the future.
He knows in which situations he should not find it difficult to succeed and in which situations he may experience failure without support.
He receives his results against the population and relevant developmental tasks.
Together with the coach during the 90min session, they determine the so-called developmental lever, i.e. the factor or factors that will allow the greatest progress to be made with moderate effort.
As a result, the participant is provided with a strategy to enhance or maintain high performance.
Survey introduced to the Polish market in 2020 as an extension of MTQ48. Two factors that did not previously have subscales have obtained them. In the Challenge scale we distinguish: Risk-taking and Experiential Learning and in the Commitment scale: Goal Orientation and Task Completion Orientation. With scales very supportive of business-important factors, it is rapidly gaining popularity. The test currently contains 74 questions.
The 4C model - 4 pillars of mental toughness
Over the course of many years of research, P. Clough and his fellow scientists have recognised that people who cope well with stress, pressure and challenges tend to have high scores in the four 'C' areas:
Control
control (sense of influence and control of emotions)
Confidence
self-confidence (self-esteem, assertiveness)
Commitment
commitment (goal/task orientation)
Challenge
challenge (learning from experience, taking risks)
The 4C model helps to describe in a structured way the qualities that determine our level of personal psychological resilience. It is also the basis of the MTQ48 and MTQ Plus mental resilience survey. The 4C model illustrates the 4 pillars of mental resilience/strong psychology that help you recover from difficult times.
Psychometric test is to assess the attributes of the subject in the above pillars, is an excellent starting point in the process of consciously developing mental resilience.
What is mental toughness?
Mental resilience is a personality trait that determines how we respond to stress and act under pressure time and the expected results. It tells us to what extent we transform signals into rational actions and to what extent we succumb to them, often in a way that is destructive to us and our environment. Over-sensitisation and over-interpretation of stimuli paralyse action or make it inappropriate to the situation. People with higher mental toughness are calmer, sociable, persistent in action and open to change, enjoy challenges, use their emotions to act even more efficiently, and learn faster. Although mental resilience is a personality trait, it is one of the so-called neuroplastic traits. This means that through training in constructive thinking can be strengthened. Therefore, mental resilience coaching and the development of intrapersonal competences make profound sense.
Benefits of diagnosing mental toughness with MTQ Plus
Testing resistance to short-term and long-term stress
Analysis of predispositions related to mental toughness
Planning and support of development paths
Diagnosing the level of openness to change
Optimisation of forces, resources and time allocated to development and support
Prevention of occupational burnout and support in the area of well-being and energy management
An evaluation tool for longer development programmes
What types of MTQ Plus reports are there?
Coaching MTQ Plus
provides the manager/coach with a description of the candidate's mental toughness. In addition, he/she makes suggestions on how to help the candidate develop his/her mental toughness in the future if needed.
Group MTQ Plus
The report shows the pattern of scores obtained in the organisation on each scale, which is presented as a histogram for the total number of people who, within their group, obtained a score appropriate to a given sten.
For the MTQ Plus assessor
The Evaluation Report contains a minimum of five judging questions on each of the scales used in interviews.
MTQ Plus Development Report
It contains the results obtained in the study, their description and suggestions for development in the area of mental resilience.
Why take the MTQ Plus survey with a feedback session?
The participant in the study has the opportunity to take a bird's-eye view of his or her mental condition, become aware of areas of strength and greater sensitivity, and plan methods for staying fit in the next period.
In a confidential conversation, the participant can enquire about their strategies for action. Learn how to select activities for their current level of resilience and those that will develop it in the future.
He knows in which situations he should not find it difficult to succeed and in which situations he may experience failure without support.
He receives his results against the population and relevant developmental tasks.
Together with the coach during the 90min session, they determine the so-called developmental lever, i.e. the factor or factors that will allow the greatest progress to be made with moderate effort.
As a result, the participant is provided with a strategy to enhance or maintain high performance.
