DISC 360

REPORT FOR Sample Report - Self Style: CSi/SC Observer Style: ISc

DISC 360°
How Others View Your Behavioral Style

Report For: Sample

Self Style: CSi/SC
Observer Style: ISc

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DISC 360
REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

Table of Contents
Introduction to the DISC Self 360° Online Report .........................................................................................................3

PART I Understanding DISC

Behavioral Styles Overview ...........................................................................................................................................4
Pace and Priority of Each Style ......................................................................................................................................4
A Deeper Look at the Four DISC Styles ..........................................................................................................................5
Communicating with the DISC Styles.............................................................................................................................6

PART II Understanding Yourself

General Characteristics..................................................................................................................................................8
Your Style Overview.....................................................................................................................................................10
Word Sketch: Observers Style .....................................................................................................................................11
Word Sketch: Self Style................................................................................................................................................12
Your Personalized Graphs............................................................................................................................................13
Your Behavioral Pattern View......................................................................................................................................14
Communication Tips for Others...................................................................................................................................15
Your Motivations: Wants and Needs...........................................................................................................................16
What You Bring to the Organization............................................................................................................................17
Your Behavior and Needs Under Stress.......................................................................................................................18
Potential Areas for Improvement................................................................................................................................19
The Behavioral Tendencies..........................................................................................................................................20
Summary of Your Style ................................................................................................................................................25

PART III Understanding Others and Adaptability

Introduction.................................................................................................................................................................26
What is Adaptability? ..................................................................................................................................................27
Recognizing Another Person’s Behavioral Style ..........................................................................................................28
Communicating with Each Style ..................................................................................................................................29
To Modify Directness and Openness ...........................................................................................................................30
To Modify Pace and Priority ........................................................................................................................................31
Adapting in Different Situations ..................................................................................................................................32
Application Activities ...................................................................................................................................................36

Why is Independently Tested Accuracy of this Assessment Important?

A recent review revealed a significant majority of assessments available today
were absent the studies & reporting to confirm their accuracy. Of the small
minority which claimed reporting, the significant majority of those were conducted
privately; oftentimes by the assessment provider itself, rather than an objective
and scientifically qualified third party. However, we are leading by example in this
otherwise unregulated industry. How are we doing this? By submitting our
assessments to an objective, independently conducted battery of tests: Construct
Validity, Reliability, and Disparate Impact - all by a qualified scientific authority
(Assessment Standards Institute). Our goal? Ensuring the trust and confidence of
our users by producing the industry’s most accurate and class protected
assessments. Please turn to the last page of this report to learn more on this topic,
and the steps we’ve taken to safeguard the scientific accuracy of this assessment.

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Welcome to the DISC Self 360° Online Report

INTRODUCTION
DISC is a simple, practical, easy to remember and universally applicable model. It focuses on individual patterns of
external, observable behaviors and measures the intensity of characteristics using scales of directness and
openness for each of the four DISC styles.

DISC is an acronym for the four primary behavioral drivers: dominance, influence, steadiness and
conscientiousness. Dominant (High ‘D’ Styles) styles are decisive risk-takers who speak boldly and confidently.
Those styles driven by influence (High ‘I’ Styles) are apt to intertwine emotion with work, and they are interested
in forming social bonds. Steady (High ‘S’ Styles) styles are cooperative and composed, and approach their work
consistently and methodically. Styles with a bent towards conscientiousness (High ‘C’ Styles) prioritize accuracy
and precision, and tend to me more guarded and tactful in their expression.

Using the DISC model, it is easy to identify and understand our own style, recognize and cognitively adapt to
different styles, and develop a process to communicate more effectively with others.

HOW TO USE THIS REPORT

The DISC report is divided into 3 parts introducing the DISC model, helping you understand your own style, and
identifying ways that you can apply your style strengths or modify your style weaknesses in order to meet the
needs of others.

 Part I focuses on understanding each of the DISC styles and identifying characteristics, including the
tendencies of each behavioral style.

 Part II is about understanding yourself and will reveal information about the tendencies that make you
unique. The best part of this section is that much of the information about your behavior is from the
composite feedback of your observers. Now you get to see your behavior through the eyes of others.
What a gift!

 Part III examines and explores adaptability and offers actionable recommendations for you and others
who interact with you.

With this personalized and comprehensive report, DISC gives you tools to help you become a better you - to
develop and use more of your natural strengths while recognizing, improving upon, and modifying your limitations.
Then, because you can easily see and hear these behaviors, you can quickly and accurately “read” other people
and use your knowledge to enhance interpersonal communication and grow your relationships.

Please Note: Any behavioral descriptions mentioned in this report are only tendencies for your DISC style group
and may or may not specifically apply to you personally.

DISC Persona 3
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Part I Understanding DISC

BEHAVIORAL STYLES
Historical and contemporary research reveal more than a dozen various models of our behavioral differences, but
many share one common thread: the grouping of behavior into four basic categories.

The DISC styles are Dominance, Influence, Steadiness, and Conscientious. There is no “best” style. Each style has
its unique strengths and opportunities for continuing improvement and growth.

The DISCstyles™ assessment examines external and easily observable behaviors and measures tendencies using
scales of directness and openness that each style exhibits.

BEHAVIOR DESCRIPTORS OF EACH

DOMINANCE INFLUENCE STEADINESS CONSCIENTIOUS

Decisive Charming Understanding Accurate
Competitive Confident Friendly Precise
Daring Convincing Good Listener Analytical
Direct Enthusiastic Patient Compliant
Innovative Inspiring Relaxed Courteous
Persistent Optimistic Sincere Diplomatic
Adventurous Persuasive Stable Detailed
Problem-Solver Sociable Steady Fact-Finder
Results-Oriented Trusting Team Player Objective

RECOGNIZING THE DIRECTNESS, OPENNESS, PACE AND PRIORITY OF EACH STYLE

DIRECTNESS AND OPENNESS OF EACH STYLE PACE AND PRIORITY OF EACH STYLE

STYLE TENDENCIES STYLE TENDENCIES

DOMINANCE Tends to be direct and guarded DOMINANCE Fast-paced and task-oriented

INFLUENCE Tends to be direct and open INFLUENCE Fast-paced and people-oriented

STEADINESS Tends to be indirect and open STEADINESS Slow-paced and people-oriented

CONSCIENTIOUS Tends to be indirect and guarded CONSCIENTIOUS Slow-paced and task-oriented

DISC Persona 4
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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

A DEEPER LOOK AT THE FOUR DISCStyles™

Below is a chart to help you understand some of the characteristics of each of the Four Basic DISC Styles, so you
can interact with each style more effectively. Although behavioral style is only a partial description of personality,
it is quite useful in describing how a person behaves, and is perceived, in personal, social and work situations.

HIGH HIGH HIGH HIGH

DOMINANT INFLUENCING STEADY CONSCIENTIOUS
STYLE STYLE STYLE STYLE

Tends to Act Assertive Persuasive Patient Contemplative

When in Conflict,
Demands Attacks Complies Avoids
this Style

Needs Control Approval Routine Standards

Primary Drive Independence Interaction Stability Correctness

Preferred Tasks Challenging People related Scheduled Structured

Comfortable with Being decisive Social friendliness Being part of a team Order and planning

Personal Strength Problem-solver Encourager Supporter Organizer

Strength Preoccupation- goals Speaking without Procrastination in Overanalyzing

Overextended over people thinking addressing change everything

Too direct and Too disorganized and Too indecisive and Too detailed and
Personal Limitation
intense nontraditional indirect impersonal

Control, Approval, Routine, Standards,

Personal Wants
Variety Less Structure Harmony Logic

Personal Fear Losing Rejection Sudden Change Being Wrong

Struggle to make
Being held Follow through on Embracing need for
Blind Spots decisions without
accountable commitments change
overanalyzing

Controlling
Empathy, Being assertive when Worrying less about
Needs to Work on emotions, Follow
Patience pressured everything
through

Objectively handling Standing up for self Not being defensive

Measuring Maturity Giving up control
rejection when confronted when criticized

Under Stress May Submissive, Withdrawn,

Dictatorial, Critical Sarcastic, Superficial
Become Indecisive Headstrong

Impact or results, Acknowledgments, Compatibility, Precision, Accuracy,

Measures Worth by
Track record Compliments Contributions Quality of results

DISC Persona 5
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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

COMMUNICATING WITH THE DISCStyles™

Communicating with the DOMINANT Style

D CHARACTERISTICS: SO YOU SHOULD…

Concerned with being #1 Show them how to win, new opportunities
Think logically Display reasoning
Want facts and highlights Provide concise data
Strive for results Agree on goal and boundaries, the support or get out of their way
Like personal choices Allow them to “do their thing,” within limits
Like changes Vary routine
Prefer to delegate Look for opportunities to modify their workload focus
Want others to notice accomplishments Compliment them on what they’ve done
Need to be in charge Let them take the lead, when appropriate, but give them
parameters
Tendency towards conflict If necessary, argue with conviction on points of disagreement,
backed up with facts; don’t argue on a “personality” basis

Communicating with the INFLUENCING Style

I CHARACTERISTICS: SO YOU SHOULD…

Concerned with approval and appearances Show them that you admire and like them
Seek enthusiastic people and situations Behave optimistically and provide upbeat setting
Think emotionally Support their feelings when possible
Want to know the general expectations Avoid involved details, focus on the “big picture”
Need involvement and people contact Interact and participate with them
Like changes and innovations Vary the routine; avoid requiring long-term repetition by them
Want others to notice THEM Compliment them personally and often
Often need help getting organized Do it together
Look for action and stimulation Keep up a fast, lively, pace
Surround themselves with optimism Support their ideas and don’t poke holes in their dreams; show
them your positive side
Want feedback that they “look good” Mention their accomplishments, progress and your other genuine
appreciation

DISC Persona 6
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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

Communicating with the STEADY Style

S CHARACTERISTICS: SO YOU SHOULD…

Concerned with stability Show how your idea minimizes risk
Think logically Show reasoning
Want documentation and facts Provide data and proof
Like personal involvement Demonstrate your interest in them
Need to know step-by-step sequence Provide outline and/or one-two-three instructions as you
personally “walk them through”
Want others to notice their patient Compliment them for their steady follow-through
perseverance
Avoid risks and changes Give them personal assurances
Dislike conflict Act non-aggressively, focus on common interest or needed
support
Accommodate others Allow them to provide service or support for others
Look for calmness and peace Provide a relaxing, friendly atmosphere
Enjoy teamwork Provide them with a cooperative group
Want sincere feedback that they’re Acknowledge their easygoing manner and helpful efforts, when
appreciated appropriate

Communicating with the CONSCIENTIOUS Style

C CHARACTERISTICS: SO YOU SHOULD…

Concerned with aggressive approaches Approach them in an indirect, nonthreatening way
Think logically Show your reasoning
Seek data Give data to them in writing
Need to know the process Provide explanations and rationale
Utilize caution Allow them to think, inquire and check before they make
decisions
Prefer to do things themselves When delegating, let them check procedures, and other progress
and performance before they make decisions
Want others to notice their accuracy Compliment them on their thoroughness and correctness when
appropriate
Gravitate toward quality control Let them assess and be involved in the process when possible
Avoid conflict Tactfully ask for clarification and assistance you may need
Need to be right Allow them time to find the best or “correct” answer, within
available limits
Like to contemplate Tell them “why” and “how

The first step to building stronger communication is awareness. By identifying

how we are similar and different, we can make cognitive choices when
interacting to create stronger, more engaged relationships.

DISC Persona 7
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PART II - Understanding Yourself

General Characteristics
The narration below serves as a general overview of your behavioral tendencies as you see yourself, based on your responses to
the assessment.

You are very conscientious and attentive to follow through in working on detailed projects and complex assignments. Others on
the team can depend on you and the efforts you provide to make the project a success. Some on the team may not realize all of
the work you have done, and all the thought you have given to the project, because much of it might have been done behind
the scenes. To maintain your own sense of accomplishment, be certain that others on the team know what you're doing for
them in the background. Your modesty may make this a challenge, but you should always find a time and place to make sure
your efforts are being recognized.

Sample, people who score like you may tend to get bogged down in details during the decision-making process, thinking that
there may be more information forthcoming that might impact the choice. It's true that there will almost always be more
information available if we continue to wait; however, there is also a time at which the collection of data must stop and the
decision must be made. Be aware of this when facing a series of data-driven decisions.

Your response pattern indicates that you tend to hide your emotions. You are generally quiet in a group unless asked for input,
or if the topic is one of high importance to you. Our advice is to move out of that comfort zone and be a bit more verbal. It will
benefit the team, because many will not have considered the issues as deeply as you have. Your input will raise the quality of
the conversation. And you will benefit by being perceived as a more open and interactive person.

You set high performance standards for yourself and others and expect everybody to meet those standards. You have
remarkably good quality control skills and a high degree of patience. These traits combine to allow you to aim your sights higher
than some others on the team. You lead by setting the example yourself, rather than delegating to others and walking away.

You tend to judge others by objective standards, and prefer to be evaluated by specific criteria, preferably provided in writing.
For you, things are more clear and well-defined when written down. When evaluation time comes, your preference is a list of
specific criteria, or a rubric that is specific and unambiguous.

Sample, your motto could be, "There is a right way and a wrong way to complete all projects. Let's complete it the right way."
You score like those who read instructions on new appliances and computers. Whether at home or at the office, you like to do
things correctly. When writing, rarely do you have the need for spell-checking or proofreading for grammar.

Your score pattern indicates that you tend to maintain a keen awareness of time. You tend to be on time or early for
appointments, and expect the same consideration of your time from others. It annoys you when certain people are perpetually
late, or when meetings drag on with no assigned time to end.

You like your space to be neat and well-organized. When the workspace is clean and clutter-free, you are more able to focus
clearly on the project at hand.

DISC Persona 8
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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

How Others Perceive and Describe You

General Characteristics
The narration below serves as a general overview of your behavioral tendencies as your observers see you. This is a result of how
your observers responded to the assessments and uses the average of the graph scores.

You score like those who prefer to establish long-term relationships, rather than brief, superficial ones. This perhaps comes from
your preference toward stability in your lifespace, and longer-term relationships may bring that stability. Friendships and
acquaintanceships you have made in the past are important to you, even now.

Your responses indicate that you tend not to force your own ideas on others with edicts, but rather by offering carefully
considered suggestions. This can be a key point of success in a variety of areas. It helps build both rapport and credibility with
others and is a strength that you can affirm in a genuine way. The combination of your listening skills, people skills, and innate
sincerity allow you to influence others and thus affect the results.

Sample, the responses you gave indicate that you tend to be unselfish and sensitive to the needs of others. This is a rare type of
generosity that comes with no strings attached, hidden agendas, or ulterior motives. People who score like you get a genuine
"rush" when they are helping others. That's the up-side. The flipside is that you may need to monitor yourself closely to make
sure you are not spreading yourself too thin in your efforts to please everybody.

Others may tend to seek you out for assistance or advice. This is because they perceive you as being sensitive to their needs,
and because you provide a stable and consistent point of view for them. You may be seen as a coach or counselor that they can
count on to listen to ideas and input. That's good, as long as it doesn't hamper your ability to complete your own tasks.

Sample, your score pattern suggests a high degree of persistence and patience in working on projects. This can be especially
important when the assignments are long, detailed, and involve a multitude of personal or complex tasks. Where others may
lose patience and perhaps allow overall quality to lapse, you bring a unique pulse and tempo that can serve as a model for
others.

You have the ability to persuade others, not with hype, but rather with warmth, sincerity, and understanding. These are perhaps
considered "soft sell" tools, but they can make a big impact. This skill comes from the merging of your "people skills," along with
the fact that you tend to be more modest when dealing with people.

You tend to have a long fuse and seldom become visibly angry or agitated. You may harbor internal anger, but you tend not to
vocalize it to those involved, instead perhaps "venting" to others not involved in the project. Overall, you tend not to seek direct
confrontation about what is making you upset, which is a good thing as long as you don't let such conflicts boil to the surface.

With regard to decision making, you tend to listen carefully to alternatives before making a judgment. The decisions you tend to
make are not knee-jerk or crisis reactions, but rather thoughtful deliberations taken in a manner that considers the full scope of
outcomes. This doesn't mean that all of your decisions are necessarily correct, just that they are informed.

DISC Persona 9
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Style Overview Comparison

Compare your self-perception (left column) with your observers’ perception (right column).

Your Behavioral Style (Self): Technician Your Behavioral Style (Observers): Coach
Technicians will seek projects in their area(s) of expertise. Coaches are adept at solving "people problems." They are seen
They constantly challenge their own work and results. They as warm, empathetic and insightful. They like to form extended
are likely knowledgeable in many areas. They are easy to personal relationships and often develop a reputation for
work with unless their expertise is challenged. They are unobtrusive, contributory efforts when working with others.
quality oriented and expect strong results from themselves They can become too lenient with marginal contributors and
and others. They can become critical of others if they achieve tend to be too mild when issuing corrections, directions and
poor results. At times, they can become too insistent on doing expectations.
things a "certain way."
Below are some key behavioral insights to keep in mind and
Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.
share with others to strengthen your relationships.
 Emotional characteristic: Wants to be seen as warm
 Emotional characteristic: Need to be current and and open by others.
keep pace with others.
 Goals: Building personal connections and positive
 Goals: High expectations for their own growth and feelings.
advancement.
 How others are valued: Favorable recognition of
 How others are valued: Through demonstrated self- others; finds the basic decency in them.
discipline, position and authority.
 Influences group: Through personal relationships and
 Influences group: Projecting confidence in ability to being open to others' ideas, problems and needs.
create, implement and expand the correct activities
and actions.  Value to the organization: Will bring stability to group
efforts with predictable actions and will possess good
 Value to the organization: Skilled problem-solvers listening skills.
and experts in identifying solutions for their own
area(s) of experience.  Cautions: Can become too tolerant and may avoid
needed direct confrontations.
 Cautions: Over-focus on personal goals and may
expect too much from others.  Under Pressure: Can become too accommodating,
trusting and sharing too much with others.
 Under Pressure: Can become inhibited and overly
sensitive to critical feedback.  Fears: Having to pressure others or being seen or
blamed as the source of pain or problems by others.
 Fears: Being too predictable or being unrecognized
for their contributions.

DISC Persona 10
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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

WORD SKETCH - As your observers see you

DISC is an observable “needs-motivated” instrument based on the idea that emotions and behaviors are neither
“good” nor “bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can
accurately observe one’s actions, it is easier to “read” and anticipate their likely motivators and needs.

This chart shows your DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do
and what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace,
or (C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If
your DISC intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in
that area.

DISC Focus Problems/Challenges People/Contacts Pace/Consistency Procedures/Constraints

Challenges to solve, Social relationships, Systems, Teams, Stable Rules to follow, Data to
Needs
Authority Friendly environment environment analyze
Emotions Anger, Impatience Optimism, Trust Patience, Non-Expression Fear, Concern
Being taken advantage Being left out/loss of Sudden change/loss of Being criticized/loss of
Fears
of/lack of control social approval stability and security accuracy and quality

DISC Persona 11
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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

WORD SKETCH - As you see yourself

DISC is an observable “needs-motivated” instrument based on the idea that emotions and behaviors are neither
“good” nor “bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can
accurately observe one’s actions, it is easier to “read” and anticipate their likely motivators and needs.

This chart shows your DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do
and what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace,
or (C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If
your DISC intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in
that area.

DISC Focus Problems/Challenges People/Contacts Pace/Consistency Procedures/Constraints

Challenges to solve, Social relationships, Systems, Teams, Stable Rules to follow, Data to
Needs
Authority Friendly environment environment analyze
Emotions Anger, Impatience Optimism, Trust Patience, Non-Expression Fear, Concern
Being taken advantage Being left out/loss of Sudden change/loss of Being criticized/loss of
Fears
of/lack of control social approval stability and security accuracy and quality

DISC Persona 12
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DISCstyles Graphs for Sample Report

Your Adapted Style indicates you tend to use the behavioral traits of the CSi style(s) in your
selected Work focus. Your Natural Style indicates that you naturally tend to use the behavioral traits of the SC
style(s).

Your Adapted Style is your graph displayed on the left. It is your perception of the behavioral tendencies you think
you should use in your environment. This graph may change when you change roles or situations.
The graph on the right is your Natural Style and indicates the intensity of your instinctive behaviors and motivators.
It is often a better indicator of the “real you”. This is how you act when you feel comfortable in your environment
and are not attempting to mask your behaviors. It is also what shows up in stressful situations. This graph tends to
be consistent, even in different environments.

The solid bar graphs are your self-perception and the striped bar graphs are the average observer scores.

Adapted Style - Graph I Natural Style - Graph II

Self Pattern: CSi Self Pattern: SC

Observer Pattern: ISc

If you have scores under 10 or over 90, these are extended scores where the behavior becomes a need. If
expressing that behavior isn’t possible, you’ll likely create situations where that behavioral need can be met.

If the bars are similar, it means that you tend to use your same natural behaviors in either environment. If your
Adapted Style is different from your Natural Style, this may cause stress if over a long period of time. You are then
using behaviors that are not as comfortable or natural for you.

The higher or lower each D, I, S, C point is on your graph, the greater or lesser your behavior impacts your results
at work and with others around you. Once aware, you can adapt your style to be more effective. Can you change?
Of course! You do it every day depending on your situations. However, permanent behavioral change comes only
with awareness and practice.

DISC Persona 13
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Behavioral Pattern View

The BPV has eight behavioral zones. Each zone identifies a different combination of behavioral traits. The
peripheral descriptors describe how others typically see individuals with your style. Plots on the outer edges of the
BPV identify that one factor (DISC) of your style will dominate the other three. As you move towards the center of
the BPV, two and even three traits combine to moderate the intensity of your style descriptors. +The plus sign
indicates that the preceding style score is higher, moving you closer to that style zone (i.e. CD+S: The D score is
stronger than in CDS so it plots closer to the D behavioral zone).

THE SCORING LEGEND

D = Dominance: How you deal with Problems and Challenges
I = Influence: How you deal with People and Contacts
S = Steadiness: How you deal with Pace and Consistency
C = Conscientious/Compliance/Structure: How you deal with Procedure and Constraints

Efficient, Analytical, Organized, Factual,

Aware of the Consequences of their Actions,
Data, Fact & Analysis Practical and Innovative.
Based. Precise & Accurate Assertive, Results Focused,
Trusts in the Value of Rapid Decisions, Will Seek
Structure, Standards & Challenges, Can be Aggressive
Order. Sees the value of and Impatient, Desires to Lead.
“Rules”.

Balances & Values Data Both Assertive and

& Diplomacy, Mindful of Persuasive, Likely to
the “Rules”. Will be Goal embrace New Concepts,
Focused, Dislikes Often a Mover and a
Confusion and Shaker, Can be very
Ambiguity. outgoing with High Energy
and Engaging Effort.

Very Outgoing & Persuasive,

Very Patient & Favors
Very People Oriented, Quite
Stability and Structure. Not a
Optimistic Outlook, Strong
Risk Taker, Likes to operate
Communication Skills, Likes to
at a Steady, Even Pace.
have Variety in their day.
Supportive & Persuasive, Good
Team Player, Creates Good Will &
= Natural Style seen by you provides Good Customer Service.

= Adapted Style seen by you

= Style seen by each observer

DISC Persona 14
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Communication Tips
The following suggestions, as your observers perceive your communication preferences, can help you interact with others.

When Communicating with Sample, DO:

 Put the details in writing, but don't plan on discussing them too much.
 Be candid, open, and patient.
 Ask for Sample's input regarding people and specific assignments.
 Be certain to conclude the communication with some modes of action and specific next steps for all
involved.
 Plan some extra time in your schedule for talking, relating, and socializing.
 Present your ideas and opinions in a non-threatening way.
 Join in with some name-dropping and talk positively about people and their goals.

When Communicating with Sample, DON’T:

 Offer assurances and guarantees you can't fulfill.
 Leave decisions hanging in the air. Be certain all decision points have reached closure and result in plans
for action.
 Be vague or ambiguous.
 Let the discussion with Sample get caught in dreams too much, otherwise you'll lose time.
 Be overly task-oriented.
 Leave the idea or plan without backup support.
 Manipulate or bully Sample into agreeing.

DISC Persona 15
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Your Motivators: Wants and Needs

Motivation is the enthusiasm or willingness to do something. Everybody is motivated; however, people are motivated
for their own reasons, not somebody else’s. People are motivated by what they want. Our behaviors are also driven by
our needs. Each style has different needs. If one person is stressed, they may need quiet time alone; another may need
social time around others. Each has different ways to meet their needs. The more fully our needs are met, the easier it is
to perform at an optimal level. The bullet points below are based on your observers’ views of your style.

You Tend to Be Motivated By:

 Flexibility to circulate and talk with a variety of people.
 Acceptance as a positive and supportive member of the organization and team.
 A supervisor, manager, or board who practices a democratic leadership process.
 Evidence that a new process has been successful in similar applications.
 Projects and assignments that provide interpersonal contact, and an opportunity to help both internal and
external stakeholders.
 Identification with the organization, team, and others with whom a spirit of work responsibility has been
established.
 A work culture that is supportive of family activities and commitments.

People with Patterns Like You Tend to Need:

 More direction toward work tasks, and less focus on chatting and socializing.
 To learn to say "no" more often in order to avoid spreading yourself too thin.
 Detailed delegation of responsibilities, to reduce ambiguity and confusion.
 To be more realistic and ambitious in setting deadlines for team projects.
 To be kept in the information loop regarding projects and initiatives within the organization.
 Increased urgency in decision making.
 Encouragement to keep the positive spirit and optimism when the pressure is on.

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What You Bring to the Organization

This page provides useful insights for your job or as you work with others on a team or family project. These are the
talents and tendencies you bring… as your observers perceive your behavioral strengths. When used in
environments in which you are most effective, you are likely to be self-motivated to accomplish great things. It is
possible that you may not always be in an environment that allows you to be your best.

Your Strengths:
 You are able to negotiate conflicts into win-win situations.
 You are a good listener.
 You bring a high "sincerity factor" to the team climate.
 You are very people-oriented and, as a result, are able to talk with new people very easily in small groups or in
large audiences.
 You are able to reach goals by working with and supporting the efforts of others on the team.
 You demonstrate a high degree of patience in working with others.
 Your strong optimism helps motivate the team toward their goals.

Your Work Style Tendencies:

 On the job, you have a strong need to be patient, polite, and create an environment of good-will for internal
and external stakeholders.
 You show a high degree of persistence in working on projects, especially over the long haul.
 On the job, you tend to say "yes" more often than "no," when asked to help out with a colleague's project or
problem.
 You meet new people easily and prefer networking with others rather than working in solitary conditions.
 At work, you tend to have a "long fuse," and are not easily angered, although you may take some of the anger
home to vent.
 You tend not to force your own ideas on others with edicts, but rather by offering considered suggestions.
 You tend to be an excellent "teacher" to peers on the team, at all levels of the organization.

You Tend to Be Most Effective in Environments That Provide:

 Support and appreciation of your individual efforts.
 A balance between some stable, predictable work activities and some variety and change on a regular basis.
 A favorable working climate containing positive attitudes and optimistic spirit.
 A participatory manager or board with whom a democratic relationship has been established.
 Specialized assignments that also involve working and communicating with a variety of people.
 Clear responsibility and lines of authority to avoid confusion or overlapping initiatives.
 A work culture that allows for your natural interest in helping others learn and grow professionally.

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The I Style
Behavior and Needs Under Stress
Stress is unavoidable. The way we behave under stress can create a perception that is not what we intend, which
can influence our effectiveness and our interaction with others. We may need additional support during periods of
stress. By knowing “how we show up” and what support could be helpful. By being able to prepare ourselves for
how we behave in conflict, as well as identifying strategies to reduce conflict, we can be much more successful in
stressful circumstances. The bullet points below are based on your observers’ views of your style.

Under Stress You May Appear: Under Stress You Need:

 Prestige
 Inconsistent
 A quick pace for stimulation and excitement
 Overeager
 Action and interaction
 Unrealistic
 Impulsive
 Superficial

Your Typical Behaviors in Conflict:

 You may experience a desire to get even if someone thwarts a major component of your personal agenda;
however, you are not very likely to follow through. You may choose to overlook the matter in order to
preserve the relationship or you may simply lash out in anger.
 Your anger is generally a response to a personal attack or, possibly, the failure of someone to support you
when you were really counting on that person's support. Of course you may interpret a comment
intended to refer to a task-related problem as a personal attack, especially if it concerns your contribution
to the problem.
 When you experience a moment of misery, you may appear overeager, impulsive, sarcastic and
demanding. You may disregard the facts, and may not listen well to what is being said (only hearing what
you want to hear).

Strategies to Reduce Conflict and Increase Harmony:

 Be sure to fulfill all of your commitments. If you will be unable to keep a commitment or meet a deadline,
inform the people involved as soon as possible. Do not assume that others will automatically step in to
cover for you.
 Avoid giving others a false impression of the level of support you will give them. When promising your
support, make clear precisely what it is that you will do.
 You have a tendency to "think out loud." Others may take these "brainstorming" ideas as actual
commitments and become upset when those "commitments" are not completed. So, let others know in
advance when you are only exploring ideas and options and not committing to actions.

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Potential Areas for Improvement

Everyone has struggles, limitations, or weaknesses. Oftentimes, it’s simply an overextension of our strengths which
may become a weakness. For example, a High D’s directness may be a strength in certain environments, but when
overextended, they may tend to become bossy.

As you consider ways to continue to improve to be a better communicator, we recommend you focus on no more
than two potential areas of improvement at a time, practice and strengthen them, and then choose another area or
two to focus on and improve. The bullet points below are based on your observers’ views of your style.

Potential Areas for Improvement:

 You may show less emphasis on productivity and more emphasis on the "people side" of a project.
 You may be a bit of a grudge-holder toward those who offer criticism.
 You may be rather indirect in providing instructions, because you don't want to impose your will on
others.
 You may have difficulty with quick decision making because of your need to consider the "people side" of
all issues.
 You may tend to take constructive criticism personally, possibly losing focus as to how it relates to the
task.
 You may hesitate to correct or discipline those who report to you, for fear of offending someone.
 You may need some coaching in time management; for instance, in setting more ambitious deadlines.

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12 Behavioral Tendencies - Summary

The primary styles - D, I, S, and C - are each influenced by the other three styles in our behavioral expression. You
are not just one of these styles; you are the result of all four combining and affecting each other. The following
behavioral tendencies are scored based on the way your DISC styles combine and influence one another. On this
page, you’ll see all 12 Behavioral Tendencies in Summary, and the following pages deliver more detail about each
of these measurements. You can see both your Self and your Observers information for comparison.

= Self Perspective: Adapted

= Observer Perspective

Behaviors Self Observer

Careful Decision Making
How this individual approaches decisions and Situational Situational
actions.
Reasoning
How this individual uses evidence to think through Situational Situational
and solve problems.
Self-Reliance
How this individual works within a team. Collaborative (I) Collaborative (I)

Change Resistance
How this individual resists engaging with change. Reluctant to Change (S) Reluctant to Change (S)

Prioritizing
How this individual determines the order for dealing
Rules (C) Rules (C)
with items or tasks based on established rules and
structure.
Work Process Alignment
How this individual focuses on process to follow Situational Situational
through on work.
Accuracy
How this individual focuses on correctness and Situational Situational
exactness.
Providing Instruction
How this individual dictates directions and Reserved & Detailed (C) Reserved & Detailed (C)
expectations.
Personal Drive
How this individual's own goals move things Others-driven (S) Others-driven (S)
forward.
Building Rapport
How this individual focuses when interacting with Relationships-Focused (I) Relationships-Focused (I)
others.
Expressing Openness
How this individual is most comfortable expressing Situational Situational
themselves.
Customer & Team Interaction
How this individual engages with customers and Situational Situational
stakeholders, internal and external.

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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

12 Behavioral Tendencies – Details & Graphs

For each of the 12, you will see a graph and personalized statement showing your Self Style and your Observers
Style. These scores and statements reveal which of your behavioral combinations are most observable and
describe how you express that tendency based on your DISC blend.

Interpretation Notes:
1. Frequency Observed: The behavioral tendencies are presented in the order from Most Frequently Observed to Least
Frequently Observed, according to your Self Style.
o HI – Clearly observed in most situations, seen more often
o HM – Frequently observed in many situations
o MOD – May or may not be observed depending on the situation
o LM – Sometimes observed in some situations
o LOW – Absence of the behavior in most situations
2. Direction of your score – As the graph moves to the right or left, it describes how you will likely express the behavior.
If the graphs are near the center, the result is a balancing behavioral effect that will depend on the situation.
3. General Population Comparison – The blue box represents the general population in this behavioral tendency.
Approximately 68% of people score in this range.

= Self Perspective: Adapted

= Observer Perspective

Careful Decision Making Cautious (S)

Self (MOD): You balance careful attention and consideration of risks, but may
also act more impulsively, going with your gut and intuition. Your decisions
can be based on a balanced approach of logic and emotion where you will do
what feels right and also what makes sense while being attentive to risks.

Observers (MOD): Consistent with Self style Impulsive (I)

Reasoning Evidence-based (C)

Self (MOD): You may rely somewhat on your feelings and interactions with
others to make decisions, and choose what is likely to be considered
acceptable but will seek to back up judgments with evidence and verification.
When reasoning, you likely rely on a balanced approach of logic and emotion,
and look at the circumstances with a logical perspective and also paying
attention to what feels right.
Intuition-based (I)
Observers (MOD): Consistent with Self style

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Self-Reliance Directive (D)

Self (LM): You are quite attentive to involving others, preferring to reach
results together, which may impact efficiency. You will likely do your best work
in collaboration with others. Be aware that too much interaction may cause
some delays in productivity or efficiency.

Observers (LM): Consistent with Self style

Collaborative (I)

Change Resistance
Reluctant to Change (S)
Self (HM): You are somewhat change oriented as long as you can prepare for it
and understand the expectations associated as well as the reasons for the
needed adjustments. You are likely to respond/interact in change by building
understanding first, and then planning how to successfully navigate what may
come. You won't always have time to fully prepare so flexibility and openness
can be a benefit
Drives Change (D)
Observers (HM): Consistent with Self style

Prioritizing Rules (C)

Self (HM): You often focus on following established structural and procedural
guidelines to ensure high-quality outcomes with great importance on accuracy,
order and precision. You are likely to prioritize the rules rather than the results.
While the rules and procedures are a key component to success and what
should take precedence, be sure you know what the end result should be.

Observers (HM): Consistent with Self style Results (D)

Work Process Alignment Consistency (S)

Self (MOD): Your process and follow through is balanced between keeping
things methodical and steady and upholding quality standards to be sure what
you are doing is accurate and precise. There may be times when you process
information and then follow through based on an equal emphasis on accuracy
and consistency. These two, when balanced, will ensure great outcomes.

Observers (MOD): Consistent with Self style Accuracy (C)

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Accuracy Precision (C)

Self (MOD): Your plans are a combination of careful deliberations to ensure
quality outcomes, and systems and processes that allow forward movement in
a steady environment. You are likely aware of both predictability and precision
when making plans. You will have more positive outcomes when using
balanced planning.

Observers (MOD): Consistent with Self style Predictability (S)

Providing Instruction Directive & Compulsive (D)

Self (LM): You are more likely to precisely follow established structural and
procedural guidelines, and are aware of the need for accuracy and compliance
to certain guidelines and protocol. Sometimes, bending the rules slightly is
important to getting the best results.

Observers (LM): Consistent with Self style

Reserved & Detailed (C)

Personal Drive Self-Driven (D)

Self (LM): Your determination is somewhat steady, supportive and less urgent,
considering relationship consequences before acting. You will likely by driven
to action based on the expectations of others which may mean you take on
more than your fair share or stretch yourself too thin when you make
commitments.

Observers (LM): Consistent with Self style Others-driven (S)

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Relationships-Focused (I)
Building Rapport
Self (HM): You are somewhat social and more likely to focus on building
relationship and making connections, rather than accomplishing a goal or
completing a task. Don’t forget that sometimes there are things to be done.

Observers (HM): Consistent with Self style

Results-Focused (D)

Expressing Openness Social (I)

Self (MOD): Your comfort is balanced between your ability to interact with
others and build personal connections, while still maintaining a focus on
structure, detail and accuracy, and you may struggle with maintaining a
consistent pace or focus. You can be confident with both social interactions
and information to support your perspective.

Observers (MOD): Consistent with Self style Structural (C)

Customer & Team Interaction Engaging (I)

Self (MOD): You can be engaging and persuasive while providing support and
stability in your interactions with others. You are likely to balance the needs
of others, creating a relationship and ensuring their needs are met. This can
effectively create loyal and trusting relationships.

Observers (MOD): Consistent with Self style

Supporting (S)

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Summary of Sample Report’s Style

Communication is a two-way process. Encourage others to complete their own DISC Self 360° Online Assessment
and then share the Summary Sheet with each other. By discussing preferences, needs and wants of the people you
work with, socialize with and live with, you can enhance these relationships and turn what might have been a
stressful relationship into a more effective one just by understanding and applying the DISC Self 360° information.
Complete the worksheet below from the previous pages of this report.

COMMUNICATION DOS & DON’TS

1._______________________________________________________________________
2._______________________________________________________________________

YOUR MOTIVATIONS: WANTS

1._______________________________________________________________________
2._______________________________________________________________________

YOUR MOTIVATIONS: NEEDS

1._______________________________________________________________________
2._______________________________________________________________________

YOUR STRENGTHS
1._______________________________________________________________________
2._______________________________________________________________________

YOUR WORK STYLE TENDENCIES

1._______________________________________________________________________
2._______________________________________________________________________

EFFECTIVE ENVIRONMENTAL FACTORS

1._______________________________________________________________________
2._______________________________________________________________________

POTENTIAL AREAS FOR IMPROVEMENT

1._______________________________________________________________________
2._______________________________________________________________________

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PART III - UNDERSTANDING OTHERS AND ADAPTABILITY

Understanding your own behavioral style is just the first step to enhancing relationships. To really begin to use the
power of behavioral 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.

People want to be treated according to their behavioral style, not yours.

People generally make the mistake of assuming that others interact and think the same way they do, and many of us
grew up believing in The Golden 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
behavior 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 time, feel uncomfortable, or seem
foreign in certain situations. Give it time, practice, patience and diligence and you will see huge relationship benefits.

ADAPTABILITY
THE APPLICATION SECTION INCLUDES:
 What is Adaptability?
 How to Identify Another Person’s Behavioral Style
 Communicating with Each Style
 How to Adapt to the Different Behavioral Styles
o Modifying Directness/Indirectness
o Modifying Openness/Guardedness
o Modifying Pace & Priority
 Adapting in Different Situations
o At Work
o In Sales and Service
o In Social Settings
o In Learning Environments
 Application Activities

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What is Adaptability?
Adaptability is based on two elements: Flexibility and Aptitude. Flexibility is your Willingness and Aptitude is your
Capability to adjust your approach 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.

We practice adaptability each time we slow down for a C or S style; or when we move a
bit faster for the D or I style. It also occurs when the D or C styles take the time to build
the relationship with an S or I style, or when the I or S style focuses on facts or gets right
to the point with D or C styles.

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.

Important Considerations:
 Adaptability is important to all successful relationships.
 No one style is naturally more adaptable than another.
 Adaptability is a choice:
o You can choose to be adaptable with one person, and not so with others.
o 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.
o We tend to be more adaptable at work and with people we know less.
o We tend to be less adaptable at home and with people we know better.

Words of Advice:

Adaptability at its extreme could appear wishy-washy and two-faced. A person who maintains high
adaptability in all situations may not be able to avoid stress and inefficiency. There is also the danger of
developing tension from the stress of behaving in a “foreign” style. Usually, this is temporary and may be
worth it if you gain rapport with others. At the other end of the continuum, no adaptability would cause
others to view someone as rigid and uncompromising because they insist on behaving according to their
own natural pace and priority.

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Recognizing Another Person’s Behavioral Style

2 Power Questions:
1. Are they DIRECT/FAST-PACED or INDIRECT/SLOWER-PACED in their communications?
(Directness is the 1st predictor of Style. Direct plots on the right, Indirect on the Left).

2. Are they GUARDED/TASK-ORIENTED or OPEN/PEOPLE-ORIENTED in their communications?

(Openness is the 2nd predictor of Style. Open plots on the Bottom, Guarded on the Top).

SLOWER-PACED FASTER-PACED
TASK-ORIENTED TASK-ORIENTED

SLOWER-PACED FASTER-PACED
PEOPLE-ORIENTED PEOPLE-ORIENTED

When we integrate both the natural tendency to be either DIRECT or INDIRECT with the natural tendency to be either
GUARDED or OPEN, it forms the foundation and the basis for plotting each of the four different behavioral styles:

Directness & Openness Pace & Priority

Tends to be direct and guarded Fast-paced and task-oriented

Tends to be direct and open Fast-paced and people-oriented

Tends to be indirect and open Slow-paced and people-oriented

Tends to be indirect and guarded Slow-paced and task-oriented

The behavioral intensity of directness or indirectness and being open or guarded is shown in the quadrant you plot. The
plots towards the edge of the BPV reflect MORE INTENSITY and those plotting closer to the center reflect MODERATE
INTENSITY of both characteristics.

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Communicating with each Style

With D Styles With I Styles With S Styles With C Styles

 Show them how to win  Show them that you  Show how your idea  Approach indirectly, non-
 Display reasoning admire and like them minimizes risk threatening
 Provide concise data  Be optimistic  Demonstrate interest in  Show your reasoning,
 Agree on goals and  Support their feelings and them logic, give data in writing
boundaries ideas  Compliment them on  Allow them to think,
 Vary routine  Avoid involved details follow through inquire, and check before
 Compliment them on what  Focus on the big picture  Give personal assurances they make decisions
they have done  Interact and participate  Provide a relaxing,  Tell them “why” and
 Provide opportunities for with them - do it friendly, stable “how”
them to lead, impact together atmosphere  Provide opportunities for
results  Provide  Act non-aggressively, focus precision, accuracy, and
acknowledgements, on common interests planning for quality results
accolades, and  Provide opportunities for
compliments deep contribution and
teamwork

Tension Among the Styles

PACE PRIORITY PACE & PRIORITY

Direct, Fast-Paced Guarded, Task-Oriented Direct, Fast-Paced, Guarded,
vs. vs. Task-Oriented
Indirect, Slower-Paced Open, People-Oriented vs.
Indirect, Slower-Paced, Open,
People-Oriented

High S + High I High D + High I High S + High D

(Lower Left vs. Lower Right Quadrant). (Upper Right vs. Lower Right Quadrant) (Lower Left vs. Upper Right Quadrant)

High C + High D High C + High S High C + High I

(Upper Left vs. Upper Right Quadrant) (Upper Left vs. Lower Left Quadrant) (Upper Left vs. Lower Right Quadrant)

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To Modify Directness and Openness

DIRECT/INDIRECT

With D Styles With I Styles With S Styles With C Styles

DIRECT DIRECT INDIRECT INDIRECT
 Use a strong, confident  Make decisions at a  Make decisions more  Do not interrupt
voice faster pace slowly  Seek and acknowledge
 Use direct statements  Be upbeat, positive,  Avoid arguments and their opinions
rather than roundabout warm conflict  Refrain from criticizing,
questions  Initiate conversations  Share decision-making challenging, or acting
 Face conflict openly,  Give recommendations  Be pleasant and steady pushy – especially
challenge and disagree  Don’t clash with the  Respond sensitively and personally
when appropriate person, but face sensibly
 Give undivided conflict openly
attention

GUARDED/OPEN

With D Styles With I Styles With S Styles With C Styles

GUARDED OPEN OPEN GUARDED
 Get right to the task,  Share feelings, show  Take time to develop  Maintain logical, factual
address bottom line more emotion the relationship orientation
 Keep to the agenda  Respond to expression  Communicate more,  Acknowledge their
 Don’t waste time of their feelings loosen up, and stand thinking
 Use businesslike  Pay personal closer  Downplay enthusiasm
language compliments  Use friendly language and body movement
 Convey acceptance  Be willing to digress  Show interest in them  Respond formally and
 Listen to their from the agenda  Offer private politely
suggestions acknowledgements

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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

To Modify Pace and Priority

PACE

With D Styles With I Styles With S Styles With C Styles

FASTER FASTER SLOWER SLOWER
 Be prepared, organized  Don’t rush into tasks  Develop trust and  Be prepared to answer
 Get to the point quickly  Get excited with them credibility over time, questions
 Speak, move at a faster  Speak, move at a don’t force  Speak, move at a
pace faster pace  Speak, move at a slower pace
 Don’t waste time  Change up slower pace  Greet cordially, and
 Give undivided time conversation  Focus on a steady proceed immediately to
and attention frequently approach the task (no social talk)
 Watch for shifts in  Summarize details  Allow time for follow  Give them time to
attention and vary clearly through on tasks think, don’t push for
presentation  Be upbeat, positive  Give them step-by-step hasty decisions
 Give them attention procedures/
instructions
 Be patient, avoid
rushing them

PRIORITY

With D Styles With I Styles With S Styles With C Styles

TASK PEOPLE PEOPLE TASK
 Get right to the task  Make time to  Get to know them  Be prepared with
 Provide options and let socialize personally logic and practicality
them decide  Take initiative to  Approach them in a  Follow rules,
 Allow them to define introduce yourself or friendly, but regulations, and
goals and objectives start conversation professional way procedures
 Provide high-level  Be open and friendly,  Involve them by  Help them set
follow up and allow enthusiasm focusing on how their realistic deadlines and
and animation work affects them and parameters
 Let them talk their relationships  Provide pros and cons
 Make suggestions  Help them prioritize and the complete
that allow them to tasks story
look good  Be careful not to  Allow time for sharing
 Don’t require much criticize personally, of details and data
follow-up, details, or keep it specific and  Be open to thorough
long-term focused analysis
commitments

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Adapting in Different Situations: AT WORK

DOMINANT STYLE
HELP THEM TO:
 More realistically gauge risks
 Exercise more caution and deliberation before making decisions
 Follow pertinent rules, regulations, and expectations
 Recognize and solicit others’ contributions
 Tell others the reasons for decisions
 Cultivate more attention/responsiveness to emotions

INFLUENCING STYLE
HELP THEM TO:
 Prioritize and organize
 See tasks through to completion
 View people and tasks more objectively
 Avoid overuse of giving and taking advice
 Write things down

STEADY STYLE
HELP THEM TO:
 Utilize shortcuts and discard unnecessary steps
 Track their growth
 Avoid doing things the same way
 Realize there is more than one approach to tasks
 Become more open to some risks and changes
 Feel sincerely appreciated
 Speak up and voice their thoughts and feelings

CONSCIENTIOUS STYLE

HELP THEM TO:

 Share their knowledge and expertise with others
 Stand up for themselves with the people they prefer to avoid
 Shoot for realistic deadlines and parameters
 View people and tasks less seriously and critically
 Balance their lives with both interaction and tasks
 Keep on course with tasks, less checking
 Maintain high expectations for high priority items, not everything

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Adapting in Different Situations: IN SALES AND SERVICE

DOMINANT STYLE
 Plan to be prepared, organized, fast-paced, and always to the point
 Meet them in a professional and businesslike manner
 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
 Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate specifically
to their goals
 Get to the point
 Provide options and let them make the decision, when possible

INFLUENCING STYLE
 Take the initiative by introducing yourself in a friendly and informal manner and be open to new topics that
seem to interest them
 Support their dreams and goals
 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
 Provide incentives to encourage quicker decisions
 Give them testimonials

STEADY STYLE
 Get to know them more personally and approach them in a non-threatening, pleasant, and friendly, but
professional way
 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 element… that is, how something affects them and their
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

CONSCIENTIOUS STYLE

 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
 Hone your skills in practicality and logic
 Ask questions that reveal a clear direction and that fit into the overall scheme of things
 Document how and why something applies
 Give them time to think; avoid pushing them into a hasty decision
 Tell them both the pros and cons and the complete story
 Follow through and deliver what you promise

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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

Adapting in Different Situations: IN SOCIAL SETTINGS

DOMINANT STYLE
 Let them know that you don’t intend to waste their time
 Convey openness and acceptance of them
 Listen to their suggestions
 Summarize their achievements and accomplishments
 Give them your time and undivided attention
 Appreciate and acknowledge them when possible

INFLUENCING STYLE
 Focus on a positive, upbeat, warm approach
 Listen to their personal feelings and experiences
 Respond openly and congenially
 Avoid negative or messy problem discussions
 Make suggestions that allow them to look good
 Don’t require much follow-up, detail or long-term commitments
 Give them your attention, time and presence

STEADY STYLE
 Focus on a slower-paced, steady approach
 Avoid arguments and conflict
 Respond sensitively and sensibly
 Privately acknowledge them with specific, believable compliments
 Allow them to follow through on concrete tasks
 Show them step-by-step procedures
 Behave pleasantly and optimistically
 Give them stability and minimum of change

CONSCIENTIOUS STYLE

 Use a logical approach

 Listen to their concerns, reasoning, and suggestions
 Respond formally and politely
 Negative discussions are OK, so long as they aren’t personally directed
 Privately acknowledge them about their thinking
 Focus on how pleased you are with their procedures
 Solicit their insights and suggestions
 Show them by what you do, not what you say

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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

Adapting in Different Situations: IN LEARNING ENVIRONMENTS

DOMINANT STYLE
 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
 May like to structure their own learning design
 Does okay with independent self-study
 Defines own goals
 May have a short attention span

INFLUENCING STYLE
 Likes learning in groups
 Interacts frequently with others
 Responds to extrinsic motivation, praise, and encouragement
 Needs structure from the facilitator; may lose track of time
 Needs “what to do” and “when to do it”
 May exceed deadlines if left on their own and learning may be completed late

STEADY STYLE
 Accepts a balance between individual and group work
 Shows patience with detailed or technical processes
 Likes journaling and follow-through
 Prefers explicit instructions
 Wants to know the performance outcomes and expectations
 May need help in prioritizing tasks if a long assignment; may take criticism personally

CONSCIENTIOUS STYLE

 Prefers individual work over group interaction

 Accepts more impersonal training, such as remote or on-line
 Has high expectations of their own performance
 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

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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

Application Activities

Adaptability Practice

Spend some time with people at home and at work that you know and trust who are different styles than
you. Explore ways to communicate more effectively with them. Ask for support and feedback as you try new
ways to communicate. Remember- tell them this is a skill you are building so they aren’t surprised when you
are behaving differently and can provide helpful feedback!

 Practice Identifying their style based on observable behavior

 Practice Modifying your Directness and Openness in conversation with them
 Practice Modifying your Pace and Priority
 Ask for feedback on your effectiveness in communicating with them
 Take some time to reflect on your experience and what worked or didn’t work for you and for them
 Consider what you should repeat, and what you need to modify further to communicate as
effectively as possible.

As you begin feeling more comfortable with adaptability and the needs of each style, try it with others!

Adaptability Activity

Select a relationship in which things have not gone as smoothly as you would like. Make a commitment to
take the time to gain an understanding of the other person’s behavioral style and take a few steps to adapt
your behavior to improve the relationship.

Identify the behavioral style of the other person using the 2 Power Questions:
 - Are they DIRECT or INDIRECT in their communication?
- Are they GUARDED or OPEN in their communication?

Brush up on their style and look at ways to adapt your Directness and Openness when working with
them.

To further understand the tension that may exist in the relationship, notice the difference in
preference in pace and priority and modify accordingly.

Practice approaching them in the way you think THEY want to be treated. Remember, it may feel
uncomfortable at first, but with practice and dedication to adapting, you will be amazed at the
difference.

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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

Tension Among the Styles Exercise

Even if you have the highest regard toward a person, tension can exist in a relationship where styles are different. If this
is behavior related, applying The Platinum Rule® - Treat others the way THEY want to be treated – may be helpful.
Complete this exercise to gain insights on how to improve tense relationships. If you feel comfortable, you may discuss
with the other person things you can do to ease the tension.

RELATIONSHIP
Name: John Doe
My Style:________________________________________ Style: High I

My Pace:________________________________________ Pace: Faster-paced

Priority: People-oriented
My Priority:______________________________________
Difference: Pace and Priority
Strategy: Be more personable, social, upbeat,
and faster-paced with John

RELATIONSHIP 1 RELATIONSHIP 2

Name:________________________________________ Name:________________________________________

Style:_________________________________________ Style:_________________________________________
Pace:_________________________________________ Pace:_________________________________________
Priority:_______________________________________ Priority:_______________________________________
Difference:_____________________________________ Difference:_____________________________________

Strategy:______________________________________ Strategy:______________________________________

_____________________________________________ _____________________________________________

_____________________________________________ _____________________________________________

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Create a DISC POWER TEAM

Wouldn’t it be amazing to have a DISC POWER TEAM where all members brought their best strengths to the
table, and each of our challenges could be supported by someone who was skilled in the areas we struggle?

Considering the strengths and workplace behaviors for each style, who would be an ideal DISC POWER TEAM
Member?

DOMINANT INFLUENCING STEADY CONSCIENTIOUS

STYLE STYLE STYLE STYLE

Supervising Persuading Listening Planning

STRENGTHS Leadership Motivating Teamwork Systemizing
Pioneering Entertaining Follow-through Orchestration

Efficient Interacting Friendly Formal

WORKPLACE
Busy Busy Functional Functional
BEHAVIORS
Structured Personal Personal Structured

TEAM
MEMBER

For an upcoming project, consider how your DISC POWER TEAM could accomplish greatness!

 Assign responsibilities based on strengths

 Determine what opportunities or challenges exist or may come up
 Give each Team Member the opportunity to showcase their skills and experience
 Check in regularly and discuss as a team how it’s going
 Provide feedback regarding roles, strengths, needs, and any additional support required

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REPORT FOR Sample - Self Style: CSi/SC Observer Style: ISc

So Now What?
This report is filled with information about your behavioral 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 behavior and examine the results.
You might be surprised!

Disclaimer

There are no warranties, express or implied, regarding the online DISCstyles 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 DISCstyles Assessment (THE
GROUP) shall not be liable for, (i) your use and application of The DISCstyles Assessment, (ii) the adequacy, accuracy,
interpretation or usefulness of The DISCstyles Assessment, and (iii) the results or information developed from your use
or application of The DISCstyles 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 personal
injury, property damage, or any other damage, loss or liability, directly or indirectly arising out of, resulting from or in
any way connected with The DISCstyles Assessment, or the use, application, adequacy, accuracy, interpretation,
usefulness, or management of The DISCstyles Assessment, or the results or information developed from any use or
application of The DISCstyles 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.

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(continued from page 2)

How to Assure Assessment Accuracy? Independent & Qualified Testing at Standards

Set by the APA and EEOC
“…this DISC assessment has one of the highest Cronbach scores in the DISC marketplace.”
- Assessment Standards Institute
The Assessment Industry’s Past and Present
Assessments have been used since the mid-20th century, initially relied upon by Fortune 500s, calculated by highly skilled PhDs
and produced by only a handful of trusted developers. With the advent of the internet in the 1990s, the ability to produce,
market, and sell assessments became exponentially easier and less expensive. Since then, it has developed into a kind of
“global cottage industry” with hundreds of new assessment developers, producing thousands of different assessments. Each
developer purporting its assessments to be scientifically accurate instruments - sold, resold and used by individuals and
organizations of all kinds; including many of our largest institutions like Fortune 500s, major universities, world governments,
and even military. Frighteningly, this “global cottage industry,” which produces data relied upon by millions, is entirely
unregulated with nothing to ensure its consumers are receiving what they are being told and sold. There are zero
requirements, safeguards, laws or regulations ensuring the consumer receives a scientifically accurate instrument - or even
what the developers and sellers claim.

The Solution? Independent & Verifiable Testing by a Qualified Institution

The Assessment Standards Institute (ASI) provides our assessments with verifiably objective testing and reporting that meet
standards set by the American Psychological Association (APA) and the Equal Employment Opportunity Commission (EEOC).
This battery of tests is both voluntary and verifiably transparent. Our goal? To ensure this assessment’s professional merit and
scientific accuracy for you, the user. These reports are readily available upon request and include:

Construct Validity (APA Standards)

Construct validity is one of the most central concepts in psychology. It is the degree to which a test measures what it claims, or
purports to be measuring. Researchers generally establish the construct validity of a measure by correlating it with a number
of other measures and arguing from the pattern of correlations that the measure is associated with these variables in
theoretically predictable ways.

Reliability - Cronbach’s alpha (APA Standards)

This technique is regarded as one of the most robust measures of reliability and presents the highest 'bar' from which to
compare. The readers should note that Cronbach's alpha is the method selected for this instrument, because of its high
standards. The reader is encouraged to compare reliability coefficients presented herein to other vendors, and also to ask
those vendors which reliability formulas they used to compute their reliability coefficients. Cronbach’s alpha is a measure used
to assess the reliability, or internal consistency, of a set of scale or test items. In other words, the reliability of any given
measurement refers to the extent to which it is a consistent measure of a concept, and Cronbach’s alpha is one way of
measuring the strength of that consistency.

Disparate Impact (EEOC Guidelines)

Employers often use tests and other selection procedures to screen applicants for hire and employees for promotion. The use
of tests and other selection procedures can be a very effective means of determining which applicants or employees are most
qualified for a job. However, use of these tools can also violate the EEOC Guidelines if they disproportionately exclude people
in a protected group by class, race, sex, or another covered basis. Importantly, the law does allow for selection procedures to
select the best candidates based on job related requirements. If the selection procedure has a disparate impact based on race,
color, religion, sex, or national origin, the employer is required to show that the selection procedure is job related and
consistent with business necessity. If discrimination exists, the challenged policy or practice should therefore be associated
with the skills needed to perform the job successfully.
Issue date: January 1, 2020. Renewal date: January 1, 2025.

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