DISC BASIC™ FOR SELF

An Evaluation of Behavioral Styles

Sample Report

Style: Sc
Date: 3/20/2024
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WHAT CAN YOU GET FROM THIS REPORT?

STEP 1
Learn about yourself. The DISC Model of behaviors helps us understand our stressors, motivations,
and priorities. It’s a simple tool with powerful personal insights.

STEP 2
Learn about others. What if you had a way to decode the needs of your peers, colleagues, or anyone
in your life? DISC Provides you that ability so you can learn how to improve any relationship.

STEP 3
Learn how to adapt. With your knowledge of the DISC Model and your profile, you will also learn
how to adapt your communication style and behaviors to meet the needs of others.

INDEPENDENTLY TESTED FOR ACCURACY

Did you know that most assessments available today don’t report the studies &
research to confirm their accuracy? Of the small minority that did report assessment
research, most of those were conducted privately, often by the assessment provider
itself, rather than an objective and scientifically qualified third party.
This assessment was submitted to an objective third-party researcher (Assessment
Standards Institute) who independently reviewed Construct Validity, Reliability, and
Disparate Impact to ensure this assessment was reliable and accurate.

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WELCOME TO THE DISC BASIC™ 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 styles: Dominance, Influence, Steadiness, and Conscientious.

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

APPLY WHAT YOU LEARN:

☐ As you review your results, reflect on how others may see you showing up. Challenge yourself to
research the things you may disagree with in this report. Get feedback from your team. See if you have
a blind spot.

☐ Make a plan. Consider your natural limitations (and we all have them) and think about how you can
offset these.

☐ Use the DISC model. In this report, you will learn how to read the styles of others and learn how you
can develop trust and communicate more effectively with all the styles. Apply the tips and strategies
to your relationships and see your ability to collaborate grow.

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

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PART 1 - UNDERSTANDING DISC BASIC

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

D I

C S

BEHAVIORS ASSOCIATED WITH EACH STYLE

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

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PART 2 - UNDERSTANDING YOURSELF

Graph I Graph II Graph III

During the assessment, you answered which words described you most and least. The first two graphs show
your answers. Graph three shows your combined results which is the focus of this report.

DISC BASIC COMPOSITE GRAPH FOR Sample Report

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.

As you review your DISC graph, notice the higher and lower bars. When a bar is above the midrange (50), we
consider that this is a style in which you are somewhat invested. It will be easy for others to notice this behavior
when interacting with you. The higher the bar, the more invested you are in that style.

Behaviors are associated with the highs and the lows for each bar on the graph. To see these, check out the
Word Sketch on page 8 of this report. On that page, you’ll find four descriptors in each column
corresponding to your results chart for each style. See how strongly these resonate with you.

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Sample's BEHAVIORAL PATTERN VIEW

The DISC model measures two dimensions that create four core styles and 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 map identify that one factor (DISC) of your style will dominate the other three. As you move towards the
center of the map, two and eventually three traits combine to moderate the intensity of your style descriptors
within a specific behavioral zone.

Both Assertive and Persuasive.

Likely to embrace New Concepts.
Often a Mover and a Shaker.
Can be very outgoing with High Energy and Engaging Effort.
Assertive, Results Very Outgoing &
Focused, Rapid Decisions, Persuasive, Very People
Will Seek Challenges, Can Oriented, Quite
be Aggressive and Optimistic Outlook,
Impatient, Desires to Strong Communication
Lead. Skills, Likes to have
Variety in their day.

Efficient, Analytical,
Organized, Factual, Aware Supportive & Persuasive,
of the Consequences of Good Team Player,
their Actions, Practical Creates Good Will &
and Innovative. provides Good Customer
Service.

Data, Fact & Analysis Very Patient & Favors

Based. Precise & Accurate Stability and Structure.
Trusts in the Value of Not a Risk Taker, Likes
Structure, Standards & to operate at a Steady,
Order. Sees the value of Even Pace.
Rules.

Balances & Values Data & Diplomacy,

Mindful of the "Rules"
= Your Style
Will be Goal Focused,
Dislikes Confusion and Ambiguity

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STYLE OVERVIEW

DISC describes you based on your observable behavior which can provide insights for others regarding your
communication preferences and how you will likely interact with and respond to them.

Through this report you have an opportunity to discover (observe and evaluate) your behavioral responses in
various environments. You can explore your reactions to a variety of situations and contexts, including the
actions and reactions of others, to determine the most effective communication strategy or course of action.

YOUR BEHAVIORAL STYLE: Planner

Planners bring a high degree of follow-though to their role. They do what they say they will do and rarely
under-deliver. Planners are not extremists in a behavioral sense, and as a result, have the ability to assimilate
with a wide variety of people. They prefer areas of specialized expertise and skill, and they will demonstrate
consistent performance. They are sometimes seen as the ‘glue’ that holds a group together successfully. They
may be slower to adapt to change, until they adjust to the idea and see the change as positive.

Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.

☐ Personal direction: Likes to maintain stability with a minimum of disruptive change

☐ Strengths offered: Stable, steady, quality performance on all tasks with a willingness to assist
anyone on any project

☐ General characteristics: Excellent listener and stabilizer who brings composure to all interactions

☐ Contributions to others: Reliable and consistent performance, and a consistent readiness to help
others

☐ Getting along with others: Prefers sincere, quality relationships and demonstrated competency by
those around them

☐ When stressed: May defer to a power figure or group direction and prefer to avoid sudden change

☐ Keep in mind: Unlikely to take risks and will quietly resist change, especially if it is abrupt or
unclear

☐ Additional notes: Excellent stabilizing presence for the team, but may resist change quietly when
they could be more expressive with concerns

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GENERAL CHARACTERISTICS: Planner

The narration below serves as a general overview of your behavioral tendencies. We’re going to explore how you see
yourself. As you read the narrative, make note of the things you agree with and the things you disagree with.

It’s important to be open to feedback, even if it seems off at first. Before you dismiss anything you disagree with, talk
to someone who knows you well. Share the information with them and see if their perspective sheds any new light on
the things you initially disagree with.

Sample, your response pattern to the instrument indicates that you may tend to be most productive when working alone and
undisturbed, or in rather self-contained small groups or teams. In some ways, you may become your own best ally on a project.
Your risk-taking nature tends to allow you to function somewhat independently from the group, and your attention to detail is
best amplified in an undisturbed climate. Letting others know, in a polite way, that you need some personal space in getting the
job done can lead to a win-win situation for both you and the team.

You show excellent emotional control, even during tense situations. In some cases/circumstances you tend to be more quiet than
talkative, and more reflective than spontaneous. This allows you to take the emotions down a notch or two, and let others vent
while you analyze the situation internally. This also gives you an analytical edge over others who may be reacting only from an
emotional level.

Sample, you score like those who have a high degree of self-discipline. This comes from three primary traits: your somewhat
strong tendency toward risk avoidance, your high degree of patience, and your overall detail orientation. These three traits in
combination are somewhat rare, but they converge in ways that provide a versatile strength for you. This strength can be used in
both personal and business ventures.

You persuade others with patience and persistence rather than emotion and coercion. Logic, facts, data, examples, and
supporting evidence are the tools of your persuasion toolkit. This gives you a remarkable ability to persuade others without
"jumping on the desk" and shouting enthusiastically. Your internal enthusiasm is fueled when you deliver the message in a direct,
patient and factual manner.

You display a high degree of tenacity and follow-through in addressing complex and detailed activities. This trait emerges from
your perseverance, attention to quality, and strong desire to win and achieve. This can be a great strength in a variety of technical
climates, or anywhere there is a complexity of interconnected issues and activities.

You tend to be less talkative in work or social situations. This is not a reflection on ability or interest, just that you allow others be
the more vocal participants. Even though they share your risk-taking attitude, those who score like you will frequently admit to
feeling a bit introverted. They analyze situations internally rather than "thinking out loud," as others may do. When they arrive at
a solution, they have a sound plan, a carefully thought-out design, and a pathway to achievement.

You possess a sense of urgency that is sometimes not readily visible to others. Your sense of urgency is masked a bit by your high
level of patience and detail orientation. This subjects others to the illusion that they can be more laid back on a project you're
working on or are in charge of. It may come as a surprise to them that, in reality, you expect them to proceed full-speed ahead.

You are persistent and tenacious when it comes to solving complex problems. Along with your competitive spirit comes a high
degree of patience when dealing with detailed problems and situations. Your high attention to quality control also motivates you
to solve problems accurately.

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WORD SKETCH: Planner

This chart shows your Style 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
Being left out/loss of Sudden change/loss of Being criticized/loss of
Fears advantage of/lack of
social approval stability and security accuracy and quality
control

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COMMUNICATION TIPS FOR OTHERS

The following suggestions can help others who interact with you understand and be aware of your communication
preferences. To use this information effectively, share it with others and also discuss their preferences.

CHOOSE HOW YOU WANT OTHERS TO COMMUNICATE WITH YOU:

☐ Ask 'how' oriented questions to draw out Sample's opinions.
☐ Give Sample the opportunity to express opinions and make some of the decisions.
☐ Give Sample time to verify the issues and assess potential outcomes.
☐ Be candid, open, logical, and patient.
☐ Approach issues in a straightforward, direct and factual way.
☐ Motivate and persuade Sample by pointing out objectives and expected results.
☐ List pros and cons to suggestions you make.

CHOOSE YOUR COMMUNICATION PET PEEVES:

☐ Forget or lose things necessary for the meeting or project.
☐ Be domineering or demanding.
☐ Manipulate or bully Sample into agreement.
☐ Engage in rambling discussion, and waste Sample's time.
☐ Try to develop "too close" a relationship, especially too quickly.
☐ Be sloppy or disorganized.
☐ Be rude, abrupt, or too fast-paced in your delivery.

Sample, now that you have identified and selected your preferred ways to communicate, share these insights with
those around you.

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YOUR MOTIVATORS: WANTS AND NEEDS

Motivation is the enthusiasm or willingness to do something. Everybody is motivated; however, all people are
motivated for their own reasons, not somebody else’s. Simply, 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 a lot of people. 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.

YOU TEND TO BE MOTIVATED BY:

☐ Independence from direct supervision or control in the creative or analytic processes.
☐ Colleagues with whom you can identify and share information of a complex and important nature.
☐ A minimum presence of unnecessary change, and sufficient time to modify procedures when change does
occur.
☐ Having the ability to take calculated risks in developing new solutions, processes, or utilities.
☐ The existence of as few barriers, bottlenecks, and snags in the system as possible.
☐ Recognition of your analytical ability and leadership capability. This doesn't have to come in the form of
awards, but perhaps as an occasional verbal reminder that your contributions are valued.
☐ Opportunities to work independently, or as a member of a small team.

PEOPLE WITH PATTERNS LIKE YOU TEND TO NEED:

☐ An occasional revalidation of your contribution to the team or organization at large.
☐ A support system to eliminate some of the repetitive or routine parts of the job or project.
☐ Sufficient opportunity for beta-testing of a project or idea, before it is actually deployed.
☐ Minimal hostility or conflict within the team or organization.
☐ A supervisor who delegates by using specifics, not ambiguities.
☐ Freedom from responsibility for the quality control of other stakeholders.
☐ Streamlining of some systems and procedures to allow additional time for complex analysis.

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WHAT YOU BRING TO THE ORGANIZATION

This page provides useful insights for a job or as you work together on a team or family project. These are the
talents and tendencies you bring. When used in environments that you are most effective in, 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. We recommend you speak with your leader to see what can be incorporated into
your current environment to help maintain your motivation.

YOUR STRENGTHS:
☐ You provide excellent support and expertise to challenging problems and assignments.
☐ You tend to be patient in working with others.
☐ You bring a high degree of objectivity to the organization's systems and projects.
☐ You excel at solving technical or abstract problems and are at your best when dealing with multi-faceted
processes.
☐ You demonstrate a high degree of expertise in the operations which you choose to perform.
☐ You always follow through, with a strong emphasis on completeness.
☐ You are able to assimilate complex information and develop conclusions based on data, rather than
emotions.

YOUR WORK STYLE TENDENCIES:

☐ You demonstrate a tireless work ethic in solving complex problems.
☐ You are able to research into a variety of complexities and emerge with new facts that can be of value in
future decision making.
☐ You persuade others on the team through perseverance and determination to get the project completed.
☐ You tend to be more quiet, letting others be the more vocal participants in meetings or groups.
☐ You show a high degree of tenacity and follow-through in complex and detailed activities.
☐ You are able to demonstrate independence from the team and take your own path, based on analysis of the
facts and data.
☐ You provide a very realistic approach to projects and ideas.

YOU TEND TO BE MOST EFFECTIVE IN ENVIRONMENTS THAT PROVIDE:

☐ Freedom from constraints, direct supervision, and process bottlenecks.
☐ A work culture that provides opportunity for challenges and complex problem solving.
☐ A direct, detailed approach to what needs to be done on a project.
☐ A job culture in which your critical thinking skills can be maximized.
☐ The ability to work independently with no interruptions.
☐ A culture that encourages open expression and dialogue of ideas and creativity.
☐ A close association with a small group or team, rather than a shallow association with a large number of
people.

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THE Sc STYLE
UNDER STRESS - PERCEPTIONS, BEHAVIOR AND NEEDS FOR THE Sc

Stress is unavoidable. The perceptions of our behavior may have a significant impact on our effectiveness -
both in how we perceive ourselves and how others perceive us. The way we behave under stress can create a
perception that is not what we intend. The descriptions below of perceptions by others may seem somewhat
extreme at times (especially if our behavior is an over-extended strength that becomes a weakness or
limitation). As you understand these perceptions more clearly, you are able to modify your behavior to
maximize your own effectiveness and ensure that others see you as you intend.

POTENTIAL SELF PERCEPTION: UNDER STRESS, MAY BE PERCEIVED BY OTHERS:

☐ Well organized ☐ Unassertive
☐ Tenacious on follow-through ☐ Overly blunt toward others
☐ High level of determination toward ☐ Low level of empathy
goals ☐ Backs down to pressure situations
☐ High degree of focus

UNDER STRESS YOU NEED:

☐ Relationships
☐ A slower pace for comfort and
security
☐ Personal assurance

YOUR TYPICAL BEHAVIORS IN CONFLICT:

☐ The anger and dissatisfaction that you have been repressing builds up inside of you and eventually some
(often, trivial) event will trigger an explosion, releasing a torrent of angry words and a litany of past
offenses -- often in considerable detail. Once you have vented this built up emotion, you return to your
normal behavior.
☐ You are quite uncomfortable with conflict, aggression and anger. You will do whatever you can to avoid
such situations. If you are not able to physically avoid a situation involving conflict or anger, you will
probably attempt to ignore it, functioning as best you can without interacting -- or interacting very
superficially -- with others.
☐ You seldom express your own feelings of anger or dissatisfaction, fearing that doing so would damage
relationships and destabilize the situation. You tend to go along with what others want in order to avoid
any controversy.

STRATEGIES TO REDUCE CONFLICT AND INCREASE HARMONY:

☐ Be sure to clarify any instructions or communications that you do not fully understand, no matter how
busy the other person may appear to be. Pay particular attention to the desired results and timeframes.
☐ Be open to considering new ways of doing things and undertaking new tasks. Ask your supervisor, friends
and coworkers to support you in approaching any significant change
☐ Share your needs, feelings and expectations with your friends and coworkers.

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Sample Report’s PLAN FOR IMPROVEMENT

Everyone has struggles, limitations, or weaknesses. Oftentimes, it’s simply an overextension of our strengths
which may become a weakness. For example, the directness of a High D 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 at a time, practice and strengthen them, and then choose another area to focus on and improve.

POTENTIAL AREAS FOR IMPROVEMENT:

☐ You may affect morale with your tendency to focus on results over attention to team members. You
may need to take a softer approach at times.
☐ You could use better "people skills" when it comes to motivating and managing others.
☐ You may take some criticism personally, even if it was directed at a work process and not you.
☐ You may become rather stubborn once your mind is made up on a decision.
☐ You may provide a false sense of buy-in to others on the team, then sometimes resist passive-
aggressively.
☐ You can sometimes be blunt, opinionated and inflexible when asked to make sudden changes without
prior warning or consideration.
☐ You may dispense strong criticism, and even sarcasm, when others don't measure up to your
standards.

Check the two most important ideas when others communicate with you (dos & don’ts) and transfer them to
the Summary of Your Style page. Choose the two most important wants and the two most important needs
and transfer them to the Summary of Your Style page. Check the two most important strengths, the two most
important work style tendencies and the two most important environmental factors and transfer them to the
Summary of Your Style page. Check the two most important areas you are committed to improve upon and
transfer them to the Summary of Your Style page and complete the action plan for one of the
improvement areas below.

WHICH NEED ABOVE IS YOUR TOP NEED FOR IMPROVEMENT?

IDENTIFY THE SITUATIONS IN WHICH YOU NEED TO IMPROVE YOUR APPROACH.

DESCRIBE WHAT YOU COULD DO INSTEAD:

HOW WILL YOU HOLD EACH OTHER ACCOUNTABLE?

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SUMMARY OF Sample Report’s STYLE

Communication is a two-way process. Encourage others to complete their own DISC BASIC 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 BASIC 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 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.

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.

IMPORTANT CONSIDERATIONS:
☐ Adaptability is important to all successful relationships.
☐ No one style is naturally more adaptable than another.
☐ Adaptability is a choice:
▪ You can choose to be adaptable with one person, and not so with others.
▪ You can choose to be adaptable with one person today and less adaptable tomorrow.

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

TWO POWER QUESTIONS:

Think of a relationship in your life that could be a little better (or a lot better). This person you are thinking about
can be from your personal or professional life; the process is the same.
To take the first steps to improve this relationship, first answer two questions to try and identify their DISC
Style. On the pages that follow, you will learn how to adapt your communication and behavior to better relate
to this individual.
Ask yourself two simple questions about this person:
1. Is this person more Fast-Paced and Direct or more Cautious and Indirect?

2. Are they more Guarded and Task-Oriented or are they more Open and People-Oriented?

Take your answers and identify this individual's DISC Style.

Keep in mind that a person can be a combination of two styles. Consider reviewing the tips for both styles on
the following pages if you think a person could have a combination profile. As you think about someone’s
personality, notice what that person appreciates, behaviorally, and refine your approach.

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COMMUNICATING WITH EACH STYLE

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

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

WHAT CREATES TENSIONS AMONG THE STYLES?

WHEN PACE IS DIFFERENT WHEN PRIORITY IS DIFFERENT WHEN THEY ARE BOTH DIFFERENT

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

D I D I D I

C S C S C S
High I + High S High C + High S High I+ High C
(Upper Right vs. Lower Right Quadrant) (Lower Left vs. Lower Right Quadrant) (Lower Left vs. Upper Right Quadrant)

D I D I D I

C S C S C S
High D + High C High D + High I High D + High S
(Upper Left vs. Lower Left Quadrant) (Upper Left vs. Upper Right Quadrant) (Upper Left vs. Lower Right Quadrant)

Next, we will show you how to adapt to successfully communicate even when these tensions exist.

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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, • Make decisions at a • Make decisions more • Do not interrupt
confident voice faster pace slowly
• Seek and
• Use direct statements • Be upbeat, positive, • Avoid arguments and acknowledge their
rather than warm conflict opinions
roundabout questions
• Initiate conversations • Share decision- • Refrain from
• Face conflict openly, making criticizing,
• Give
challenge and challenging, or acting
recommendations • Be pleasant and
disagree when pushy – especially
steady
appropriate • Don’t clash with personally
the person, but face • Respond sensitively
• Give undivided
conflict openly and sensibly
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,
address bottom line more emotion the relationship factual orientation
• Keep to the agenda • Respond to expression • Communicate more, • Acknowledge their
of their feelings loosen up, and stand thinking
• Don’t waste time
closer
• Pay personal • Downplay enthusiasm
• Use businesslike
compliments • Use friendly language and body movement
language
• Be willing to digress • Show interest in them • Respond formally and
• Convey acceptance
from the agenda politely
• Offer private
• Listen to their
acknowledgements
suggestions

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TO MODIFY PACE AND PRIORITY

PACE

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

FASTER FASTER SLOWER SLOWER
• Be prepared, • Don’t rush into tasks • Develop trust and • Be prepared to answer
organized credibility over time, questions
• Get excited with them
don’t force
• Get to the point • Speak, move at a
• Speak, move at a
quickly • Speak, move at a slower pace
faster pace
slower pace
• Speak, move at a • Greet cordially, and
• Change up
faster pace • Focus on a steady proceed immediately
conversation
approach to the task (no social
• Don’t waste time frequently
talk)
• Allow time for follow
• Give undivided time • Summarize details
through on tasks • Give them time to
and attention clearly
think, don’t push for
• Give them step-by-
• Watch for shifts in • Be upbeat, positive hasty decisions
step procedures/
attention and vary
• Give them attention instructions
• presentation
• 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 socialize • Get to know them • Be prepared with logic
personally and practicality
• Provide options and • Take initiative to
let them decide introduce yourself or • Approach them • Follow rules,
start conversation in a friendly, but regulations, and
• Allow them to define
professional way procedures
goals and objectives • Be open and friendly,
and allow enthusiasm • Involve them by • Help them set
• Provide high-level
and animation focusing on how their realistic deadlines and
follow up
work affects them and parameters
• Let them talk
their relationships
• Provide pros and cons
• Make suggestions that
• Help them prioritize and the complete
allow them to look
tasks story
good
• Be careful not to • Allow time for sharing
• Don’t require much
criticize personally, of details and data
follow-up, details,
keep it specific and
or long-term • Be open to thorough
focused
commitments analysis

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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

STEADINESS 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

STEADINESS 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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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.

1
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?

2
Brush up on their style and look at ways to adapt your Directness and Openness when working
with them.

3
To further understand the tension that may exist in the relationship, notice the difference in
preference in pace and priority and modify accordingly.

4
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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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.

SAMPLE
RELATIONSHIP
Name: John Doe
Style:
Style: High I
Pace: Faster-paced
Pace:
Priority: People-oriented
Difference: Pace and Priority
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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For additional information, products, and services, please contact:

Online DISC Profile Store

917-463-0089 | sales@[Link]
[Link]

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