DISC BASIC™ - Intro
REPORT FOR Rodolfl Ruiz
DISC BASIC™ - Intro
An Evaluation of Behavioral Styles
Report For: Rodolfl Ruiz
Date: 1/26/2025
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DISC BASIC™ - Intro
REPORT FOR Rodolfl Ruiz
This report contains a summary of your DISC results.
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UNDERSTANDING DISC
DISC STYLES
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.
Your DISC Style: Fact-Finder (C)
Fact-finders bring a keen sense of quality control and detail orientation to the projects in which they engage.
Like a detective, they work at the intersection of facts, logic, and intuition. They do their homework and come
prepared with background knowledge and information. They appreciate it when others do the same. They may
be quiet and build respect for others when they recognize equally high quality control interest. Data, facts, and
logic drive their decision-making.
• Personal direction: If it's worth doing, it's worth doing right the first time
• Strengths offered: Driven by obtaining the facts, data, and objective analysis of issues
• General characteristics: High degree of focus on the correct steps necessary to reach a project goal
• Contributions to others: Supports attention and focus on quality of evidence and analytical thinking
• Getting along with others: Appreciates when others come prepared and do their homework
• When stressed: Can become overly alarmed and anxious in risky or uncertain situations
• Keep in mind: May spend too much time on analysis and create unintentional bottlenecks
• Additional notes: High detail orientation and strong critical thinking, but may need to increase decisiveness
and interaction with others
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An Overview of Your DISC Style
Below are some key behavioral insights to keep in mind and share with others to
strengthen your relationships.
Others may seek you out to answer complex procedural questions, because they know you will have the answer or
where to find it. If a procedural memo emerges in your e-mail, you read it, whereas others may delete it and then come
to you looking for an explanation.
You provide facts to support any statement you make, and expect the same supporting documentation from others.
You score like those who do their homework and tend to be prepared for meetings, presentations, and conferences.
These people also maintain a substantial memory file of facts and information that helps to respond quickly to inquiries
in meetings or presentations. This consistent pursuit of the facts brings credibility to the workplace and the
organization.
You like to be on time for meetings and appointments and expect others to do the same. Your response pattern
indicates that people who score like you are models of time management. They are where they are supposed to be,
and they are there on time. As students in high school or college, their assignments were done on time, and sometimes
even submitted early. If these sentences describe you as well, then you are among a rare group of people who wish
that others would do the same.
Rodolfl, your response pattern indicates that your emotions tend to be cool, calm, and collected, except in times of
anger. Most of the time you can be depended upon to anchor the team or organization. You are able to provide an
unemotional and factual base for a project, and your team will realize that it comes from careful and deep analysis.
You have a rare skill in being able to weigh both intuition and data in balanced ways when making decisions. You tend
to provide deep analysis in your insight, as well as a gut-level intuition that helps to balance the data. While others may
jump to conclusions with no analysis, or conversely suffer "analysis paralysis," you have the ability to find the proper
balance.
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A General Overview of the Four DISC Styles
The Dominant ‘D’ Style: look at my accomplishments!
Goals and Fears
Dominant ‘D’ Styles, driven by the inner need to lead and be in personal control, take charge of people and
situations so they can reach their goals. Since their key need is achieving, they seek no-nonsense, bottom line
results. Their motto is: "Lead, follow, or get out of the way." They want to win, so they may challenge people or
rules. Similarly, Dominant ‘D’ Styles also accept challenges, take authority, and go head first into solving
problems. Closely related to Dominant ‘D’ Styles' goals are their fears: falling into a routine, being taken
advantage of, and looking "soft". So, they may go to extremes to prevent those fears from materializing. They
may act impatient, but they make things happen.
"Do as I say"
Since Dominant ‘D’ Styles need to have control, they like to take the lead in both business and social settings. As
natural renegades, they want to satisfy their need for autonomy. They want things done their way or no way at
all.
Strengths and weaknesses
They work quickly and impressively by themselves. They try to shape their environments to overcome obstacles
en route to their accomplishments. They seek maximum freedom to manage themselves and others, using their
leadership skills to become winners. They often have good administration and delegation skills.
These assertive types tend to appear cool, independent, and competitive. They opt for measurable results,
including their own personal worth, as determined by individual track records. Of all the types, they like and
initiate changes the most. We symbolize this personality type with a lion--a leader, an authority. At least, they
may, at least, have the inner desires to be #1, the star, or the chief.
Less positive Dominant ‘D’ Style components include stubbornness, impatience, and toughness. Naturally
preferring to take control of others, they may have a low tolerance for the feelings, attitudes, and
"inadequacies" of co-workers, subordinates, friends, families, and romantic interests.
From general to specific
Dominant ‘D’ Styles process data conceptually by using deductive reasoning--from general to specific
information. They are more comfortable using the left brain more than the right. When combined with their
need for control, this helps us better understand the emphasis on getting down to the bottom-line results.
Masters of "mind control"
They are adept at blocking out distractions when they immerse themselves in projects. They don't hear voices,
sirens, or doorbells. They seem to channel all their energies into specific jobs.
Venting relieves their tension
Under pressure, Dominant ‘D’ Styles are likely to rid themselves of anger by ranting, raving, or challenging
others. They naturally react to tense situations with a fight response. Although this venting allows the relief of
their own inner tensions, other styles may feel intimidated by this stress reducing practice. But the Dominant ‘D’
Styles' barks usually exceed their bites, and they may soon forget what specifically upset them in the first place.
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The Interacting ‘I’ Style: hey, look at me!
Outgoing, Supporting, Interacting ‘I’ Styles
Interacting ‘I’ Styles like to go where the action is. Typically, they are outwardly energetic or fast-paced, and
relationships tend to naturally take priority over tasks. They try to influence others in an optimistic, friendly way
focused on positive outcomes, whether in the social or work environment. In other words, if they show others
that they like them, they figure others will be more likely to reciprocate by responding favorably towards them.
Since recognition and approval motivate him, he often moves in and around the limelight and hub of activity.
Goals and Fears
He wants your admiration and thrives on acknowledgment, compliments, and applause. "It's not just whether
you win or lose. . .it's how you look when you play the game." People's admiration and acceptance typically
mean more to this type than to any other. If you don't talk about him, he may spend considerable time talking
about his favorite subject--himself--to gain the acceptance he wants. His biggest fear is public humiliation--
whether appearing uninvolved, unattractive, unsuccessful, or unacceptable to others. These frightening forms
of social rejection threaten the Interacting ‘I’ Style's core need for approval. Consequently, he may go to
extremes to avoid public humiliation, lack of inclusion, or loss of social recognition.
Strengths and weaknesses
Interacting ‘I’ Styles' primary strengths are their enthusiasm, persuasiveness, and friendliness. They are idea
people who have the ability to get others caught up in their dreams. With great persuasion, they influence
others and shape their environments by building alliances to accomplish results. Then they seek nods and
comments of approval and recognition for those results. If compliments don't come, Interacting ‘I’ Styles may
invent their own. "Well, Harry, I just feel like patting myself on the back today for a job well done!" They are
stimulating, talkative, and communicative. This type can be represented by a porpoise--playful, sociable, and
talkative.
Their natural weaknesses are too much involvement, impatience, being alone, and short attention spans. This
causes them to become easily bored. When a little data comes in, Interacting ‘I’ Styles tend to make sweeping
generalizations. They may not check everything out, assuming someone else will do it or procrastinating
because redoing something just isn't exciting enough. When Interacting ‘I’ Styles feel they don't have enough
stimulation and involvement, they get bored and look for something new again. . .and again. . .and again. When
taken to an extreme, their behaviors can be seen as superficial, haphazard, erratic, and overly emotional.
"Let me entertain you!"
If they pursue the entertainment field for careers, Interacting ‘I’ Styles typically allow their natural, animated
emotions to show and flow. They become stimulated by the movement and reactions of the audience, trying to
get the audience to figuratively fall in love with them by acting charming and friendly. They want viewers to feel,
"He (or she) is fabulous!"
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The Steady ‘S’ Style: notice how well-liked I am
Goals and fears
Steady ‘S’ Styles seek your sincere personal attention and acceptance of them. Steadiness and follow-through
actions characterize these people. They prefer a slower and easier pace. They focus on building trust and getting
acquainted because they aim for long-standing personal relationships. Pushy, aggressive behavior secretly
irritates them.
They strive for security. Their goal is to maintain the stability they prefer in a more constant environment. To
Steady ‘S’ Styles, while the unknown may be an intriguing concept, they prefer to stick with what they already
know and have experienced. "Risk" is an ugly word to them. They favor more measured actions, like keeping
things as they have been and are, even if the present situation happens to be unpleasant due to their fear of
change and disorganization. Consequently, any disruption in their routine patterns can cause distress in them. A
general worry is that the unknown may be even more unpleasant than the present. They need to think and plan
for changes. Finding the elements of sameness within those changes can help minimize their stress to cope with
such demands.
Strengths and weaknesses
Steady ‘S’ Styles naturally "wear well" and are an easy type to get along with. They prefer stable relationships
which don't jeopardize anyone, especially themselves. Steady ‘S’ Styles can be represented by the koala with its
accompanying slower, steady pace; relaxed disposition; and appearance of approachability and warmth. Steady
‘S’ Styles have a tendency to plan and follow through. This helps them to routinely plug along. But they have
their own type of unique difficulties with speaking up, seeming to go along with others or conditions, while
inwardly, they may or may not agree. More assertive types might take advantage of this Steady ‘S’ Style
tendency to give in and avoid confrontation. Additionally, Steady ‘S’ Styles' reluctance to express themselves
can result in hurt feelings. But if Steady ‘S’ Styles don't explain their feelings, others may never know. Their lack
of assertiveness can take a toll on this type's health and well-being.
Take it slow
Steady ‘S’ Styles yearn for more tranquility and security in their lives than the other three types. They often act
pleasant and cooperative, but seldom incorporate emotional extremes such as rage and euphoria in their
behavioral repertoire. Unlike Interacting ‘I’ Styles, Steady ‘S’ Styles usually experience less dramatic or
frequently-occurring peaks and valleys to their more moderate emotional state. This reflects their natural need
for composure, stability, and balance.
"Just plain folks"
Steady ‘S’ Styles lend a tone of continuity, coziness, and project a genuine liking and acceptance of others. They
are comfortable people to watch and listen to who emanate that "I'm just a regular person" modesty. They put
on no airs and project contentment with present conditions--just as they are and always have been.
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The Conscientious ‘C’ Style: notice my efficiency
Goals and fears
Conscientious ‘C’ Styles concern themselves more with content than with congratulations. They prefer
involvement with the performance of products and services under specific, and preferably controlled,
conditions so the process and the results can be correct. Since their primary concern is accuracy, human
emotions may take a back seat with them. Their biggest fears of uncontrolled emotions and irrational acts relate
to their fear that these illogical acts may prevent goal achievement. Similarly, they fear emotionality and
irrationality in others. They strive to avoid embarrassment, so they attempt to control both themselves and
their emotions.
Strengths and weaknesses
Conscientious ‘C’ Style strengths include accuracy, dependability, independence, clarification and testing skills,
follow-through, and organization. They often focus on expectations (e.g., policies, practices, and procedures)
and outcomes. They want to know how things work so they can evaluate how correctly they function.
Conscientious ‘C’ Styles can be cagey, resourceful, and careful. Because they need to be right, they prefer
checking processes themselves. This tendency toward perfectionism, taken to an extreme, can result in
"paralysis by over analysis". These overly cautious traits may result in worry that the process isn't progressing
right, which further promotes their tendency to behave in a more critical, detached way.
Complex and serious
They prefer tasks over people, clearly defined priorities, and a known pace which is agreeable to them,
especially where task timelines and deadlines are involved. Other types typically live life through a single
predominant time orientation--past, present, or future. But Conscientious ‘C’ Styles are apt to be concerned
about all three, as one aspect of their complex mental makeup. They tend to see the serious, more complicated
sides of situations as well as the lighter--or even bizarre side--which accounts for their natural mental wit.
Conscientious ‘C’ Styles concentrate on making decisions in both logical and cautious ways to ensure that they
take the best available action.
Think deeply
Due to compliance to their own personal standards, they demand a lot from themselves and others and may
succumb to overly critical tendencies. But Conscientious ‘C’ Styles often keep their criticisms to themselves,
hesitating to tell people what they think is deficient. They typically share information, both positive and
negative, only on a "need to know" basis when they are assured that there will be no negative consequences for
themselves.
When Conscientious ‘C’ Styles quietly hold their ground, they do so as a direct result of their proven knowledge
of facts and details or their evaluation that others will tend to react less assertively. So, they can be assertive
when they perceive they're in control of a relationship or their environment. Having determined the specific
risks, margins of error, and other variables which significantly influence the desired results, they will take action.
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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.
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