DISC

Report for Sample Report Self

CI/CS Style

DISC Self
An Evaluation of Behavioral Styles

Report For: Sample Report

Style: CI/CS

Date: 3/17/2025

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Table of Contents

Introduction to DISC ...............................................................................................................................3

Part I: Understanding DISC ...................................................................................................................4

Behavioral Styles......................................................................................................................................................................................................4

Pace and Priority of Each Style.......................................................................................................................................................................5

A Deeper Look at the Four DISC Styles ......................................................................................................................................................6

Communicating with the DISC Styles........................................................................................................................................................7

Part II: Understanding Yourself............................................................................................................9

General Characteristics......................................................................................................................................................................................9

Style Overview ..........................................................................................................................................................................................................10

Word Sketch – Adapted Style .........................................................................................................................................................................11

Word Sketch – Natural Style ...........................................................................................................................................................................12

DISC Graphs for Sample Report ...................................................................................................................................................................13

Behavioral Pattern View ....................................................................................................................................................................................14

Communication Tips for Others ..................................................................................................................................................................15

Your Motivators: Wants and Needs ...........................................................................................................................................................16

What you Bring to the Organization ..........................................................................................................................................................17

The C Style ..................................................................................................................................................................................................................18

Potential Areas for Improvement................................................................................................................................................................19

12 Behavioral Tendencies ................................................................................................................................................................................20

12 Behavioral Tendencies – Details & Graphs ....................................................................................................................................21

Summary of Sample Report’s Style..........................................................................................................................................................25

Part III: Understanding Others and Adaptability............................................................................26

Adaptability ..............................................................................................................................................................................................................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

So Now What?..........................................................................................................................................................................................................39

How to Assure Assessment Accuracy? .................................................................................................................................................40

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Introduction to DISC

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:

D Dominance I Influence S Steadiness C Conscientiousness

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

• 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 we can easily see and hear these behaviors, we can quickly and accurately
“read” other people and use our knowledge to enhance communication and grow our relationships.

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 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 Conscientiousness. There is no “best” style.
Each style has its unique strengths and opportunities for continuing improvement and growth.

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

Behavior Descriptors of Each

D I S C
D D D D
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

Directness and Openness Pace and Priority

of Each Style of Each Style

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

D D
I Tends to be direct and open I Fast-paced and people-oriented
D D
S Tends to be indirect and open S Slow-paced and people-oriented
D D
C Tends to be indirect and guarded C Slow-paced and task-oriented
D D

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Pace and Priority of Each Style

C D
SLOWER-PACED FASTER-PACED
TASK-ORIENTED TASK-ORIENTED

INDIRECT DIRECT
AND AND
GUARDED GUARDED
BEHAVIORS BEHAVIORS

INDIRECT DIRECT
AND AND
OPEN OPEN
BEHAVIORS BEHAVIORS

SLOWER-PACED
PEOPLE-ORIENTED S I FASTER-PACED
PEOPLE-ORIENTED

PACE AND PRIORITY represent two of the main sources of tension between the styles.

• D & C and I & S have different PACES:

o D & I are faster-paced

o S & C are slower-paced.

• D & I and S & C have different PRIORITIES:

o D & C are task oriented

o I & S are people oriented.

• D & S and C & I have BOTH PACE AND PRIORITY DIFFERENCES.

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A Deeper Look at the Four DISC Styles

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.

D I S C
Tends to Act
Assertive Persuasive Supportive Analytical

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- Speaking without Procrastination in Overanalyzing

Overextended goals over people thinking addressing change everything

Too direct and Too disorganized Too indecisive and Too detailed and
Personal Limitation
intense and 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 Worrying less about
Needs to Work on emotions, Follow
Patience when 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

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Communicating with the DISC Styles

Communicating with the D style

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
Agree on goal and boundaries, the support or get out of their
Strive for results
way
Like personal choices Allow them to “do their thing,” within limits
z
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
Let them take the lead, when appropriate, but give them
Need to be in charge
parameters
If necessary, argue with conviction on points of disagreement,
Tendency towards conflict
backed up with facts; don’t argue on a “personality” basis

Communicating with the I style

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
z
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

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Communicating with the S style

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
Provide outline and/or one-two-three instructions as you
Need to know step-by-step sequence
personally “walk them through”
Want others to notice their patient perseverance Compliment them for their steady follow-through
Avoid risks and changes Give them personal assurances
Act non-aggressively, focus on common interest or
Dislike conflict
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
Acknowledge their easygoing manner and helpful efforts,
Want sincere feedback that they’re appreciated
when appropriate

Communicating with the C style

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
Allow them to think, inquire and check before they make
Utilize caution
decisions
When delegating, let them check procedures, and other
Prefer to do things themselves
progress and performance before they make decisions
Compliment them on their thoroughness and correctness
Want others to notice their accuracy
when appropriate
Let them assess and be involved in the process when
Gravitate toward quality control
possible
Tactfully ask for clarification and assistance you may
Avoid conflict
need
Allow them time to find the best or “correct” answer,
Need to be right
within available limits
Like to contemplate Tell them “why” and “how

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Part II: Understanding Yourself

General Characteristics
The narration below serves as a general overview of your behavioral tendencies. It sets the stage for the report which
follows, and provides a framework for understanding and reflecting on your results. We've occasionally provided some
coaching ideas so that you can leverage your strengths whenever possible to maximize your personal success.

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 performance measure that is specific and unambiguous.

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.

You take calculated, educated risks only after a thoughtful analysis of the facts and data, and after you have
examined all options and potential outcomes. This is a strength. However, when the team has a deadline, you could be
perceived as a bottleneck to the process. Not maliciously, but because you want to analyze the facts and data and
determine all possible outcomes as a result of a decision. Be aware of this, and be prepared to abbreviate the analysis
a bit when the clock is ticking.

Your response pattern on the instrument indicates that you appreciate the security of efficient systems and
procedures, and strive to maintain or improve them to the highest possible standards. This also might mean that you
spend more time thinking about various processes and procedures than others on the team, and as a result, may act
as an oracle for those who are uncertain. They ask you because they know you'll have the correct answer, but you may
wonder why they didn't learn the correct procedure in the first place.

Your response pattern on the instrument indicates that you persuade others by careful attention to detail, and through
facts, data, and logic, rather than emotion. People can depend on you to present a case that is logical and
supportable. This is the primary strength that you bring to a team or organization when at the decision-making table.

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 tend to make decisions slowly and carefully, only after consideration of all variables and input from others. Of the
many patterns of behavioral styles, your scores put you among a minority of the population (a positive minority) who
show the trait of careful and deliberate decision making when it comes to important decisions. We specify "important,"
because you may make routine decisions rather rapidly.

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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: Formalist

Formalists bring a remarkable sense of attention to detail, precision, and maintaining stability within their
empowerment boundaries. Given clear expectations, a timeline, and quality resources, Formalists will deliver
quality results. They are cautious risk-takers and will move forward only when facts, details, and logic point the
way. While they may not be outwardly verbal, they provide deep critical thinking behind their decisions. They
should be encouraged to contribute their ideas and analysis to others more openly.

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

• Personal direction: Focus on reaching goals in a steady, reliable way

• Strengths offered: Will embrace and support high-quality results, including the important details, to
reach goals

• General characteristics: Driven by high degree of detail awareness and follow-through on tasks and
projects

• Contributions to others: Thorough, detailed, and accurate input to others' efforts and goals

• Getting along with others: Focuses on stability and accuracy of tasks completed

• When stressed: May engage in overly-cautious maneuvering and revert to too many negotiations

• Keep in mind: May rely too much on old ways of doing things and be hesitant to accept new methods

• Additional notes: High degree of accuracy and follow-through, but may bog down in details as a safety
blanket

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Word Sketch – Adapted Style

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 ADAPTED 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 Dominance of Problems, Influence of People,
Steadiness of Pace, or Conscientiousness 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.

D I S C
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

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Word Sketch – Natural Style

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 NATURAL 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 Dominance of Problems, Influence of People,
Steadiness of Pace, or Conscientiousness 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.

D I S C
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

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DISC Graphs for Sample Report

Your Adapted Style indicates you tend to use the behavioral traits of the CI style(s) in the focus area you had in
mind when completing the assessment. Your Natural Style indicates that you naturally tend to use the
behavioral traits of the CS 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 current environment, situation, or relationship. This graph may change when
you change roles or circumstances. 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” and your “knee jerk,”
instinctive behaviors. This is how you act when you feel comfortable in your home environment and are not
attempting to impress. It is also what shows up in stressful situations. This graph tends to be fairly consistent,
even in different environments.

Adapted Style Natural Style

Pattern: CI Pattern: CS

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.

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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 (D, I, S, or C) of your style will dominate the other three. As you move towards the center of the BPV,
two and eventually three traits combine to moderate the intensity of your style descriptors within a specific
behavioral zone. +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

Dominance: How you deal with Problems and Challenges
Influence: How you deal with People and Contacts
Steadiness: How you deal with Pace and Consistency
Conscientiousness: How you deal with Procedure and Constraints

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

Balances & Values Data & Very Outgoing &

Diplomacy, Mindful of the Persuasive, Very People
“Rules,” Will be Goal Oriented, Quite
Focused, Dislikes Optimistic Outlook,
Confusion and Ambiguity Strong Communication
Skills, Likes to have
Variety in their day

Very Patient & Favors Both Assertive and

Stability and Structure, Persuasive, Likely to
Not a Risk Taker, Likes to Embrace New Concepts,
Operate at a Steady, Even Often a Mover and a
Pace Shaker, Can be very
Outgoing with High
Energy and Engaging
Effort
= Natural Supportive & Persuasive,
Good Team Player,
= Adapted Creates Good Will &
Provides Good Customer Service

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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.

Check the two most important ideas when others communicate with you (dos & don’ts) and transfer them to
the Summary of Your Style page.

When Communicating with Sample, DO:

• Be candid, open, and patient.
• Be certain that individual responsibilities are clear, and that there are no ambiguities.
• Approach issues in a logical, straightforward, and factual way.
• Present your ideas and opinions in a non-threatening way.
• Be sensitive to possible areas of disagreement as Sample may not be verbal about them.
• List pros and cons to suggestions you make.
• Make an organized appeal for Sample's support and contributions.

When Communicating with Sample, DON’T:

• Make decisions for Sample.
• Offer assurances and guarantees that you can't fulfill.
• Leave things up in the air, or decide by chance.
• Offer promises that you can't keep.
• Be rude, abrupt, or too fast-paced in your delivery.
• Leave an idea or plan without backup support.
• Be vague about what's expected of the group.

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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.

Choose the two most important wants and the two most important needs and transfer them to the Summary of
Your Style page.

You Tend to Be Motivated By:

• Having sufficient time to adjust to change, so as not to disrupt systems or processes.
• Appreciation for the competence and work ethic demonstrated over the long haul.
• A link to some of the traditions that have built success in the past.
• The knowledge that the products and services offered are of the highest quality.
• Complete explanations of systems and processes that impact the work environment.
• Work projects of a highly specialized nature that support your natural curiosity and detail orientation, as
well as allow you to demonstrate your skill and competence.
• The assurance that changes are made thoughtfully, carefully, and only when proven to be necessary.

People With Patterns Like You Tend to Need:

• Increased urgency in making decisions. To be able to shut the data gate and make a decision based on
the information currently available.
• Sufficient time for effective planning, especially prior to change.
• Options for increasing the efficiency of certain methods or procedures.
• Job descriptions which are presented clearly (preferably in writing), with no ambiguities.
• Increased authority to delegate routine tasks and procedures to a reliable and trustworthy support staff,
especially when the work culture is under pressure.
• A method to be introduced to new groups of people or business associations.
• Reassurance for taking appropriate and calculated risks.

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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. 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.

Your Strengths:
• You demonstrate a high degree of technical specialty and skill in your area of expertise.
• You are especially careful that there are no loose ends on a project that may have been overlooked by
others.
• You take your responsibilities seriously and exercise your authority in a sincere and conscientious manner.
• You provide an objective, reality-focused view of systems, procedures, and organizational operations.
• You maintain a high degree of accuracy while keeping an eye toward project deadlines.
• You are a strong guardian of quality-control standards and procedures.
• You have an excellent, considerate, analytical listening style.

Your Work Style Tendencies:

• You will take calculated, educated risks only after a thoughtful analysis of the facts and data, and after you
have examined all options and potential outcomes.
• You demonstrate a strong need for perfection and detail orientation.
• You appreciate an occasional word of reassurance from your supervisor or board, as long as it is sincere
input.
• On work-related projects, you tend to be restrained and reticent with your emotions. You may not be openly
verbal at a team or organizational meeting unless asked for input, or if the topic is of high personal
importance.
• You give careful consideration to all variables and input on a project. This process may take a bit more time,
but it will yield a quality outcome.
• Naturally time-sensitive, you keep a careful eye on the organizational clock and maintain a keen awareness
of timelines.
• You need to feel well-informed regarding specific details related to your area of authority and responsibility.

You Tend to Be Most Effective In Environments That Provide:

• Clear lines of authority and areas of responsibility, with minimal ambiguities.
• Activities that can be monitored from beginning to end.
• Support for your critical thinking skills, and encouragement to make decisions based on logic over emotion.
• A workplace relatively free of interpersonal conflict and hostility.
• Highly specialized assignments and technical areas of responsibility.
• Identification with the team or greater organization.
• Freedom from intensely pressured decisions.

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The C Style

Under Stress - Perceptions, Behavior and Needs for the C

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:

• Does it right the first time and • Too suspicious of others
always • Takes on too much, doesn’t share the work
• Very high quality control • Not open to new ideas
• Does the necessary homework • Inflexible
• High detail orientation

Under Stress You Need:

• Guarantees that you are right
• A slow pace for "processing" information
• Understanding of principles and details

Your Typical Behaviors in Conflict:

• You often resort to various indirect techniques to manipulate the environment to make it more favorable to
your position. You may resort to little known rules and procedures, the literal meaning of regulations, the
use of committees, and other indirect approaches.
• Your tendency to be something of a loner may make it more difficult for other people to trust you, although
your demonstrated reliability tends to offset this.
• You tend to hold conflicts or conflicting views in your mind, looking for proof that you are right or a new
valid way of looking at things that accommodates both points of view.

Strategies to Reduce Conflict and Increase Harmony:

• Recognize that others may be more comfortable dealing with conflict, anger, and aggression. Expressions
of anger or somewhat aggressive behavior by others are not necessarily personal attacks on you.
• Include all the people involved with a project in your decision-making process. Ask for their suggestions as
well as their data.
• Be sure to share the reasoning behind your decisions. Failure to do so makes them seem arbitrary.

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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, 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.

Check the two most important areas you are committed to improve upon and transfer them to the Summary of
Your Style page.

Potential Areas for Improvement:

• You may be perceived as slow in making decisions and tentative when it comes to making changes.
• You may be too tightly bound to established procedures and tradition, even as more efficient and
effective methods become available.
• You could demonstrate a bit more spontaneity and take yourself a bit less seriously.
• You could demonstrate more flexibility regarding new ideas and innovations.
• You may be perceived by others as private, guarded, shy, and undemonstrative.
• You could broaden your perspective by interacting with a wider variety of people.
• You may be overly dependent on a few people who share a similar focus, leading to the exclusion of
others on the team who could provide valuable input.

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12 Behavioral Tendencies
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. On this
page you’ll see all 12 Behavioral Tendencies in Summary, and the following pages deliver more detail about
each of these measurements.

Behaviors Natural Adapted

Prioritizing
How this individual determines the order for dealing with Rules (C) Rules (C)
items or tasks based on established rules and structure.

Reasoning
How this individual uses evidence to think through and Evidence-based (C) Situational
solve problems.

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

Careful Decision Making

Cautious (S) Impulsive (I)
How this individual approaches decisions and actions.

Accuracy
Situational Precision (C)
How this individual focuses on correctness and exactness.

Self-Reliance
Situational Collaborative (I)
How this individual works within a team.

Building Rapport
Situational Relationships-Focused (I)
How this individual focuses when interacting with others.

Work Process Alignment

How this individual focuses on process to follow through Situational Accuracy (C)
on work.

Personal Drive
Others-driven (S) Situational
How this individual's own goals move things forward.

Customer & Team Interaction

How this individual engages with customers and Supporting (S) Engaging (I)
stakeholders, internal and external.

Providing Instruction
Reserved & Detailed (C) Reserved & Detailed (C)
How this individual dictates directions and expectations.

Expressing Openness
How this individual is most comfortable expressing Structural (C) Situational
themselves.

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12 Behavioral Tendencies – Details & Graphs

For each of the 12, you will see a graph and personalized statement for your Natural and Adapted style.
These scores and statements reveal which of your style combinations are most observable and describe how
you express that tendency based on your D, I, S, and C blend.

Interpretation Notes:
1. Frequency Observed: The behavioral tendencies are presented in the order from Most Frequently
Observed to Least Frequently Observed.
a. HI – Clearly observed in most situations, seen more often
b. HM – Frequently observed in many situations
c. MOD – May or may not be observed depending on the situation
d. LM – Sometimes observed in some situations
e. LOW – Absence of the behavior in most situations
2. Direction of your score – As the graph moves to the right or left, it shows 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 grey box represents the general population in this behavioral
tendency. Approximately 68% of people score in this range.

Prioritizing
Rules (C)
Natural (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. Results (D)
Adapted (HM): Consistent with natural style

Reasoning

Natural (HM): You often rely on data and evidence to ensure decisions
reflect the right thing to do, and will seek verification to make complete and
accurate judgments. You are likely think through things with careful and Evidence-based (C)
thoughtful consideration, often weighing risks and examining the proof and
data to make decisions. Remember, the brain and the heart together make
a great team.

Adapted (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 Intuition-based (I)
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.

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Change Resistance
Natural (HM): You are somewhat change oriented as long as you can
prepare for it and understand the expectations associated as well as the
Reluctant to Change (S)
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

Adapted (MOD): You can be slow to accept or embrace change or more

committed to your own thoughts and ideas during times of change,
Drives Change (D)
depending on the level of risk and expected outcome. There may be times
when you actively accept and engage in change and other times you feel
like more information and planning would be beneficial. You are likely to be
on board, as long as things make sense.

Careful Decision Making

Natural (HM): You often carefully and cautiously consider the risks and
Cautious (S)
benefits, while weighing the pros and cons to prepare for the outcome. You
are likely to approach decisions with thoughtfulness before moving forward.
There are times when it can be appropriate to do what feels right. Don't let
logic be the only ruler.

Adapted (LM): You are somewhat impulsive based on feelings rather than
taking the time to consider the risks and consequences. You are likely to
Impulsive (I)
make decisions spontaneously and emotionally, trusting your gut and going
with what feels right. Sometimes it is important to see if it makes sense too,
not just feels good.

Accuracy

Natural (MOD): Your plans are a combination of careful deliberations to

Precision (C)
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.

Adapted (HM): You frequently focus on carefully and deliberately ensuring

high-quality outcomes with great importance on accuracy, structure, order
Predictability (S)
and precision in all you do. You are likely to focus on being and doing things
right. While doing it the right way can impact success dramatically, it is also
helpful to have dependability and uniformity in planning processes.

Self-Reliance

Natural (MOD): You balance results and interaction, getting things done
Directive (D)
efficiently, but also involving others to get this accomplished as effectively
as possible. You are likely to be productive and efficient whether working
independently or in collaboration with others, depending on the
circumstances and variables of the work.

Adapted (LM): You are quite attentive to involving others, preferring to

reach results together, which may impact efficiency. You will likely do your
Collaborative (I)
best work in collaboration with others. Be aware that too much interaction
may cause some delays in productivity or efficiency.

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Building Rapport
Relationships-Focused (I)
Natural (MOD): Your interactions are driven by both a desire to connect with
others socially, and to get the work done and reach results. If you can do
both at once, that's great!

Adapted (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 Results-Focused (D)
be done.

Work Process Alignment

Natural (MOD): Your process and follow through is balanced between

keeping things methodical and steady and upholding quality standards to Consistency (S)
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.

Adapted (LM): Your process and follow through is often driven by upholding
quality standards to be sure what you are doing is accurate and precise. Accuracy (C)
You are likely to process information and follow through with exactness and
precision as a focus. There are times when consistency is as important as
accuracy. Don't forget to balance them.

Personal Drive

Natural (LM): Your determination is somewhat steady, supportive and less

Self-Driven (D)
urgent, considering relationship consequences before acting. You will likely
be 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.

Adapted (MOD): Your determination is balanced between a self-driven and

others-driven approach, focusing on actions to achieve results with
awareness of risks and consequences of actions. You are likely driven by Others-driven (S)
both a desire to meet your own needs and motivations, and support and
help others in the process.

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Customer & Team Interaction

Natural (LM): You are likely to focus on providing support and a calming
presence to others, often caring for their needs in a way that builds trust Engaging (I)
and confidence in your service. You are more likely to do whatever you
can to make sure others are taken care of and get what they require. It
is important to also be attentive to the needs of the business too.

Adapted (HM): You are somewhat engaging, charming, persuasive, and

influential, often connecting with others in a way that builds trust and
confidence. You are more likely to focus on engaging with the others to Supporting (S)
create a relationship, interacting with them to build a friendship to
ensure they will come back to work with you directly. Sometimes
business should be just business.

Providing Instruction Directive & Compulsive (D)

Natural (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.
Reserved & Detailed (C)
Adapted (LM): Consistent with natural style

Expressing Openness

Natural (LM): You are somewhat comfortable when focused on the

structure, detail and accuracy preferring some time for planning and
consideration of consequences before acting. You are likely to be more Social (I)
confident with data, information and procedures that ensure accuracy
and precision. Remember, there are times when creating connection
with others can boost you up as well.

Adapted (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 Structural (C)
struggle with maintaining a consistent pace or focus. You can be
confident with both social interactions and information to support your
perspective.

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Summary of Sample Report’s Style

Communication is a two-way process. Encourage others to complete their own DISC 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 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 some time, feel very difficult,
or seem especially foreign in certain situations. Give it time, practice, patience and diligence and you will see
relationship benefits.

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).

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

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

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

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

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

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Communicating with Each Style

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

D D D D
• Show them how to win • Show them that you • Show how your idea • Approach indirectly,
• Display reasoning admire and like them minimizes risk non-threatening
• Provide concise data • Be optimistic • Demonstrate interest in • Show your reasoning,
• Agree on goals and • Support their feelings them logic, give data in
boundaries and ideas • Compliment them on writing
• Vary routine • Avoid involved details follow through • Allow them to think,
• Compliment them on • Focus on the big • Give personal inquire, and check
what they have done picture assurances before they make
• Provide opportunities • Interact and • Provide a relaxing, decisions
for them to lead, participate with them friendly, stable • Tell them “why” and
impact results - do it together atmosphere “how”
• Provide • Act non-aggressively, • Provide opportunities
acknowledgements, focus on common for precision, accuracy,
accolades, and interests and planning for
compliments • Provide opportunities quality results
for 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, • Make decisions at a • Make decisions • Do not interrupt
confident voice faster pace more slowly • Seek and
• Use direct • Be upbeat, positive, • Avoid arguments acknowledge their
statements rather warm and conflict opinions
than roundabout • Initiate • Share decision- • Refrain from
criticizing,
questions conversations making
challenging, or
• Face conflict openly, • Give • Be pleasant and
acting pushy –
challenge and recommendations steady
especially
disagree when • Don’t clash with the • Respond sensitively
personally
appropriate person, but face and 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, • Take time to develop • Maintain logical,
address bottom line show more the relationship factual orientation
• Keep to the agenda emotion • Communicate more, • Acknowledge their
• Don’t waste time • Respond to loosen up, and stand thinking
• Use businesslike expression of their closer • Downplay
language feelings • Use friendly enthusiasm and
• Convey acceptance • Pay personal language body movement
• Listen to their compliments • Show interest in • Respond formally
suggestions • Be willing to digress them and politely
from the agenda • Offer private
acknowledgements

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

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Adapting in Different Situations

Adapting at Work

D DOMINANCE 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

I INFLUENCE 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

S 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

C CONSCIENTIOUSNESS 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 Sales and Service

D DOMINANCE 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

I INFLUENCE 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

S 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

C CONSCIENTIOUSNESS 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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Adapting in Social Settings

D DOMINANCE 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

I INFLUENCE 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

S STEADINESS 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

C CONSCIENTIOUSNESS 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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Adapting in Learning Environments

D DOMINANCE 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

I INFLUENCE 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

S STEADINESS 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

C CONSCIENTIOUSNESS 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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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:
a. Are they DIRECT or INDIRECT in their communication?
b. 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.

RELATIONSHIP
Name: John Doe
My Style:_____________________________________ Style: High I
Pace: Faster-paced
My Pace:_____________________________________
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?

D I S C
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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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 DISC 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 DISC Assessment (THE
GROUP) shall not be liable for, (i) your use and application of The DISC Assessment, (ii) the adequacy, accuracy,
interpretation or usefulness of The DISC Assessment, and (iii) the results or information developed from your use or
application of The DISC 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 DISC Assessment, or the use, application, adequacy, accuracy, interpretation, usefulness,
or management of The DISC Assessment, or the results or information developed from any use or application of The
DISC 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.

ASI Validation

Why is Independently Tested Accuracy of this Assessment Important?

A recent review found that the majority of assessments available today lack reporting to verify 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.

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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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