Strategic Communication:
DiSC
A Tool to Improve
Our Interactions with Others
Frank J. Ciccia
Chief Learning Officer
Strategic Communication (DiSC)
Objectives
Enhance self-discovery
Understand & appreciate others
Understand different work styles & needs
Identify friction points & ways to minimize them
Learn simple techniques to improve communication
across the styles
Learn to practice ‘The Platinum Rule’
Performance Consulting
The Platinum Rule
“Treat others the way they want to be treated.”
Just like the law of gravity, ‘The Platinum Rule’ is in effect
everywhere--during every one of your interactions with...
•Colleagues (Boss, Colleagues, Team
Members)
•Patients & Families
•Family Members & Friends
Relations are strengthened when you
practice ‘The Platinum Rule’.
Performance Consulting
Behavioral Styles
Dominance
influence
Control
Persuade
•Sense of
urgency
•New/variety
•Enthusiasm
•Fun
•Flexible
Asks ?’s
Support
•Decisive
•Focused
•Certainty
•Accuracy
•Implement
•Stability
•Rules
•Values
cooperation
Cautiousness
Steadiness
1
D
I
S
C
D
i
S
C
‘DiSC Behavioral Families’
‘D’ (Dominance) Drive
Developer (D)
Creative (D & C)
Result Oriented (D / i)
Inspirational (D & i)
People with this preference are goal-oriented
focused, get things done! They expect results.
‘C’ (Cautiousness) Drive
Objective Thinker (C)
Perfectionist (C & S)
Practitioner (C / S / I)
People with this preference value accuracy,
thoroughness, and planning. They are meticulous.
They expect quality.
‘i’ (Influencing) Drive
Promoter
(i)
Persuader (i / D)
Counselor ( i / S)
Appraiser (i / C)
People with this preference are persuasive,
enthusiastic, and generate ideas. They value
progress, and expect flexibility.
‘S’ (Steadiness) Drive
Specialist (S)
Agent (S / i)
Achiever
(S & D)
Investigator (S & C)
People with this preference are supportive, patient,
loyal. They value consistency and expect
cooperation.
Everyone has some of the four quadrants, but most people have a clear preference
for a primary and a secondary quadrant. There is no ‘best’ profile…all the styles
can be successful. Research evidence supports the conclusion that the most
effective people are those who know themselves, recognize what’s needed and
adapt to the situation.
12
•“Big Picture
•Goals/Outcomes
•Asks who & what Q’s
•Future
Dominance
TASK Oriented
• Formal/Individual
Contributors
• Feedback – Self
• Want to know:
“What can you do
… ‘competence’”
BUILDERS
Control
•Strong Personality – verbal
•Risk/Change
•Think Non-Linear
•Fast Pace/Multi-Task
influence
Persuade
•Decisive
•New/variety
•Focused
•Enthusiasm
•Sense of
urgency
•Fun
•Flexible
• Informal/collaborators
Support
• Want to know:
“Who are you as a
person… ‘character’”
Asks ?’s
• Certainty
• Accuracy
Cautiousness
• Rules
•Implement
•Stability
•Values
cooperation
RELATIONSHIP
Oriented
• Feedback – Others
Steadiness
• Details/Planning
• Easy Going/Reserved
• Process Oriented
CARETAKERS
• Asks How & Why Q’s
• Present/Past
• Listen/Watch
• Security/Stability
• Think Linear
• Moderate Pace/ Single Task
Behavioral Styles
What do we appreciate about D’s?
What do we appreciate about i’s?
RESULTS
What do we appreciate about C’s?
What do we appreciate about S’s?
8
Behavioral Styles
What do we appreciate about D’s?
RESULTS
What do we appreciate about C’s?
What do we appreciate about i’s?
PROGRESS
What do we appreciate about S’s?
8
Behavioral Styles
What do we appreciate about D’s?
RESULTS
What do we appreciate about C’s?
What do we appreciate about i’s?
PROGRESS
What do we appreciate about S’s?
TEAMWORK
8
Behavioral Styles
What do we appreciate about D’s?
RESULTS
What do we appreciate about C’s?
QUALITY
What do we appreciate about i’s?
PROGRESS
What do we appreciate about S’s?
TEAMWORK
8
Behavioral Styles
Dominant
Controller
influencing
Promoter
Steadfast
Supporter
Cautious
Analytical
Fears
Wants to
Know
Wants to
Feel
Bottom-Line
Results
In Control
Being Taken
Advantage of
Their Efforts Will
Be Recognized
Excited
Loss of Social
Recognition
Impact on People
Included
Confrontation
Change
Facts
Data
Certain
Irrational Acts
Antagonism
9
Behavioral Styles
Dominant
influencing Promoter
Characteristics
Potential Liabilities
Take Charge
Decisive
Results Focused
Determined
Impatient
Inflexible
Insensitive
Autocratic
Characteristics
Potential Liabilities
Stimulating
Inspirational
Idea Generator
Energetic
Impulsive
Poor Follow Through
Too Much At Once
Poor Planning
Steadfast Supporter
Cautious Analytical
Characteristics
Potential Liabilities
Thorough
Organized
Rational
Good Planner
Indecisive
Detailed
Risk Taker
Serious
Too
Not A
Overly
Characteristics
Potential Liabilities
Team Player
Consensus
Too Agreeable
Avoids
Builder Team Builder Conflict
Not
Relationship-Oriented Confronting Enough Not
Demanding Enough
Easy Going
“The seeds of our destruction are sown in our strengths.”
…..Aristotle
10
Informal
Formal
Dominant Controller
Behavioral Styles
D
Factors
Dominant
Controller
i
influencing
Promoter
S
C
Steadfast
Supporter
Cautious
Analytical
They like their own
way; decisive, strong
points of view
They get excited
They like positive
attention, to be helpful
and to be regarded
warmly
They seek a lot of data,
ask many questions,
behave methodically and
systematically.
Tends to ask
What? (The results
oriented question)
Who? (The personal
question)
Why? (The personal
non-goal question)
How? (The technical
analytical question.
What they dislike
Someone wasting
their time, trying to
decide for them.
Boring explanations,
wasting time with too
many facts
Rejection,treated
impersonally,
uncaring and
unfeeling attitudes.
Making an error, being
unprepared,
spontaneity.
Taking charge, taking
more control.
“Selling” their
ideas or becoming
argumentative.
Becoming silent,
withdraws,
introspective.
Seeking more data
and information.
Let them be in charge.
Get excited with them.
Show emotion.
Be supportive; show
you care.
Provide lots of data
and information.
Results, goal-oriented
Applause, feedback,
recognition
Friends. Close
relationships.
Activity and busyness
that’s leads to results
Get into a competitive
situation. Likes to win.
Get ahead quickly.
Likes challenges.
Relax, feel, care,
know you care.
Make decisions at own
pace, not cornered and
pressured.
A structure of goals
and methods for
achieving each goal.
Interpersonal
communication skills.
Face. They hate to make
an error, be wrong or
caught without enough
information.
How to recognize
Reacts to pressure
& tension by
Best way to
deal with
Likes to be
measured by
Must be
allowed to
Will improve with
A position that
requires cooperation
with others.
Likes to save
Time. They like to be
efficient, get things
done now!
Effort. They rely
heavily on hunches.
Intuition, feelings.
Relationships.
Friendship means a
lot to them.
Allow them freedom to
do things their own
way.
Inspire them to bigger
and better
accomplishments.
Care and, provide detail, Structure a framework
specific plans, activities or “track” to follow.
to be accomplished
An effective
leader will
Recognition and some
structure within which
to reach to goals.
11
‘DiSC Behavioral Families’
‘D’ (Dominance) Drive
Developer (D)
Creative (D & C)
Result Oriented (D / i)
Inspirational (D & i)
People with this preference are goal-oriented
focused, get things done! They expect results.
‘C’ (Cautiousness) Drive
Objective Thinker (C)
Perfectionist (C & S)
Practitioner (C / S / I)
People with this preference value accuracy,
thoroughness, and planning. They are meticulous.
They expect quality.
‘i’ (Influencing) Drive
Promoter
(i)
Persuader (i / D)
Counselor ( i / S)
Appraiser (i / C)
People with this preference are persuasive,
enthusiastic, and generate ideas. They value
progress, and expect flexibility.
‘S’ (Steadiness) Drive
Specialist (S)
Agent (S / i)
Achiever
(S & D)
Investigator (S & C)
People with this preference are supportive, patient,
loyal. They value consistency and expect
cooperation.
Everyone has some of the four quadrants, but most people have a clear preference
for a primary and a secondary quadrant. There is no ‘best’ profile…all the styles
can be successful. Research evidence supports the conclusion that the most
effective people are those who know themselves, recognize what’s needed and
adapt to the situation.
12