DISC Assessments
WHAT YOU SHOULD KNOW
&
HOW YOU CAN USE IT
Presented by:
Leslie C. Egiziano
Introduction & Agenda
 Facilitator Introduction
 What’s in it for you?
 DISC overview
 DISC Profiles
 Dominant
 Influencing
 Stable
 Compliant
 Does your profile fit you?
 Questions and follow up – How can you use this
information in your professional life?
What exactly is DISC?
 It’s a way of describing the patterns in a person’s
behavior, and using that knowledge to predict how
they are likely to act in the future.
 DISC is the universal language of observable human
behavior or the language of “how we act.”
 DISC measures behavior and emotions.
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Not a measure of intelligence
Not an indicator of values
Not a measurement of skills and experience
Not a measurement of education and training
What else is DISC?
 It isn’t a ‘personality test’ as such, and it doesn’t
attempt to build a complete picture of a person’s
psychology.
 It concentrates on describing how different
individuals behave in a work setting.
 This simpler, but more concrete, approach means
that a DISC assessment is easy to create, and
straightforward to understand, while still providing
powerful insights.
History & Origins of DISC
 Hippocrates taught that the ways in which a person behaved were
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directly related to the balance of four ‘humors' – like blood or phlegm –
within their bodies.
It was the Greeks who first attempted to describe human behavior in
any kind of scientific way.
Each of these humors was connected with one of the four Greek
elements – air for blood, for instance, or water for phlegm.
4 styles described as early as 400 BC by Hippocrates
Key research at Harvard by Marsten in the 20’s and 30’s
DISC assessment developed in the 50’s by Walter Clark
Theory
The success of
Marston’s model lies
in the nature of the
axes he selected, and
how they combine
together. In a modern
system, these axes are
typically referred to
as Assertiveness and
Openness.
Assertiveness Axis
The assertiveness axis deals
with how ready a person is to take direct action
 At one end, we have people who
 At the other end of this axis, we
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tend to act
Assertive people are pro-active and
direct.
They lead rather than follow
They will often take risks
Like to take immediate action
whenever they can
Often independent and
commanding
They will issue instructions rather
than ask for cooperation and are
often change agents
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have people who tend to react
Low Assertiveness people are
reactive, patient, and cautious
They would rather follow than lead
They prefer to avoid taking risks,
and will rarely take decisive action,
unless the pressure to do so is
unavoidable.
They dislike change or surprise,
and will seek calm, predictable
situations
Openness Axis
The Openness axis describes how
ready a person is to communicate with others
 Open people tend to behave more
 Controlled people tend to work
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socially
People who fall on the high end of
the Openness access are referred to
as Open
Extremely Open people are friendly,
trusting and ingenuous.
They express themselves easily, and
value strong relationships with other
people.
Open individuals tend to work on an
emotional level, revealing their
feelings to others
Are often ready to sympathize with
those around them.
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individually
People who fall at the low end of the
Openness axis are referred to as
Controlled.
Controlled individuals are practical
and somewhat skeptical in style.
Value hard facts and rational
argument above emotional
considerations,
Prefer to follow their own ideas,
rather than rely on other people.
A defining characteristic of this type
of person is that they will rarely
volunteer information about
themselves to other people.
What does
D
 How you approach problems
I
 How you approach other people
S
 How you approach pace
C
 How you approach procedures
Measure?
The four quadrants of the biaxial
model each relate to a particular
type of behavior
D
 Dominance
I
 Influence
S
 Stable
C
 Compliance
D is for Dominance
Facts
 Dominant Emotion
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Anger
 Desire
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Control
 Fear
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Being Taken Advantage Of
 Stress Relief
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Physical Activity
Dominance
 Measure high on the Assertive scale, and low on the
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Openness scale
They are Active
Impatient to see results, and this sense of urgency makes
them Direct and Efficient
Self-motivated, and prefer to work Independently
Because of their direct independence, others can often see
them as Demanding in nature
Sense of self-reliance makes them Competitive and often
Ambitious
Dominance Hi & Low Range
High D Key Points
 Task Oriented
 Fast Paced
 Ambitious
 Forceful
 Decisive
 Direct
 Independent
 Challenging
 Competitive
Low D Key Points
 People Oriented
 Slow Paced
 Slow to anger
 Mild
 Modest
 Agreeable
 Peaceful
Identifying & Loving Dominant Personalities
How to ID a High D
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Energy
Talks and walks with a purpose
Fashion – functional
Expression – focused, scowl
Gestures - hands on hips, pointing
Impatient, unsympathetic
Short fuse
Famous Examples: Hillary Clinton,
Michael Jordan, Barbara Walters
How to Love a High D
 Put them in charge and give them a
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challenge
Enjoy their leadership
Give them choices and options
Give them credit and appreciation
Let them work quickly and
efficiently
Turn to them in a crisis
Trust their instincts - usually right
Encourage them to rest and be
healthy
If you disagree, take issue with facts
Be direct and to the point
Be persistent in friendship
Motivation & Organizational Value
What Motivates
Value to Organization
 Power - authority
 Accomplishments - tangible,
 Drive to accomplish results in
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measurable, achievable results
Money and material things
Challenging assignments
Opportunity for advancement
Knowing "why"
Wide scope operation
Direct answers
Freedom from controls,
supervision and detail
Efficiency of operation
New and varied activities
spite of opposition
Getting results
Expediting action
Accepting challenge
Venturing into the unknown
Making decisions
Questioning status quo
Taking authority
Trouble-shooting
Reducing costs solving problems
Dominant Leadership Style
Strengths
 They have a direct, no
nonsense, goal-orientated,
dynamic style
 Dynamism can be
infectious
 Can achieve quick results
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Limitations
Dominant people
emphasize the task rather
than the people
They do not give
adequately detailed
briefings
They can be too demanding
and challenging
They tend to see others as
merely being there to
support them in their aim
They are inclined to tell
others what to do
Dominant Communication Skills
Strengths
Limitations
 Direct and to the point, without
 Tend to discount feelings in
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waffle
Say what they mean without holding
back
Avoid the use of hints and innuendo
which can lead to
misunderstandings
Frequent transmitters of ideas,
opinions and instructions
Skim-read to check for relevance,
then will read again carefully if they
perceive a benefit
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communication
Usually poor listeners unless they
see a benefit in a particular situation
Make little effort to send positive
signals to the speaker to indicate
that listening is taking place, may
even send non-listening signals
when they are actually listening
In oral communications, they have a
tendency to tell people once only
(often with insufficient information)
and then to assume that their
message has been received
Writing style tends to be terse and
abrupt and their body language is
aggressive and overbearing
High Dominance Co-Worker Summary
 Probably running late, in a hurry
 Impatient, impulsive, forceful, direct, may try to dominate, or take over
 Uses challenging questions related to objectives, rather than about technicalities
 Strong, assertive handshake (brief strong grip) with direct, steady eye contact
 Office is probably disorganized, often dislikes filing, and decor is functional
 High "D" with a high "I" will generally be well dressed. High "D" with a low "I" is
generally not bothered about outward appearance but will dress appropriately,
e.g. a conservatively styled business suit, and particularly with a man it may be
drab, rumpled or marked
 Can be or appears to be rude or blunt - will interrupt you, make phone calls or
read a letter while you are talking
 Restless and fidgety, usually looks directly at the speaker and leans forward when
interested; may lean back or look away when waiting or when bored. Uses finger
pointing and other hand gestures to emphasize or take control
 Will not flinch from conflict, may even welcome it. "Let's get this sorted out now."
I is for Influencing
Facts
 Dominant Emotion
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Optimism
 Desire
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Fun
 Fear
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Social Rejection
 Stress Relief
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Interacting With People
Influencing
 People measuring high in Assertiveness, mixes with Openness
 The Open element in their behavior makes them much more
Sociable than the independent Dominant types
 They’re more accepting of others, making them Friendly and
Gregarious – in fact, people of this kind place great
importance on positive relations with others
 For all their friendliness and sociability, they still have the
directness and energy associated with Assertive types, and
that makes them Outgoing and Enthusiastic
 People like this can be expected to show a persuasive and even
charming nature will use strong communication to achieve
their aims
Influencing Hi & Low Range
High I Key Points
 People Oriented
 Fast Paced
 Expressive
 Enthusiastic
 Friendly
 Demonstrative
 Talkative
 Stimulating
Low I Key Points
 Task Oriented
 Slow Paced
 Critical
 Moody
 Pessimistic
 Incisive
 Matter-of-fact
Identifying & Loving Influencing Personalities
How to ID a High I
Voice and clothes are loud
TELLS you everything
Easily distracted from work
Excited about something
Hugs you
Trusts you immediately
Forgets something
Seems a little too happy to be sincere
Wants your approval
Considers you a dear friend after one
meeting
 Famous Examples – Oprah, Bill
Clinton, Bette Midler, Arnold
Schwarzenegger
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How to Love a High I
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Praise them!
Make it fun!
Be warm and friendly
Allow them to express ideas and
opinions
Get excited with them but be
realistic
Allow frequent interaction with
people
Make use of their verbal skills
Realize their “out of sight, out of
mind” tendency
Write the details down
Give them structure and a support
system
Show affection
Motivation & Organizational Value
What Motivates
 Popularity - social recognition
 Monetary rewards to cover
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expensive living
Public recognition to indicate
their ability
Freedom of speech - people to
talk to
Favorable working conditions
Group activities outside of job
Democratic relationships
Freedom from control and detail
To feel good about the job
Value to Organization
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Act positively and favorably.
Contacting people
Making favorable impressions
Good with verbalization
Exhibiting poise
Motivating people to act
Desiring to help others
Generating enthusiasm
Entertaining people
Participating in the community
Radiating optimism
Influencing Leadership Style
Strengths
 Positive, persuasive and
enthusiastic
 Can get people to follow
them and lead
 Adopt a demonstrative
style to encourage everyone
to participate
Limitations
 Can be too optimistic and
are sometimes carried
away with their own
optimism
 Sometime seem unrealistic
 Some may place too much
emphasis on the individual
at the expense of the group
and particularly the task
Influencing Communication Skills
Strengths
 High influencers tend to be verbally
assertive and articulate, with good
use of words and effective delivery
 They communicate with enthusiasm
and/or humor and usually therefore
hook the interest of the listeners
 Invariably they will use body
language to emphasize a particular
point they are trying to make
 Because they fear rejection, they give
the impression of listening intently
when another person is speaking.
They send regular listening signals
to reassure the speaker that the
message is being received
Limitations
 Wherever possible, high influencers
avoid writing because they are more
comfortable with concepts and
emotions than with facts. Their
writing style tends to be informal
and quirky
 Listening is selective and
opportunistic, waiting for a hook to
latch on to. They may even mentally
rehearse their own next sentence
whilst someone else is speaking
 They tend to skim-read to pick up
the gist of a document and then to
feign knowledge of the subject
matter
 When speaking, they have a
tendency to waffle without focus or
direction. Their body language is
excessive and may be distracting
High Influencing Co-Worker Summary
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Positive, enthusiastic, and verbal, tells stories, share feelings, and anecdotes
Often inattentive to details, such as keeping appointments and double booking, so may not
give you much time
Could appear superficial and impulsive, sociable and courteous - hospitality is important to
them
Very friendly handshake - may pump or hold with friendly, steady eye contact - usually
smile with their eyes
Office may be untidy, disorganized with pictures of self or awards for performance, and
décor is usually stylish, fashionable, casual furnishings, executive toys, the latest electronic
gadget or computer
Likely to dress stylishly with good color coordination, generally looks professional but often
ends the day untidy or even disheveled
Much hand and body movement - will even use hand movements to describe something
over the telephone
Generally open and relaxed style. Will touch or hold others as a sign of friendship or
sincerity
While seeming very interested or concerned, may delay a decision. Prefers to persuade or
coach rather than confront aggressively or demand
S is for Stable
Facts
 Dominant Emotion
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No Emotion
 Desire
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Peace
 Fear
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Change
 Stress Relief
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Sleep
Stability
 Stable, receptive people don’t show the same levels of energy
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and drive as those on the Assertive side of the model.
Instead, we expect to see more Patient, Even and Calm
characters in this area.
People with this type of behavior tend to dislike change or
uncertainty, so they plan their actions thoughtfully, and tend
to work persistently once they’ve set out on a task.
Though they’re generally less confident or outgoing than
influential types, people of this kind are still open
Steady people combine the undemanding nature associated
with receptiveness, with a positive approach to others, a
combination which makes them generally patient, amiable,
and accepting in style
Stability Hi & Low Range
High S Key Points
 People Oriented
 Slow Paced
 Methodical
 Systematic
 Reliable
 Steady
 Relaxed
 Modest
Low S Key Points
 Task Oriented
 Fast Paced
 Impetuous
 Impulsive
 Flexible
 Eager
 Impatient
Identifying & Loving Stable Personalities
How to ID a High S
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Calm, cool, collected
People watcher
Great listener
ASKS questions and waits to be
asked
Clothes are comfortable and casual
Rather sit than stand
Has a dry sense of humor
Doesn’t waste energy
Will let you make the plans
Famous examples: Mother Theresa,
Gandhi, Magic Johnson
How to Love a High S
 Begin with a personal comment
 Ask HOW questions
 Give them time to prepare for
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change
Create a peaceful environment
Allow them to work with a few close
associates
Look for hidden emotion
Get them involved
Make use of their relational savvy
Let them know how valuable they
are to you
Allow adequate time for family and
friends
Enjoy their sense of humor
Motivation & Organizational Value
What Motivates
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Status quo
Security of situation
Covering references
Historical procedures
A happy home life
Sincerity
Known territory
Time to adjust to change
Constant appreciation
Identification with the company
Recognition for long service
Value to Organization
 Steadiness in performing work to
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consistently produce in a
predictable manner
Performing accepted work
pattern
Sitting or staying at one place
Exhibiting patience
Developing special skills
Concentrating on work
Satisfaction with job
Demonstrating loyalty
Reflecting composure
Being a good listener
Stabilizing excited people
Stable Leadership Style
Strengths
 They listen carefully, coach
and counsel
 Generally adopt a caring
approach
 They are often perceived as
genuine and approachable.
Limitations
 May move at the pace of
the slowest in order to keep
the team together
 Pace can frustrate those
who are more dynamic
 Sometime they overemphasizing the group and
the individual at the
expense of the task
 May appear to lack a sense
of urgency (but remember
the tortoise and the hare)
Stable Communication Skills
Strengths
 Individuals with steadiness
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characteristics are good listeners
Have the patience to wait until
the speaker has finished
articulating a point before they
formulate their reply
Will regularly check for
understanding
They are equally comfortable
communicating in the areas of
facts and feelings.
Their writing style is
comprehensive as they aim to
cover all angles
Because they fear insecurity they
read every page thoroughly from
cover to cover, missing nothing
Limitations
 Those with high steadiness tend
to lack confidence as verbal
communicators outside defined
and secure areas
 Their single paced, measured
delivery can be boring to other
styles, who tend to lose interest
 The quantity of peripheral
written communication that they
generate tends to detract from
the central message
 Their body language is
restrained
High Stability Co-Worker Summary
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Methodical, organized and thorough, but relaxed and often apparently contented.
Security conscious and often reluctant to change the status quo rapidly
May have a slow pace or response, and may question to clarify and verify, particularly when
presented with a problem or question they have not experienced before
Often a good listener, but may appear lacking in imagination because of a thorough but
cautious approach/response to a problem
Friendly, firm, sincere but not a flamboyant or aggressive handshake with warm, friendly,
sincere eye contact
A secure, comfortable environment with pictures of possessions and/or family, and
certificates of competence. Desk well organized, often with neat piles. Décor is usually
comfortable and may also be old fashioned or worn
Tends to dress appropriately but for comfort rather than fashion. May lack color
coordination. Men in particular will tend to dress for utility and comfort in clothes they have
become familiar with over a long period of time
Generally very courteous and welcoming
Relaxed but not demonstrative. Often displays defensive posture and gestures with people
they do not trust, or in a competitive/aggressive situation
Prefers to manage or smooth the situation, rather than rush in with an aggressive decision
C is for Compliance
Facts
 Dominant Emotion
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Fear
 Desire
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Perfection
 Fear
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Criticism of Performance
 Stress Relief
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Solitude
Compliance
 Often cautious in nature, and sensitive to changes and
developments
 With other people, their receptive side makes them rather
restrained, while their cautious and controlled
communication style means that they’re also quite
diplomatic.
 Not as naturally sociable as those showing steadiness, they
can see the value in cooperating with others to achieve a
goal.
 Compliant people combine the undemanding nature
associated with receptiveness with a controlled approach to
others, and this combination makes them focused on rules.
Compliant Hi & Low Range
High C Key Points
 Task Oriented
 Slow Paced
 Analytical
 Contemplative
 Conservative
 Exacting
 Careful
 Deliberate
Low C Key Points
 People Oriented
 Fast Paced
 Careless with details
 Unbending
 Arbitrary
 Uninhibited
 Self-righteous
Identifying & Loving Compliant Personalities
How to ID a High C
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Quiet
Private
Neat
Fashion – Classic
Listens well and ASKS clarifying
questions
Content to be in the background
High standards
Detail-conscious
Sees the problems
Deep concern for others
Cautious
Famous Examples: Diane Sawyer,
Spike Lee, Al Gore
How to Love a High C
 Respect quiet nature
 Don’t touch them, respect space
 Be accurate, realistic, neat, and
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organized
Be punctual
Give them all the data they needs
Give them time to make decisions
Ask questions to draw out concerns
Make use of their critical thinking
skills
Enjoy their commitment to quality
Give them tough problems to solve
Be sensitive and supportive
Help them lighten up
Motivation & Organizational Value
What Motivates
Value to Organization
 Standard operating procedures
 Exposure limited to area of
 Compliance with exacting
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expertise
Security (protection through
rules)
References
Reassurance
Authorized and agreed changes
Personal attention
Logical associates
Opportunity to perform
competently
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standards to avoid error, trouble
or danger.
Following directions /standards
Controlling quality
Concentrating on detail
Operating under controlled
circumstances
Being diplomatic with people
Checking for accuracy
Complying with the rules
Adhering to procedure
Avoiding trouble
Criticizing performance
Compliant Leadership Style
Strengths
 They brief others with
extreme care
 They answer questions and
queries
 Very good at leading others
in a technical or specialist
environment, where they
can lead through, and be
respected for, their
expertise
Limitations
 Often appear rather cool
and distant
 Their perfectionism can be
off-putting
 They tend to spend too
much time writing memos,
which for some are too
clinical and tend to
dampen their enthusiasm
 They are more concerned
with "things" rather than
people
Compliant Communication Skills
Strengths
 Individuals with high
compliance write clearly and
crisply without any ambiguity or
padding
 They listen primarily for facts
and absorb those facts effectively
for later recording and recall
 Because they fear direct
confrontation they speak
factually, with evidence to
support their statements
 Being perfectionists, they read
documents very carefully indeed
to ensure that they understand
Limitations
 Tend to avoid dealing with
emotions and feelings as part of
communication
 Lack the confidence to
communicate outside their own
area of expertise
 Their communication, whether
oral or written, tends to be
packed so tightly with facts that
the listener can be overwhelmed
 When communicating verbally,
their delivery tends to be dry and
pedantic and their body
language is minimal
High Compliance Co-Worker Summary
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Prepared for your visit, unhurried, organized and punctual
Time disciplined and systematic
Tends not to share personal feelings but will be very polite, correct and diplomatic
Detailed, logical, precise and cautious phrasing of questions. Very fact, detail and evidenceorientated and if not totally satisfied will be very reluctant to make a decision
Looks for precedents or policy to support a decision or action. Loose, brief possibly even
nervous handshake and ends to avoid a lot of eye contact. May therefore appear to have
fleeting-or evasive eye contact
Very neat, orderly, almost impersonal office. The desk is often clear and everything is neatly
and precisely filed in a system that works
Conservative, neat, smart business clothes. Might be mistaken for a high "I" except that the
high "C" avoids the flamboyant or very fashionable and stays neat all day
Tends to be cautious about expressing feelings through gesture or facial expression so may
be seen as "expressionless" or cold
May give a nervous laugh, cough or pause to gain thinking time, or to try and soften a
potentially contentious statement.
Can get defensive when threatened, may yield position to avoid conflict but if/when certain
they are right will quote facts/policy/rules and be authoritative
Which One Are You?
How Can You Use This Information?
 Understanding Yourself
Knowing more about the way
you communicate, lead, and
work can help you to
maximize your potential
 Understanding Others
 Getting a better
understanding of co-workers’
traits can help you to modify
your work, communication,
and leadership styles to work
better with others
 Career Fit
 Use your strengths to grow
within your position and
organization

Questions?