DISC Self

REPORT FOR Sample User - DI/DI STYLE

DISC Self
An Evaluation of Behavioral Styles

Report For: Sample User

Style: DI/DI
Focus: Work
Date: 5/9/2021

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 DISC Self
REPORT FOR Sample User - DI/DI STYLE

Table of Contents
Introduction to the DISCstyles Online Report ...............................................................................................................3

PART I Understanding DISC

Behavioral Styles Overview ...........................................................................................................................................4
Pace and Priority of Each Style ......................................................................................................................................5
A Deeper Look at the Four DISCStyles ...........................................................................................................................6
Communicating with the DISCStyles..............................................................................................................................7

PART II Understanding Yourself

General Characteristics..................................................................................................................................................9
Your Style Overview.....................................................................................................................................................10
Word Sketch: Adapted Style........................................................................................................................................11
Word Sketch: Natural Style..........................................................................................................................................12
Your Personalized Graphs............................................................................................................................................13
Your Behavioral Pattern View......................................................................................................................................14
Communication Tips for Others...................................................................................................................................15
Your Motivations: Wants and Needs...........................................................................................................................16
What You Bring to the Organization............................................................................................................................17
Your Behavior and Needs Under Stress.......................................................................................................................18
Potential Areas for Improvement................................................................................................................................19
The 12 Behavioral Tendencies .....................................................................................................................................20
Summary of Your Style ................................................................................................................................................25

PART III Understanding Others and Adaptability

Introduction.................................................................................................................................................................26
What is Adaptability? ..................................................................................................................................................27
Recognizing Another Person’s Behavioral Style ..........................................................................................................28
Communicating with Each Style ..................................................................................................................................29
Tension Among the Styles ...........................................................................................................................................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

Why is Independently Tested Accuracy of this Assessment Important?

A recent review revealed a significant majority of assessments available today
were absent the studies & reporting to confirm 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. Please turn to the last page of this report to learn more on this topic,
and the steps we’ve taken to safeguard the scientific accuracy of this assessment.

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DISC Self
REPORT FOR Sample User - DI/DI STYLE

Welcome to the DISCstyles™ Online Report

INTRODUCTION
DISC is a simple, practical, easy to remember and universally applicable model. It focuses on individual patterns of
external, observable behaviors and measures the intensity of characteristics using scales of directness and
openness for each of the four styles: Dominance, Influence, Steadiness, and Conscientious.

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

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

BEHAVIOR DESCRIPTORS OF EACH

DOMINANCE INFLUENCE STEADINESS CONSCIENTIOUS

Decisive Charming Understanding Accurate
Competitive Confident Friendly Precise
Daring Convincing Good Listener Analytical
Direct Enthusiastic Patient Compliant
Innovative Inspiring Relaxed Courteous
Persistent Optimistic Sincere Diplomatic
Adventurous Persuasive Stable Detailed
Problem-Solver Sociable Steady Fact-Finder
Results-Oriented Trusting Team Player Objective

DIRECTNESS AND OPENNESS OF EACH STYLE PACE AND PRIORITY OF EACH STYLE

STYLE TENDENCIES STYLE TENDENCIES

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

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

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

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

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PACE AND PRIORITY OF EACH STYLE

SLOWER-PACED FASTER-PACED
TASK-ORIENTED TASK-ORIENTED

SLOWER-PACED FASTER-PACED
PEOPLE-ORIENTED PEOPLE-ORIENTED

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

 D&C and I&S have different PACES: D and I are faster-paced, and S and C are slower-paced.

 D&I and S&C have different PRIORITIES: D and C are task-oriented, and I and S are
people oriented.

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

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A DEEPER LOOK AT THE FOUR DISCStyles™

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.

HIGH HIGH HIGH HIGH

DOMINANT INFLUENCING STEADY CONSCIENTIOUS
STYLE STYLE STYLE STYLE

Tends to Act Assertive Persuasive Patient Contemplative

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- goals Speaking without Procrastination in Overanalyzing

Overextended over people thinking addressing change everything

Too direct and Too disorganized and Too indecisive and Too detailed and
Personal Limitation
intense 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 when Worrying less about
Needs to Work on emotions, Follow
Patience 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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DISC Self
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COMMUNICATING WITH THE DISCStyles™

Communicating with the DOMINANT Style

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

Communicating with the INFLUENCING Style

I 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
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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DISC Self
REPORT FOR Sample User - DI/DI STYLE

Communicating with the STEADY Style

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

Communicating with the CONSCIENTIOUS Style

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

The first step to building stronger communication is awareness. By identifying

how we are similar and different, we can make cognitive choices when
interacting to create stronger, more engaged relationships.

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REPORT FOR Sample User - DI/DI STYLE

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.

People who score like you tend to make quick and firm decisions. They process information rapidly and often act decisively.
Once a decision is made, they usually stick to it and will build a case to support it.

Sample, your pattern of responses to the instrument indicates that you have very strong verbal and persuasive skills.
Consequently, you can likely provide insight on a number of decisions, and have your influence make a difference. Thus, you
have probably gotten what you wanted in many situations. However, you may become disappointed sometimes when you don't
get your way.

Sample, you have a high sense of urgency, and a desire to get things done quickly. This urgency may extend to a wide variety of
venues, including meetings, events, and even relationships. While this is a strength, sometimes it can be perceived as overly
abrupt, or even rude, especially by those who don't share the same urgency. Be sensitive to this, and be flexible enough to
soften your approach when necessary.

Your response pattern shows that you have the ability to influence others using both charm and a firm hand in delegating tasks
and responsibilities. You have the ability to work hard and play hard, even in the midst of difficult assignments. When the going
gets tough for the team, you have the ability to maintain a positive spirit for the group, especially when in front of others. You
also have the ability to present firm deadlines, and to make rapid decisions when changes are necessary.

You function at a faster pace than most people and tend to be a multi-tasker. This theme emerged in your responses to the
instrument and is a strength that could propel you into a variety of leadership positions, should you choose to follow that path.
Due to your rapid problem-solving ability and verbal skills, you are able to juggle many projects without anything hitting the
ground. However, be aware that some people who score like you have difficulty saying "no" to requests, and sometimes spread
themselves too thin.

You can be very charming when persuading others in a favorable climate, but also rigid when confronting a hostile situation.
Sample, this can be a two-edged sword, especially if you are required to shift gears quickly from charming to confrontational.
Those who score like you may balance this trait successfully by defaulting toward the charming side, but still presenting a firm
position. You can object to an idea while maintaining a smile.

Sample, you tend to be confident and independent; a self-starter with a strong competitive edge. While attention from others is
important to you, at times you desire independence from the group. These are not necessarily opposing traits. Your high degree
of decisiveness fuels a need to be a trailblazer, leading the way with new ideas. This, in turn, yields the competitive spirit, which
then feeds the drive to be a self-starter.

You can react, adjust, and modify your behavior in a variety of situations. People who score like you have a high degree of
perceptiveness, and they use this to guide their own responses, sometimes moment by moment. As the climate lightens, you
have the ability to turn up the charm, and as the climate becomes more tense, you are able to take a more matter-of-fact
approach.

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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: Dynamo

Dynamos will make an attempt to adjust or modify the thoughts and actions of others. They are good at
understanding how to steer others toward a predetermined result. They will set the stage for the desired result
before they verbalize that desire. Their strong persuasive skills can elicit cooperation from others but sometimes
create a feeling by others of being manipulated. Dynamos can be intimidating and can seek to override the
decisions of others.

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

 Emotional characteristic: May appear to not need attention or affirmation from others.

 Goals: To gain control over circumstances, outcomes and other people.

 How others are valued: How they project their personal power.

 Influences group: Uses relationships, personal power, incentives and rewards to get the results they
want.

 Value to the organization: Will be a "mover and shaker." Uses a variety of methods when interacting with
others to move behaviors towards a desired result.

 Cautions: Understand that the ends do not always justify the means.

 Under Pressure: Can be seen as manipulative, argumentative and abrasive.

 Fears: Being seen taken advantage of or losing social status in the group.

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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 to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or
(C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC
intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area.

DISC Focus Problems/Challenges People/Contacts Pace/Consistency Procedures/Constraints

Challenges to solve, Social relationships, Systems, Teams, Stable Rules to follow, Data to
Needs
Authority Friendly environment environment analyze
Emotions Anger, Impatience Optimism, Trust Patience, Non-Expression Fear, Concern
Being taken 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 Self
REPORT FOR Sample User - DI/DI STYLE

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 to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or
(C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC
intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area.

DISC Focus Problems/Challenges People/Contacts Pace/Consistency Procedures/Constraints

Challenges to solve, Social relationships, Systems, Teams, Stable Rules to follow, Data to
Needs
Authority Friendly environment environment analyze
Emotions Anger, Impatience Optimism, Trust Patience, Non-Expression Fear, Concern
Being taken 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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DISCstyles Graphs for Sample User

Your Adapted Style indicates you tend to use the behavioral traits of the DI style(s) in your
selected Work focus. Your Natural Style indicates that you naturally tend to use the behavioral traits of the DI
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 selected focus (work, social or family). This graph may change when you change roles or
situations. 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 - Graph I Natural Style - Graph II

Pattern: DI Pattern: DI
Focus: Work

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 (DISC) 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

D = Dominance: How you deal with Problems and Challenges
I = Influence: How you deal with People and Contacts
S = Steadiness: How you deal with Pace and Consistency
C = Conscientious/Compliance/Structure: How you deal with Procedure and Constraints

Efficient, Analytical, Organized, Factual,

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

Balances & Values Data Both Assertive and

& Diplomacy, Mindful of Persuasive, Likely to
the “Rules”. Will be Goal embrace New Concepts,
Focused, Dislikes Often a Mover and a
Confusion and Shaker, Can be very
Ambiguity. outgoing with High Energy
and Engaging Effort.

Very Outgoing & Persuasive,

Very Patient & Favors
Very People Oriented, Quite
Stability and Structure. Not a
Optimistic Outlook, Strong
Risk Taker, Likes to operate
Communication Skills, Likes to
at a Steady, Even Pace.
have Variety in their day.
Supportive & Persuasive, Good
Team Player, Creates Good Will &
= Natural Behavioral Style provides Good Customer Service.

= Adapted Behavioral Style

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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:

 Do your homework and be prepared with goals, objectives, support materials, etc., but don't plan on
using all of them. Have the material with you as support.
 Motivate and persuade Sample by pointing out objectives and expected results.
 Be engaging, stimulating, and fast-paced.
 When you disagree, take issue with the methods or procedures, not with the person.
 Put the details in writing, but don't plan on discussing them too much.
 Give Sample the opportunity to express opinions and make some of the decisions.
 Provide testimonials from people Sample sees as important and prominent.

When Communicating with Sample, DON’T:

 Speculate wildly without factual support.
 Confuse or distract Sample from the issues at hand.
 Don't stick too rigidly to the agenda.
 Let the discussion with Sample get caught in dreams too much, otherwise you'll lose time.
 Leave loopholes or vague issues hanging in the air.
 Get bogged down in facts, figures, or abstractions.
 Forget or lose things necessary for the meeting or project.

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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:

 Participatory administrative infrastructure, and a democratic supervisor or board.
 Opportunities and encouragement to try new ideas and take risks.
 Efficient methods to process details and deal with minutiae.
 New experiences and a variety of activities.
 Influence and power to delegate in order to achieve results.
 Results that can be seen quickly and measurably.
 Social or public recognition for accomplishments and successes.

People With Patterns Like You Tend to Need:

 Opportunities for involvement with a wide variety of people, both in and out of the organization.
 Appreciation for the hard work you bring to the team.
 To mask strong emotions at times so as not to distance yourself from others.
 To focus attention and conversation more on the immediate work tasks, and less on socializing.
 Support when dealing with detailed work and repetitive tasks.
 To know the limits of your authority.
 Opportunities for leadership, self-development, rapid learning, broad scope of operations, and
advancement.

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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 have the ability to use discipline in an appropriate manner, often effecting win-win situations.
 You are a very active agent in all that you do.
 You have a strong tendency to work toward making things happen, rather than waiting for things to
happen.
 You demand a high performance from yourself and others.
 You are able to juggle many projects and activities simultaneously, while maintaining a keen awareness of
the status of each.
 You are able to make decisions quickly and to take the credit or blame for the outcome of decisions.
 You are excellent at initiating activity and providing direction for the team or organization.

Your Work Style Tendencies:

 You project emotional strength and a talent for working with others.
 You tend to be a "multi-tasker," capable of juggling several projects simultaneously.
 You are a self-starter with a strong competitive edge.
 Your pace of personal operation is faster than that of many people.
 You are able to think quickly on your feet -- you can react, adjust, or modify your behavior in a variety of
situations.
 You are poised, confident, and very articulate in front of large or small groups.
 You have the ability to inspire others to reach their maximum potential.

You Tend to Be Most Effective In Environments That Provide:

 Responsibilities requiring a high degree of decisiveness.
 A system of evaluation based on the results achieved, rather than the process used to achieve the results.
 An organizational eye toward the future that rewards innovation and encourages creative risk-taking.
 An arena for you to verbalize your ideas and opinions.
 Assignments involving the motivation and persuasion of a network of people.
 Lots of interpersonal contact, many disparate activities, and an occasional surprise situation.
 Participatory leadership and management.

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The D Style
Under Stress - Perceptions, Behavior and Needs for the D
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:

 Charming  Superficial
 Innovative entrepreneur  Self-centered
 Works with and through people  Bends the rules too frequently
 Many simultaneous activities  Irritable

Under Stress You Need:

 Accomplishments
 A fast pace for moving toward goals
 Control of the situation and yourself

Your Typical Behaviors in Conflict:

 Your anger is directed at the situation and the lack of desired results, not at anyone, personally. However,
your outbursts and behaviors may appear to be a personal attack. You tend to react quickly and often
may fail to choose your words appropriately.
 You are quite comfortable with conflict, aggression and anger. Many times you may not realize the impact
your behavior has on others. In other instances, however, you may consciously choose anger and
aggression as a tactical weapon. In any case, you are likely to increase the level of aggression.
 You generally do not hold a grudge. Once an incident is over, it is generally forgotten on a personal level,
although the factors that produced a lack of satisfactory results will be considered and evaluated.

Strategies to Reduce Conflict and Increase Harmony:

 Be sure to share the reasoning behind your decisions. Failure to do so makes them seem arbitrary. When
using someone's suggestion, acknowledge that person
 Avoid creating controversy or "stirring up the pot" just to keep things interesting. This may increase your
own energy for the task; however, it is likely to have a serious negative effect on many others.
 You need to take time to express your ideas and instructions fully and clearly; asking questions to ensure
that everyone understands. Time spent clarifying your message up front will result in more efficient
operations later.

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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 not always verbalize the complete story and tend to consciously withhold some information.
 You may sometimes intimidate others with power, position, or politics.
 You may become impatient, especially when dealing with slower-moving or slower-thinking people.
 You may need to lower project expectations a bit in light of real-world constraints.
 You may lose interest in a project or initiative once the challenge is gone.
 You could be a bit more willing to share talents in order to help others develop professionally. You may
tend to be a bit too self-serving.
 You may become somewhat angry or belligerent when under pressure, or when threatened.

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12 Behavioral Tendencies - Summary

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. The following
behavioral tendencies are scored based on the way your DISC styles combine and influence one another. 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

Personal Drive
Self-Driven (D) Self-Driven (D)
How this individual's own goals move things forward.

Providing Instruction
Directive & Compulsive (D) Directive & Compulsive (D)
How this individual dictates directions and expectations.

Customer & Team Interaction

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

Expressing Openness
How this individual is most comfortable expressing Social (I) Social (I)
themselves.

Self-Reliance
Situational Situational
How this individual works within a team.

Accuracy
Situational Situational
How this individual focuses on correctness and exactness.

Work Process Alignment

How this individual focuses on process to follow through on Situational Situational
work.

Building Rapport
Situational Situational
How this individual focuses when interacting with others.

Reasoning
How this individual uses evidence to think through and solve Intuition-based (I) Intuition-based (I)
problems.

Careful Decision Making

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

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

Change Resistance
Drives Change (D) Drives Change (D)
How this individual resists engaging with change.

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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 DISC blend.

Interpretation Notes:
1. Frequency Observed: The behavioral tendencies are presented in the order from Most Frequently Observed to Least
Frequently Observed.
o HI – Clearly observed in most situations, seen more often
o HM – Frequently observed in many situations
o MOD – May or may not be observed depending on the situation
o LM – Sometimes observed in some situations
o 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 blue box represents the general population in this behavioral tendency.
Approximately 68% of people score in this range.

Personal Drive Self-Driven (D)

Natural (HI): You are self-determined, focused on taking immediate actions that
achieve immediate results and goals. You will likely be driven to action based on
your own needs and motivations and are likely a self-starter. Be aware that it can
be appropriate to support and help others as well.

Adapted (HI): Consistent with natural style Others-driven (S)

Providing Instruction Directive & Compulsive (D)

Natural (HI): You are assertive, direct and results-focused, likely to resist set
expectations, preferring to set your own course and outline directions for others to
follow. Sometimes providing more detail and engaging with others for additional
thoughts can lead to greater outcomes.

Adapted (HI): Consistent with natural style

Reserved & Detailed (C)

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Customer & Team Interaction Engaging (I)

Natural (HI): You are quite engaging, charming, persuasive, and influential,
frequently connecting with others a way that builds trust and confidence. You are
more likely to focus on engaging with the others to 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.

Adapted (HI): Consistent with natural style Supporting (S)

Expressing Openness
Social (I)
Natural (HI): You are very comfortable when interacting with others, quick paced
and focused on personal connections, and may tend to embellish to capture
attention. You are likely to be most confident and comfortable when interacting
with others, and are likely to trust information passed along through people you
trust. Remember, sometimes having the support documentation is important too.

Adapted (HI): Consistent with natural style Structural (C)

Self-Reliance
Directive (D)
Natural (MOD): You balance results and interaction, getting things done 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 (MOD): Consistent with natural style Collaborative (I)

Accuracy Precision (C)

Natural (MOD): Your plans are a combination of careful deliberations to 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 (MOD): Consistent with natural style

Predictability (S)

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Work Process Alignment

Consistency (S)
Natural (MOD): Your process and follow through is balanced between keeping
things methodical and steady and upholding quality standards to 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 (MOD): Consistent with natural style Accuracy (C)

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 (MOD): Consistent with natural style

Results-Focused (D)

Reasoning Evidence-based (C)

Natural (LOW): You frequently rely on your intuition and interactions with others to
make decisions, and value external validation and social acceptance. You are likely to
think things through based on emotions over logic and trusting your gut. Be aware
that balanced thinking looks at both the emotions and the logic.

Adapted (LOW): Consistent with natural style Intuition-based (I)

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Careful Decision Making

Cautious (S)
Natural (LOW): You act more impulsively based on intuition and feelings rather
than taking the time to carefully consider the risks and consequences. You are
likely to 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.

Adapted (LOW): Consistent with natural style Impulsive (I)

Prioritizing
Rules (C)
Natural (LOW): You frequently focus specifically and directly on results now and
take actions that target immediate accomplishments, likely unconcerned with the
established guidelines. You will likely prioritize and focus on the results and the
bottom line. While the end result is certainly a key component of what should take
priority, be sure you are also aware of the rules and constraints of your situation.

Adapted (LOW): Consistent with natural style Results (D)

Change Resistance
Reluctant to Change (S)
Natural (LOW): You can be resolute and determined in times of change, desiring to
have the authority to command and direct activities and reach immediate results
and solutions. You are likely to respond/interact in change by driving action and
facing it head on as it comes. You may even want to change things just to see how
it can be different. Sometimes keeping things consistent is good too.

Adapted (LOW): Consistent with natural style Drives Change (D)

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Summary of Sample User’s Style

Communication is a two-way process. Encourage others to complete their own DISCstyles Online Assessment and
then share the Summary Sheet with each other. By discussing preferences, needs and wants of the people you work
with, socialize with and live with, you can enhance these relationships and turn what might have been a stressful
relationship into a more effective one just by understanding and applying the DISCstyles 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).

SLOWER-PACED FASTER-PACED
TASK-ORIENTED TASK-ORIENTED

SLOWER-PACED FASTER-PACED
PEOPLE-ORIENTED PEOPLE-ORIENTED

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

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

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

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

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

The behavioral intensity of directness or indirectness and being open or guarded is shown in the quadrant you plot. The
plots towards the edge of the BPV reflect MORE INTENSITY and those plotting closer to the center reflect MODERATE
INTENSITY of both characteristics.

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Communicating with each Style

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

 Show them how to win  Show them that you  Show how your idea  Approach indirectly, non-
 Display reasoning admire and like them minimizes risk threatening
 Provide concise data  Be optimistic  Demonstrate interest in  Show your reasoning,
 Agree on goals and  Support their feelings and them logic, give data in writing
boundaries ideas  Compliment them on  Allow them to think,
 Vary routine  Avoid involved details follow through inquire, and check before
 Compliment them on what  Focus on the big picture  Give personal assurances they make decisions
they have done  Interact and participate  Provide a relaxing,  Tell them “why” and
 Provide opportunities for with them - do it friendly, stable “how”
them to lead, impact together atmosphere  Provide opportunities for
results  Provide  Act non-aggressively, focus precision, accuracy, and
acknowledgements, on common interests planning for quality results
accolades, and  Provide opportunities for
compliments 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, confident  Make decisions at a  Make decisions more  Do not interrupt
voice faster pace slowly  Seek and acknowledge
 Use direct statements  Be upbeat, positive,  Avoid arguments and their opinions
rather than roundabout warm conflict  Refrain from criticizing,
questions  Initiate conversations  Share decision-making challenging, or acting
 Face conflict openly,  Give recommendations  Be pleasant and steady pushy – especially
challenge and disagree  Don’t clash with the  Respond sensitively and personally
when appropriate person, but face 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, show  Take time to develop  Maintain logical, factual
address bottom line more emotion the relationship orientation
 Keep to the agenda  Respond to expression  Communicate more,  Acknowledge their
 Don’t waste time of their feelings loosen up, and stand thinking
 Use businesslike  Pay personal closer  Downplay enthusiasm
language compliments  Use friendly language and body movement
 Convey acceptance  Be willing to digress  Show interest in them  Respond formally and
 Listen to their from the agenda  Offer private politely
suggestions 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, organized  Don’t rush into tasks  Develop trust and  Be prepared to answer
 Get to the point quickly  Get excited with them credibility over time, questions
 Speak, move at a faster  Speak, move at a don’t force  Speak, move at a
pace faster pace  Speak, move at a slower pace
 Don’t waste time  Change up slower pace  Greet cordially, and
 Give undivided time conversation  Focus on a steady proceed immediately to
and attention frequently approach the task (no social talk)
 Watch for shifts in  Summarize details  Allow time for follow  Give them time to
attention and vary clearly through on tasks think, don’t push for
presentation  Be upbeat, positive  Give them step-by-step hasty decisions
 Give them attention procedures/
instructions
 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 let socialize personally logic and practicality
them decide  Take initiative to  Approach them in a  Follow rules,
 Allow them to define introduce yourself or friendly, but regulations, and
goals and objectives start conversation professional way procedures
 Provide high-level  Be open and friendly,  Involve them by  Help them set
follow up and allow enthusiasm focusing on how their realistic deadlines and
and animation work affects them and parameters
 Let them talk their relationships  Provide pros and cons
 Make suggestions  Help them prioritize and the complete
that allow them to tasks story
look good  Be careful not to  Allow time for sharing
 Don’t require much criticize personally, of details and data
follow-up, details, or keep it specific and  Be open to thorough
long-term focused analysis
commitments

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Adapting in Different Situations: AT WORK

DOMINANT STYLE
HELP THEM TO:
 More realistically gauge risks
 Exercise more caution and deliberation before making decisions
 Follow pertinent rules, regulations, and expectations
 Recognize and solicit others’ contributions
 Tell others the reasons for decisions
 Cultivate more attention/responsiveness to emotions

INFLUENCING STYLE
HELP THEM TO:
 Prioritize and organize
 See tasks through to completion
 View people and tasks more objectively
 Avoid overuse of giving and taking advice
 Write things down

STEADY STYLE
HELP THEM TO:
 Utilize shortcuts and discard unnecessary steps
 Track their growth
 Avoid doing things the same way
 Realize there is more than one approach to tasks
 Become more open to some risks and changes
 Feel sincerely appreciated
 Speak up and voice their thoughts and feelings

CONSCIENTIOUS STYLE

HELP THEM TO:

 Share their knowledge and expertise with others
 Stand up for themselves with the people they prefer to avoid
 Shoot for realistic deadlines and parameters
 View people and tasks less seriously and critically
 Balance their lives with both interaction and tasks
 Keep on course with tasks, less checking
 Maintain high expectations for high priority items, not everything

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Adapting in Different Situations: IN SALES AND SERVICE

DOMINANT STYLE
 Plan to be prepared, organized, fast-paced, and always to the point
 Meet them in a professional and businesslike manner
 Learn and study their goals and objectives – what they want to accomplish, how they currently are motivated
to do things, and what they would like to change
 Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate specifically
to their goals
 Get to the point
 Provide options and let them make the decision, when possible

INFLUENCING STYLE
 Take the initiative by introducing yourself in a friendly and informal manner and be open to new topics that
seem to interest them
 Support their dreams and goals
 Illustrate your ideas with stories and emotional descriptions that they can relate to their goals or interests
 Clearly summarize details and direct these toward mutually agreeable objectives and action steps
 Provide incentives to encourage quicker decisions
 Give them testimonials

STEADY STYLE
 Get to know them more personally and approach them in a non-threatening, pleasant, and friendly, but
professional way
 Develop trust, friendship, and credibility at a relatively slow pace
 Ask them to identify their own emotional needs as well as their task or business expectations
 Get them involved by focusing on the human element… that is, how something affects them and their
relationships with others
 Avoid rushing them and give them personal, concrete assurances, when appropriate
 Communicate with them in a consistent manner on a regular basis

CONSCIENTIOUS STYLE

 Prepare so that you can answer as many of their questions as soon as possible
 Greet them cordially, but proceed quickly to the task; don’t start with personal or social talk
 Hone your skills in practicality and logic
 Ask questions that reveal a clear direction and that fit into the overall scheme of things
 Document how and why something applies
 Give them time to think; avoid pushing them into a hasty decision
 Tell them both the pros and cons and the complete story
 Follow through and deliver what you promise

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Adapting in Different Situations: IN SOCIAL SETTINGS

DOMINANT 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

INFLUENCING 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

STEADY 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

CONSCIENTIOUS 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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DISC Self
REPORT FOR Sample User - DI/DI STYLE

Adapting in Different Situations: IN LEARNING ENVIRONMENTS

DOMINANT 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

INFLUENCING 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

STEADY 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

CONSCIENTIOUS 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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DISC Self
REPORT FOR Sample User - DI/DI STYLE

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.

Identify the behavioral style of the other person using the 2 Power Questions:
 - Are they DIRECT or INDIRECT in their communication?
- Are they GUARDED or OPEN in their communication?

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

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

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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DISC Self
REPORT FOR Sample User - DI/DI STYLE

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: High I

Style:________________________________________ Pace: Faster-paced

Priority: People-oriented
My
Difference: Pace and Priority
Pace:________________________________________ Strategy: Be more personable, social, upbeat,
and faster-paced with John
My

Priority:______________________________________

RELATIONSHIP 1 RELATIONSHIP 2

Name:________________________________________ Name:________________________________________

Style:_________________________________________ Style:_________________________________________
Pace:_________________________________________ Pace:_________________________________________
Priority:_______________________________________ Priority:_______________________________________
Difference:_____________________________________ Difference:_____________________________________

Strategy:______________________________________ Strategy:______________________________________

_____________________________________________ _____________________________________________

_____________________________________________ _____________________________________________

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DISC Self
REPORT FOR Sample User - DI/DI STYLE

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?

DOMINANT INFLUENCING STEADY CONSCIENTIOUS

STYLE STYLE STYLE STYLE

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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DISC Self
REPORT FOR Sample User - DI/DI STYLE

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

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 DISC Self
REPORT FOR Sample User - DI/DI STYLE

(continued from page 2)

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.
Issue date: January 1, 2020. Renewal date: January 1, 2025.

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