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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.

• Not a measure of intelligence• Not an indicator of values• Not a measurement of skills and experience• Not a measurement of education and training

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It isn’t a ‘personality test’ as such, and it doesn’t attempt to build a complete picture of a person’s psychology.

It just 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.

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Origins and Development

•Hippocrates taught that the ways in which a person behaved were directly related to the balance of four ‘humours’ – like blood or phlegm – within their bodies.

•It was the Greeks who first attempted to describe human behaviour in any kind of scientific way.

•Each of these humours 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

Character Humor Fluid Corresponding Trait in the Big 5

Irritable Choleric yellow bile Agreeableness

Depressed Melancholic black bile Neuroticism

Optimistic Sanguine blood Openness to experience

Calm Phlegmatic phlegm Neuroticism

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But what’s interesting about the Greeks’ approach was how they understood the connections between their four elements.

Each of the four had some quality in common with another:water and air were both ‘wet’, water and earth were both ‘cold’.

we can map out these relations using two axes – one between wet and dry, and the other between cold and hot. Where each set of axes meet, we find one of the four elements

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the American thinker William Moulton Marston, who laid out his own ideas in his 1928 book, The Emotions of Normal People.

Marston used to describe the reactions of ordinary people in everyday situations.

That biaxial model forms the ultimate basis of DISC.

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Underlying 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.

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Assertive people are pro-active and direct.

They lead rather than follow, and like to take immediate action whenever they can.

They believe in grasping opportunities and making their own way. Often independent and commanding they prefer to give orders rather than take them,

And they will issue instructions rather than ask for cooperation.

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.

At the opposite end of this first axis, we have people with very low Assertiveness,

whom we describe as Receptive. That term describes people who are patient and cautious.

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

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the Assertiveness axis deals with how ready a person is to take direct action.

At one end, we have people who tend to act, and at the other, people who tend to react.

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The second axis, crossing the first at right angles, measures the concept of Openness.

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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

And being ready to sympathize with those around them.

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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. They value hard facts and rational argument above emotional considerations, and 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.

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The Openness axis describes how ready a person is to communicate with others.

At a basic level, more Open people tend to behave more socially, while Controlled people tend to work individually.

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DISC measures measures

• How you approach problems D

• How you approach other people I

• How you approach pace S

• How you approach procedures C

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Why should I learn DISC?

•To increase self-awareness

•To learn to relate to others in ways they understand and appreciate

•To improve communication skills

•To improve key relationships

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The DISC Factors

The four quadrants of the biaxial model each relate to a particular type of behaviour.

In DISC, we refer to these as Dominance, Influence, Steadiness and Compliance

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D is for Dominance D

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Dominance

People measuring high on the Assertive scale, and low on the Openness scale (Controlled).

They are active assertiveness makes them impatient to

see results, and this sense of urgency makes them Direct and Efficient.

Control brings a sense of individuality, so that people of this kind are actively Self-motivated, and prefer to work Independently.

Because of their direct independence, others can often see them as Demanding in nature

their sense of self-reliance makes them Competitive and often Ambitious.

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High D• Task Oriented• Fast Paced• Ambitious• Forceful• Decisive• Direct• Independent• Challenging• Competitive Low D

• People Oriented• Slow Paced• Slow to anger• Mild• Modest• Agreeable• Peaceful

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High D High D

• Dominant Emotion - Anger• Desire – Control• Fear - Being Taken Advantage Of• Stress Relief - Physical Activity

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How to ID a How to ID a High D High D 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

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People in my life with a High D style are

__________________________________ __________________________________ __________________________________ __________________________________ __________________________________

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How to love How to love High D

Put him in charge and give her a challenge Enjoy him leadership Give him choices and options Give him credit and appreciation Let him work quickly and efficiently Turn to him in a crisis Trust him instincts, he is usually right Encourage him to rest and be healthy If you disagree, take issue with facts Be direct and to the point Be persistent in friendship

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HIGH DOMINANCE – what motivates 1. Power - authority 2. Tangible, measurable, achievable

results 3. Money and material things 4. Challenging assignments 5. Opportunity for advancement 6. Accomplishments - results 7. Knowing "why" 8. Wide scope operation 9. Direct answers 10. Freedom from controls, supervision and

detail 11. Efficiency of operation 12. New and varied activities

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HIGH "D“ – Value to organization

drive to accomplish results in spite of opposition or antagonistic stances.

Getting results Expediting action Accepting challenge Venturing into the unknown Making decisions Questioning status quo Taking authority Trouble-shooting Reducing costs Solving problems

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DOMINANCE – Leadership style strengths

They have a direct, no nonsense, goal-orientated, dynamic style. Their dynamism can be infectious; they cut comers in order to achieve quick results.

Leadership and motivation limitations Dominant people emphasize the task rather than

the group or individual. 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.

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DOMINANCE

Communication strengths These people communicate in ways which are

direct and to the point, with out waffle. Because they have a fear of failure, they say

what they mean without holding back. Such individuals avoid the use of hints and

innuendo which can easily lead to misunderstandings.

Since they respond very positively to challenges they are frequent transmit ters of ideas, opinions and instructions.

In general dominant people skim-read to check for relevance, then will read again carefully if they perceive a benefit.

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DOMINANCE

Communication limitations Individuals with dominance tend to discount feelings

in communication, whether their own or the other person's.

Usually such people are poor listeners unless they see a benefit in a particu lar situation. Furthermore, they make little effort to send positive signals to the speaker to indicate that listening is taking place. They may even send non-listening signals when they are actually listening.

In oral communications, they have a tendency to tell people once only (with insufficient information) and then to assume that their message has been re ceived.

Their writing style tends to be terse and abrupt and their body language is aggressive and overbearing.

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HIGH "D" WILL APPEAR

Probably running late, in a hurry. Impatient and impulsive. Tries to dominate, or take over, direct. Uses challenging questions related to his/her objectives, rather than about

technicalities. Strong, assertive handshake (brief strong grip). Office and desk are probably disorganised. Office is functional, rather than comfortable or stylish. Often dislikes filing (except in the dustbin) and uses the "heap" system to save time. 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.

Direct, steady eye contact, can be challenging or threatening. 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 emphasise or take control.

Forceful and direct. Will not flinch from conflict, may even welcome it. "Let's get this sorted out now."

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Influence People measuring high in Assertiveness, but

here it mixes with Openness instead of Control, and the result is a quite different personal approach.

The Open element in their behaviour makes themmuch more Sociable than the independently-minded 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.

In Dominant types, this pro-active nature tends to appear as self-reliance, but in this case we see it as Expressive Self-confidence, instead.

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High I • People Oriented • Fast Paced • Expressive • Enthusiastic • Friendly • Demonstrative • Talkative • Stimulating

Low I • Task Oriented • Slow Paced • Critical • Moody • Pessimistic • Incisive • Matter-of-fact

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High I

•Dominant Emotion – Optimism

•Desire – Fun

•Fear - Social Rejection

•Stress Relief – Interacting With People

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She might be a She might be a High I High I if

if. . . Her voice is loud Her clothes are loud She TELLS you everything She is easily distracted from work She is excited about something She hugs you the first time she meets you She trusts you immediately She forgets something She seems a little too happy to be sincere She wants your approval She considers you a dear friend after one meeting Famous Examples – Oprah, Bill Clinton,

Bette Midler, Arnold Schwarzenegger

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People in my life with a High I style are

__________________________________ __________________________________ __________________________________ __________________________________ __________________________________

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How to love How to love “High I” Praise her! Make it fun! Be warm and friendly Allow her to express ideas and opinions Get excited with her and be realistic Allow frequent interaction with people Make use of her verbal skills Realize her “out of sight, out of mind”

tendency Write the details down Give her structure and a support system Show affection

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People like this can be expected to show a persuasive and even charming nature. Where a Dominant person might be bluntly demanding, an Influential person will prefer to use strong communication to achieve their aims.

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HIGH INFLUENCE – what motivates 1. Popularity - social recognition 2. Monetary rewards to cover expensive

living 3. Public recognition to indicate bis/her

ability 4. Freedom of speech - people to talk to 5. Favourable working conditions 6. Group activities outside of job 7. Democratic relationships 8. Freedom from control and detail 9. To feel good about the job

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HIGH'I‘- value to the organization INFLUENCING of people to act positively and

favourably. Contacting people Making favourable impressions Verbalisation Exhibiting poise Motivating people to act Desiring to help others Generating enthusiasm Entertaining people Participating in the community Radiating optimism

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INFLUENCE - Leadership

strengths Positive, persuasive and enthusiastic in getting

people to follow then- lead. Adopt a demonstrative style to encourage everyone to participate.

Leadership and motivation limitations Can be too optimistic and are sometimes

carried away with their own opti mism and hyperbole, which can lead to them being unrealistic. Imluencers may place too much emphasis on the individual at the expense of the group and particularly the task.

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INFLUENCE

Communication, strengths High influencers tend to be verbally assertive and

articulate, with good use of words and effective delivery.

They communicate with enthusiasm and/or humour and usually therefore hook the interest of the listener(s).

Invariably they will use body language to emphasise 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 re assure the speaker that the message is being received

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INFLUENCE

Communication 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.

In reality, their 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.

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HOW THE HIGH "I" WILL APPEAR Very enthusiastic and friendly. Often inattentive to details, such as keeping appointments and double book ing,

so may not give you much time. Positive and verbal, tells stories and anecdotes. Could appear superficial and impulsive. Happy to share their feelings. Very friendly handshake - may pump or hold. Office may well be untidy and disorganised. May have pictures of self or awards for performance. Stylish, fashionable, casual furnishings, gimmicks, executive toys, the latest

electronic gadget or computer. Likely to dress stylishly, fashionably or even flamboyantly. Good colour co

ordination. Generally looks professional but often ends the day untidy or even dishev

elled. Friendly, sociable and courteous - hospitality is important to them. Friendly,

steady eye contact - usually smile with their eyes. 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.

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S is for Steady S

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Steadiness

In the third quadrant, we stay with Open behaviour, but more Receptive.

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High S • People Oriented • Slow Paced • Methodical • Systematic • Reliable • Steady • Relaxed • Modest

Low S • Task Oriented • Fast Paced • Impetuous • Impulsive • Flexible • Eager • Impatient

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High S High S

•Dominant Emotion – No Emotion

•Desire – Peace

•Fear – Change

•Stress Relief – Sleep

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How to recognize a High S How to recognize a High S

• She is calm, cool, collected• She’s a people watcher• She’s a great listener• She ASKS questions and waits to be asked• Her clothes are comfortable and casual• She’d rather sit than stand• She has a dry sense of humor• She doesn’t waste energy• She’ll let you make the plans • Famous examples: Mother Theresa, Gandhi,

Magic Johnson

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People in my life with a “High S” style are

__________________________________ __________________________________ __________________________________ __________________________________ __________________________________

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How to love “High S”

• Begin with a personal comment• Ask HOW questions• Give her time to prepare for change• Create a peaceful environment• Allow her to work with a few close associates• Look for hidden emotion• Get her involved• Make use of her relational savvy• Let her know how valuable she is to you• Allow adequate time for family and friends• Enjoy her sense of humor

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Steadiness Receptive people don’t show the same levels of

energy 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 behaviour 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,

but that Openness to others tends to be shown in an Amiable and Generous nature.

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Steadiness

Steady people combine the undemanding nature associated with Receptiveness, with a positive approach to others, a combination which makes them generally patient and accepting in style.

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HIGH STEADINESS – what motivates 1. Status quo 2. Security of situation 3. Covering references 4. Historical procedures 5. A happy home life 6. Sincerity 7. Known territory 8. Time to adjust to change 9. Constant appreciation 10. Identification with the company 11. Recognition for long service

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HIGH "S“ – value to organization STEADINESS in performing work to

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 Stabilising excited people

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strengths

They listen carefully, coach and counsel and generally adopt a caring ap proach. They are often perceived as genuine and approachable.

Leadership and motivation limitations May move at the pace of the slowest in order

to keep the team together, which can frustrate those who are more dynamic. This may lead to them over-emphasising 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).

STEADINESS - leadership

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STEADINESS

Communication strengths Individuals with steadiness characteristics are

good listeners. They have the patience to wait until the speaker has finished articulating a point before they formulate their reply. They also have the thoroughness to check out then-understanding.

They are equally comfortable communicating in the areas of facts and feel ings.

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.

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STEADINESS

Communication 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.

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HOW THE HIGH -S- WILL APPEAR Methodical, organized and thorough, but relaxed and often apparently con

tented. Security conscious and often reluctant to change the status quo rapidly - Tends to question in order to clarify and verify and, although apparently

convinced, will also make tentative statements. . May have a slow pace or response, 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. A secure, comfortable environment. Often there is a name plate on the door.

plus one on the desk. Pictures of possessions and/or family, certificates of competence. Desk well organized, often with neat piles of papers, books and magazines.

Furnishings are usually comfortable and may also be old fashioned or worn. Tends to dress appropriately but for comfort rather than fashion. May lack color

co-ordination. Men in particular will tend to dress for utility and comfort, m clothes they have become familiar with over a long period of time.

Generally very courteous and welcoming. Warm, friendly, sincere eye con tact, often used as an aid to their willingness to listen carefully and consid erately.

Relaxed but not demonstrative. Often displays defensive posture and ges tures 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 ag gressive decision

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C is for Compliance

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Compliance

The Receptive element meets Control.

people in this area are also generally undemonstrative and undemanding

but their Controlled element means that they have a more individualistic approach

They tend to see life in terms of structure and rules, and they’re concerned with being as Accurate and Precise as possible.

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High C • Task Oriented • Slow Paced • Analytical • Contemplative • Conservative • Exacting • Careful • Deliberate

Low C • People Oriented • Fast Paced • Careless with

details • Unbending • Arbitrary • Uninhibited • Self-righteous

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High C

• Emotion – Fear

• Fear - Criticism of Performance

• Desire – Perfection

• Stress Relief – Solitude

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Hallmarks of a “High C”

• 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

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People in my life with a High C style are

• __________________________________• __________________________________• __________________________________• __________________________________• __________________________________

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How to love “High C”• Respect her quiet nature• Don’t touch her, respect her space• Be accurate, realistic, neat, and organized• Be punctual• Give her all the data she needs• Give her time to make decisions• Ask questions to draw out concerns• Make use of her critical thinking skills• Enjoy her commitment to quality• Give her tough problems to solve• Be sensitive and supportive• Help her lighten up

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Compliance They’re 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 thatthey’re also quite Diplomatic.

While people of this kind are not as naturally sociable as those showing Steadiness, they can see the value in Co-operating 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 generally focused on rules.

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COMPLIANCE – what motivates 1. Standard operating procedures 2. Exposure limited to area of expertise 3. Security (protection through rules) 4. References 5. Reassurance 6. Authorised and agreed changes 7. To be pan of a group 8. Personal attention 9. Logical associate 10. Opportunity to perform competently

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HiGH “C” – value to the organization compliance with exacting standards to avoid

error, trouble or danger. Following directions or 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 Criticising performance

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COMPLIANCE - Leadership

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.

Leadership and motivation 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.

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COMPLIANCE

Communication strengths Individuals with high compliance write clearly

and crisply without any am biguity or padding. They listen primarily for facts and absorb

those facts effectively for later re cording 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

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COMPLIANCE

Communication limitations Compliant people tend to avoid dealing with

emotions and feelings as part of communication.

In general they 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.

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HOW THE HIGH "C" WILL APPEAR Prepared for your visit, unhurried, organized and punctual. Time disciplined and systematic. Tends not to share personal feelings. Detailed, logical, precise and cautious phrasing of questions. Very fact, de tail and

evidence-orientated 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.

Very neat, orderly, almost impersonal office. The desk is often clear apart from your file/letter etc.

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. Very polite, correct and diplomatic. Tends to avoid a lot of eye contact, particularly in an aggressive or hostile

situation. May therefore appear to have fleeting-or evasive eye contact. Tends to be cautious about expressing feelings through gesture or facial ex

pression 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.

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Autocrat, Communicator, Planner, Analyst

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High D and High I Dominance relates to

Assertiveness and Control, high Influence relates to Assertiveness and Openness.

For a person whose behaviour combines the two, the emphasis is strongly on Assertiveness, which is common to both of these factors.

So, we’d expect them to be direct, proactive, and impatient.

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High D and High I In terms of Openness and Control,

though, there’s a balance at work here. A person with this type of profile is not

strongly oriented towards either extreme, and is capable of acting independently, or working with others, as a situation demands.

These combinations of qualities are often needed, for example, in sales roles

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High D and Low S Another level of DISC analysis comes from the

‘sub-traits’, which look at relations between pairs of factors.

For example, in this graph we see a high Dominance score, and a low Steadiness score.

We call this combination ‘D over S’ for short, and it relates to the sub trait of Self-motivation: people with this characteristic tend to show a driving and impatient behavioral style, and as the name suggests, they’re motivated by their own success.

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High D and High C

Dominance and Compliance come together is not Assertiveness, but Control, and Control is indeed the watchword for this graph shape, and for the type of person it describes.

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High D and High C A person like this will want power over their

own conditions, and they can often seek to achieve this, through the direct and determined ‘Dominant’ feature of their style.

Notice, though, that this style is balanced between Assertiveness and Receptiveness.

For example, in practice, we often find that people with DISC graphs like this one prefer to work within a set of rules, and will do their best to ensure that those around them do so too

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Entrepreneur

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Accountant

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Your primary style is DOMINANCE.

Descriptive Words: Direct, decisive, competitive, daring and demanding Motivators: Power, achievement and control Fear: Failure Management Style: Directing Communication Style: Tells Value to Organization: Drive for resultsSales/Negotiations: Closing

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Your primary style is INFLUENCE.

Descriptive Words: Persuasive, sociable, enthusiastic, emotional and confident Motivators: Recognition, praise and status Fear: Rejection Management Style: Leading Communication Style: Sells Value to organi: working with/thru peopleSales/negotiation: Opening

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Your primary style is STEADINESS.

Descriptive Words: Loyal, patient, amiable, relaxed and team oriented Motivators: Security, structure and stability Fears: Insecurity and change Management Style: Listening Communication Style: Listens Value to Orgni: ImplementationSales/negotiation: customer service

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Your most predominant style is COMPLIANCE.

Descriptive Words: Systematic, accurate, analytical, diplomatic and structured Motivators: Rules, policy and procedure Fears: Hassle and conflict Management Style: Writing Communication Style: Writes Value to organi: Qality and standardsSales/negotiation: back hand works

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• Hesitant

• Mild

• Low decision need

• Non-demanding

• accomodating

Low “D”

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Low “I”

• Reserved

• Reflective

• Suspicious

• Self-conscious

• Probing

• serious

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Low “S”• Mobile

• Alert

• Active

• Restless

• demonstrative

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Low “C”

• Firm

• Persistent

• Stubborn

• Strong-willed

• indpendent

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Flick up C

• Follows rules when it matters

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Sweep Down C

• Rule breaker

• Unconventional

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Sweep Down C

• Extremely stubborn

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Stress

‘S’ movement of 3 points or more indicates frustration, problems or stress

‘I’ movement of 3 points or more indicates that the stress is likely to be work related

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Tight I

Has lost the job direction The person may not know what is

required of him in the present job. May have lost personal direction

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Tight II

He is finding things tough currently The person may not be working or

business may be poor. Likely to be feeling insecure

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Tight III

Is frustrated at work currently The person may have responsibility

without authority, or too many bosses and could be very frustrated