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Summary DISC Guide

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Psychometrics evolution: how testing has won over HR

“… the value psychometrics give seems no longer to be in any question. “Psychometrics provide something that we as humans are not very good at – objective, unbiased, reliable and valid measures of peoples’ traits and characteristics,” says David Hughes, lecturer in organisational psychology at Manchester Business School.

The DISC traits in more detail

Insights into the Four Traits

Looking at the most significant scores

The Three Graphs

Snapshot description – Classical Patterns

Improving Relationships

Team-building

Team-building - Addressing Specific Problems

Which DISC Personality Type is Most Suited to be a Leader?

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DISC

The DISC Personality Test is based on more than 80 years of research and development. It is based on the highly successful DISC model of personality. Tests based on this model have been administered more than 50 million times throughout the world to help identify people’s personality and character.

DISC – The Theory

The DISC Theory was developed by William Moulton Marston in the 1920′s. (W.M. Marston: 1893-1947, Harvard graduate, lawyer, psychologist and educational consultant.) Since then the theory has been refined and validated by many eminent psychologists and HR professionals.

The Four DISC Traits at a glance

Some people believe that using the DISC Model to describe personality is an over-simplification. Before coming to such a conclusion please consider this… ‘There are only three primary colours and yet they allow us to produce every single colour, tone and hue in the world’

Dominance - direct and decisive.

Influence - energised and optimistic when interacting.

Steadiness - cooperative & collaborative

Compliance / Conscientiousness

- strives for things to be correct and prefers to be cautious






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The DISC traits in more detail

Low Scorers High Scorers

Dominance Describes the way people assert themselves, control situations and deal with problems.

- do not assert themselves. They prefer harmony and co-operation.

- are assertive, decisive, direct and like to be challenged.

Influence

The way people deal with other people, how they are energised by communicating with others.

- are not actively sociable although they may have developed social skills. They tend to take little at face value.

- like interacting with people in a positive way. They are energised by people.

Steadiness Describes how accommodating, patient and thoughtful a person is.

- are not so accommodating and can get impatient more readily.

- are co-operative and patient. They are thoughtful and have a need to help others.

Conscientiousness/ Compliance

How a person approaches and organises their activity, procedures and responsibilities.

- are less organised and less conscientious. They tend to dislike rules and restrictions.

- are keen to be conscientious They avoid any risky situations.






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Insights into the Four Traits – The Four Styles High scorers for Dominance

High D’s want others to be direct and straightforward. They like: taking action and accepting challenges. They fear: being taken advantage of. ! Possible inappropriate behaviour: lack of concern for others; impatience.

Keys for relating to high D’s:

- make communication to the point - be clear about rules and expectations - let them initiate action sometimes - make sure they know that you are also competent

Be prepared for:

- bluntness - lack of empathy

High Scorers for Influence

High I’s want others to be friendly and emotionally honest. They like: involvement with people, making a favourable impression. They fear: disapproval, rejection and loss of impact. ! Possible inappropriate behaviour: impulsiveness and lack of follow through.

Keys for relating to high I’s:

- approach them informally - be relaxed and sociable - let them verbalise thoughts and feelings - keep the conversation light - provide written details - give public recognition for individual accomplishments - use humour






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Influence continued:

Be prepared for:

- attempts to persuade or influence others - a need for limelight - over estimation of self and others - overselling ideas - vulnerability to perceived rejection

High scorers for Steadiness

High S’s want others to be relaxed, co-operative and appreciative. They like: appreciation and co-operation. They do not like: change and instability. They fear: the unknown; insecurity. ! Possible inappropriate behaviour: overly willing to give-in and put their needs last.

Keys for relating to high S’s:

- be systematic in your approach - provide a consistent and secure environment - let them know how things will be done - use sincere appreciation - show their importance - let them adapt slowly to change

Be prepared for:

- resistance to change - difficulty identifying priorities - difficulty with deadlines






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High scorers for Compliance/Conscientiousness

High C’s want others to be reliable, thorough and accurate. They like: clearly defined plans and values accuracy. They fear: criticism of their personal work. ! Possible inappropriate behaviour: overly critical of self and others.

Keys or relating to high C’s:

- provide clear expectations and deadlines - show dependability - demonstrate loyalty - be tactful and emotionally reserved - allow precedent to be a guide - be precise and focused - value high standards

Be prepared for:

- discomfort with ambiguity - resistance to vague or general information - desire to double-check






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Looking at significant scores – highest and lowest

This at-a-glance guide gives you personality/behaviour pointers.

Dominance above Influence Acts with urgency; taking direct and decisive action.

Dominance above Steadiness Determined, competitive and driven to succeed.

Dominance above Compliance/Conscientiousness

Acts in a self-assured way. Ready to take responsibility.






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Influence above Steadiness Extraverted and dynamic, energetic and motivating.

Influence above Compliance/Conscientiousness

Expressive and assured with strong social skills.

Steadiness above Dominance Undemanding and accepting, ready to follow other’s actions.

Steadiness above Influence

Ready to take time to consider a situation before acting.

Steadiness above Compliance/Conscientiousness

Capable of concentrating hard and showing strong focus.






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Compliance/Conscientiousness above Dominance

Able to work effectively with others towards a goal.

Compliance/Conscientiousness above Influence

Concerned with matters of detail and precision.

Compliance/Conscientiousness above Steadiness

Observant and responsive, showing a keen awareness.






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The Three Graphs

The DISC graphs visualise the DISC results. It is possible to look at a DISC graph and know immediately the personality and behavioural characteristics of the individual.

Graph 1 – Version One – Outer Presents your behaviour/personality as you would like others to see you. The way you would like to be perceived. Often called the work ‘mask’. It’s the ‘you’ that others are most likely to see. ‘…to prepare a face to meet the faces that you meet…’ T. S. Elliott 1915

Graph 2 – Version Two – Inner

You as you feel inside - your ‘True colours’. Your genetic blend shaped by all life’s experiences, (nature and nurture). Version Two visualises how you are likely to think and feel about situations as opposed to how you outwardly behave. The ’Inner’ you will very likely come to the fore when you are pressurised or stressed.

Graph 3 – Your Summary Displays a summary view of your DISC Personality. Although the shape of the graphs is generally quite similar it is not uncommon to see differences - especially between the Public You graph and the Real You graph.

Small variances of a few points are very frequent and not significant. Greater differences (larger than say 20%) will be more significant.






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Lower Scores in Graph 2 (inner) when compared to 1 (outer):

Dominance Suggests that the person concerned is attempting to present themselves

as more direct and assertive than they really feel themselves to be.

Influence The person is presenting themselves as more confident, sociable and

enthusiastic than they really feel themselves to be.

Steadiness This person is trying to appear be steadier and more co-operative than

they really feel themselves to be.

Compliance/

Conscientiousness

This person wants to present themselves as more responsible and

conscientious than they really feel themselves to be.

Higher Scores in Graph 2 when compared to 1:

Dominance Suggests that the person concerned is attempting to present themselves

as less direct and assertive than they really feel themselves to be.

Influence

This person is presenting themselves as less confident and less sociable

than they really feel themselves to be.

Steadiness

This person is trying to appear be steadier and less co-operative than

they really feel themselves to be. (An unusual one and cause for

investigation.)

Compliance/

Conscientiousness

This person wants to present themselves as less responsible and

conscientious than they really feel themselves to be. (An unusual one

and cause for investigation.)






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Classical Patterns

DISC Patterns or Classifications To help communication and understanding, researchers and experts in the DISC Personality Model have defined what are known as DISC Patterns or Classifications. The different Patterns are based on the interaction of the four traits measured by the DISC model. (As you will appreciate, there are thousands of different combinations of graph scores.) The Patterns have been given names. The objective of these names is to give a single descriptive term that captures the essence of that personality profile.

Patterns: Adjectives Snapshot Description

The

Achiever

Forceful; demanding;

controlled; logical; factual;

persistent; independent;

stubborn

You have a strong inner

motivation to attain personal

goals. You like to become ‘the

expert’ in your chosen field.

The Coach

Weighs pros & cons;

listens; persuasive;

trusting; team-person;

easy to get on with;

supportive; mature; avoids

conflict

You really enjoy helping people

– they see you as sincere and

warm-hearted. This is apparent

at work and at play. You are

always open to new ideas and

procedures.

The

Counsellor

Warm; enthusiastic;

caring; modest; trusting;

influential; team-player;

loyal; patient; sensitive

You have an inner need to

develop and maintain

friendships – at work and at

play.

You are an approachable and

understanding person.

The Creative

Dominant; forceful;

factual; logical; alert;

critical; analytical;

practical; perfectionist;


motivation to assertively create

and implement new ideas. You






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innovative; sets high

standards

take control whenever the

opportunity arises.

The

Enthusiast

Enthusiastic; gregarious;

influential; sociable;

generous; charming; alert;

eager; optimistic; change-

oriented

You are enthusiastic about and

energised by people. You have

a strong self-motivation to get to

know people in all walks of life

and to nurture those

relationships.

The

Evaluator

Competitive; decisive;

quick; enthusiastic;

persuasive; influential;

critical; analytical; sets

high standards

Your sights are set on

victory. You are resourceful and

compelling.

The

Individualist

Self-assured and

confident; forceful; logical;

change-orientated;

independent; single-

minded; decisive; tough;

focused

You are self-reliant and

individualistic. You are strong

willed and will go to great

lengths to achieve your goals.

The

Inspirational

Daring; forceful;

enthusiastic; persuasive;

self-promoting; change-

oriented; active; stubborn;

independent

You like to stand out from the

crowd. You have a strong inner

motivation to influence people

and circumstances.

The

Investigator

Stable; controlled;

unemotional; systematic;

perfectionist; determined;

dogged; stubborn;

dispassionate

You are a clear thinker. You

have an inner need to be

objective and analytical.






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The

Objective

Thinker

Quiet; dependable;

modest; conservative;

realistic; controlled;

logical; factual; alert;

critical; stable;

perfectionist; systematic;

careful; analytical;

conventional

You have a strong inner need to

think critically – to define and

analyse. Facts and accuracy

are very important to you.

The

Perfectionist

Conservative; modest;

logical; systematic;

factual; non-

demonstrative; deliberate;

careful; precise; accurate;

predictable; controlled

You have a strong inner drive to

be systematic and precise in all

that you do. Conscientious and

diligent, you are a natural

choice for work that requires

attention to detail and accuracy.

The

Persuader

Optimistic; enthusiastic;

self-confident; persuasive;

sociable; change

orientated; independent;

persistent; decisive;

direct; demanding

You have a strong self-

motivation to set and achieve

objectives. You are persuasive,

people-orientated and

determined.

The

Practitioner

Conservative; realistic;

evaluating; pleasant;

sociable; stable; fact-

finder; accurate;

systematic; diplomatic;

courteous; restrained;

analytical


motivation to gain knowledge

and become ‘the expert’. You

have the self-discipline to focus

and you aim for high standards.

The Results-

Oriented

Demanding; direct;

egocentric; self-assured;

change-oriented;

frustrated by lack of

progress; persistent;

You are individualistic,

demanding and persistent. You

seek out challenging situations

and are responsive to

competition.






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determined; stubborn;

independent; ‘own person’

The

Specialist

Self-sufficient; self-reliant;

unassuming; factual;

logical; stable; deliberate;

patient; analytical;

conventional; systematic;

accurate

You are considerate, patient

and willing to help others –

particularly your special band of

friends.






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Improving Relationships

One of the strengths of the DISC Model

Understanding the DISC framework can help people in their relationship building – whether it is with

a colleague, a manager or a client. By recognising the DISC style of people and by being flexible,

people can:

- fine-tune their understanding of why people behave the way they do.

- achieve the results they desire by adjusting their way of relating to them.

On the following pages you will find an outline of how the four traits are likely to interact. These are generalised comments.






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Dominance and Dominance

High Dominance people seek authority and prominence. Any relationship between two individuals of this kind will inevitably contain a measure of tension, as each vies for the dominant position, and not unusually this tension can break out into open conflict. Dominant people can generally only work well together if they have goals in common, and each has a defined area of authority.

Dominance and Influence As with two Dominant people, this is often a difficult pairing, as each is assertive and demanding of the other. However, if carefully guided by a manager the Dominant and Influence combination can make an effective partnership. This is because the Dominant person is interested in material and business success, while the Influence person focuses on social success.

Dominance and Steadiness

This is an effective pairing purely in terms of results, because Steadiness, as their name suggests, is capable of preparing detailed plans and carefully considering their implications, while the Dominant possesses the thrusting, assertive approach needed to put these plans into effect. On a personal level, however, the degree of difference between these two styles often makes it difficult for them to respect one another's abilities.

Dominance and Compliance

This combination is often effective in a business sense. The Compliance’s ability to work with structure and detail, coupled with the drive of the Dominant partner, mean that each style covers many of the other's weaknesses. Both are controlled in their approach and this often gives them enough common ground to develop a mutual respect. However, this partnership will rarely be close in a personal sense.






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Influence and Influence

On a purely personal level, relations between two Influence people tend to be good. The cheerful, outgoing style associated with the Influence person reacts to nothing so well as another person of the same type. On occasion, a sense of light-hearted competition can appear as they jostle for personal attention, but this rarely escalates into actual confrontation. However, the joviality and sense of fun the Influence people have means that such a pairing can have a negative impact on performance in purely business terms.

Influence and Steadiness This is generally a successful partnership. The Steadiness person has the steady, reliable style to keep the Influence partner from losing sight of their goals or intentions, while the Influence person has the social extroversion necessary to build a personal relationship. Under some circumstances, the Steadiness partner can become quite dependent on their more assertive team-member.

Influence and Compliance These are two diametrically opposed styles with entirely different sets of values. Hence it is often difficult for them to form an effective working relationship. Their relative skills and abilities however, tend to complement each other well in a practical sense, and on the rare occasions where two people of these kinds are able to form a workable partnership, the results are often impressive.






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Steadiness and Steadiness

Two solid, dependable and loyal individuals with open and sympathetic attitudes, a partnership of two Steadiness people will often work well together, and frequently form quite a strong bond. A potential problem here, however, is that each Steadiness person’s need for time to consider and plan will be increased exponentially by attaching them to another with the same need. Ideas or plans can sometimes be exchanged and corrected between the two partners over a very long timescale before any action is finally taken.

Steadiness and Compliance

A fairly effective and complementary partnership, but somewhat unpredictable. The fact that both styles are receptive provides the foundation for a working relationship, but specific factors can sometimes work to undermine this (for example, the Steadiness person might be looking for a strong personal tie, while the Compliance person would have no particular interest in such a relationship).

Compliance/Conscientiousness and Compliance/Conscientiousness

Compliance people are not a naturally competitive and yet when two come into contact with one another, a sort of competitiveness can evolve. This normally consists of attempts on either side to demonstrate superior skills or knowledge. If they are able to overcome this tendency, however, the Compliance people can build a workable and productive team.






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Team-building Excerpt from Axiom Software

Why is it that some teams work smoothly and effectively together, while others break down into internal conflict and achieve little? There are, of course, many reasons for this, but one of the main contributing factors is the interaction of different styles within the team. DISC can provide a useful predictor of team effectiveness, by highlighting possible problem areas and suggesting ways of resolving these problems. The ideal composition of any team is, of course, dependent on the task that the team is intended to fulfil. In general terms, however, it is true to say that the key to success in team-building is diversity. Each of the main DISC traits plays a different part in the team structure, and a variety of traits across different team members can help to ensure that the team performs effectively. This section will look at the four DISC factors, and the parts they have to play in the development and performance of the team.

Dominance, being the factor of control, is particularly suited to a

leadership role within a team. Dominant people have a natural urge to take command and will fit easily into such a position. An important consideration with individuals of this type, however, is that the number of highly Dominant team-members should be kept to minimum. Several people attempting to take leadership within a team will clearly have a negative impact on team performance.

Influence is the social cement of the team. Unless they possess

specialised skills, highly Influential people often appear to have little practical part to play in team's proceedings, and are hence often undervalued. It is important to remember, however, that for a team to work effectively, its members must have a sense of cohesion, and this cohesion can often be achieved by the inclusion of one or two Influential individuals within the team. The communicative abilities of Influence can also produce a useful representative or spokesperson for the team, presenting their findings and ideas to others.






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Steadiness represents the team's 'brake', holding the other members

back from ill-considered conclusions or precipitous actions. This is an important factor, especially after the team has formed its internal social relationships and has begun to perform its real function. A consideration to bear in mind with Steadiness is their natural reticence, which can often prevent them from making input unless directly requested, and it is often helpful to develop the structure of the team in such a way that the Steady members feel that their contributions will be valued and accepted by the other team members.

Compliance/Conscientiousness is a factor important in actually achieving the

results required from the team. Those members with high Compliance scores will tend to be the ones who generate ideas and produce materials and reports. The reluctance of the Compliant type to act directly, however, will normally require more assertive team-members (specifically Dominant and Influential types) to implement and monitor any plans or suggestions they may produce. The Compliant/Conscientious members of the team are often those who possess the specialised skills and knowledge appropriate to a project.

For any team to be effective over the long term, regardless of its constitution, it

must pass through an initial period of flux and uncertainty before it will begin to

perform, during which relationships and roles within the group are formed. This

formative period is an ideal time to introduce any formal structures considered

necessary to the smooth running of the group.






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Team-building - Addressing Specific Problems

In any organisation, no matter how large or small, it is inevitable that problems will occasionally arise with the performance of a single staff member. Problems of this kind can have a multitude of possible causes, only some of which can be considered purely in terms of behaviour. Where the problem is rooted in a question of behavioural styles, however, DISC can help to isolate it and possibly suggest some solutions. In the main, there are two main problem areas of this kind that are related to behavioural questions. The first of these is 'role conflict', where an individual's work or attitude seems to be inadequate because they are not temperamentally suited to the type of work they are involved in. The second is 'behavioural conflict' where the problem arises not from an incompatibility with the role itself, but with one or more members of the individual's team or group of work colleagues. We shall treat each of these situations in turn.






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Role Conflict

Role conflict can arise from either of two sources. A person may actually be unsuited to their work, or their perception of that work may be at fault, forcing them to attempt to display behaviour inappropriate to their actual position. The applicability of either scenario can be assessed by comparing their DISC profile series against an ideal profile for their role (a 'Job Profile'). One of four situations are possible: 1. The 'Internal' and 'External' Profiles both match closely against the Job Profile. This indicates that role conflict, at least as far as the behaviour is concerned, is unlikely to be a cause of the difficulties being experienced. 2. There is a difference between the Internal Graph and the External. And the Internal matches the Job Profile closely, but the External does not. This would suggest that the person concerned misunderstands the requirements of their position. 3. The External graph matches the Job Profile closely, but the Internal does not. This situation is indicative of an individual who is not well suited to their work, but who understands its requirements and is attempting to adjust their behaviour to compensate. If their problems can be addressed adequately in the short term, it is possible that their Internal Profile will adapt to meet this new challenge, given sufficient time. 4. Neither the Internal/Inner or External/Outer Graphs match the Job Profile. This final scenario indicates that not only is a candidate unsuitable in terms of behaviour for their role, but also that they feel unable to adapt themselves to the demands of their situation. In all these cases, remember that the picture presented by DISC can only describe the condition of a person's behaviour. It is unable to address specific events. Current problems with the behaviour may have their roots in outside factors, and these should be explored before making a final decision.






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Which DISC Personality Type is Most Suited to be a Leader?

Extracts from DISCInsights.com It’s tempting to make the assumption that there is one personality style that’s most naturally suited to lead. The truth is, great leaders come in all personality types. People that fall into each of the four major DISC personality styles all have the potential to be effective and capable leaders—their innate leadership styles, however, will naturally be very different from one another. The special talents that each personality type instinctively bring to a leadership role:

High Dominance

People with a D style like to be in charge. They are content and productive when given a leadership role. They tend to be tough-minded; driven; confident and not afraid of confrontation. Their leadership style is strong and direct. They are as demanding of others as they are of themselves. When they give direction, people tend to follow through without debate.

High Influence

Whereas D style leaders command the respect of others through their direct and demanding personalities, people with an ‘I’ personality are extroverts who bring people together using their persuasiveness and enthusiasm. They are the kind of leaders that people love to be around because of their extrovert personalities. ‘I’ style leaders are great at communication and enjoy an interactive environment, making them masters of creating strong and cohesive teams. ‘I’ style leaders are able to naturally motivate and inspire the people around them. They are likeable, easy to talk to and are often able to diffuse conflict using their sharp sense of humour.






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High Steadiness

S style leaders are collaborative, considerate, and communicative. They place great value on the overall cohesiveness of the group. They prioritise creating a respectful, positive and mutually beneficial environment. S style leaders are very attentive to the needs and wellbeing of others. They are good listeners, calm and cooperative. Great leaders at mediating conflict in a stressful environment.

High Compliance/Conscientiousness

Leaders with a C style personality are methodical and organised. They use their natural strengths in analysis and planning to look at problems from all sides and put a great deal of thought into calculating any course of action. Perfectionists at heart, they hold everyone that works for them to high standards of excellence. Leaders with a high C are excellent at enforcing deadlines, creating schedules, and are sticklers for accuracy. Through demonstrating an example of thoughtful, calculated problem solving, they inspire the people around them to think decisions through carefully and to examine problems from all possible angles.

Finally

The internet and YouTube overflow with information and visuals. Let your fingers do the searching…





Documents

Summary DISC Guide - disctest.co.ukdisctest.co.uk/disc/manual.pdf · DISC The DISC Personality Test is based on more than 80 years of research and development. It is based on the