Prepared by Integrated Work

1
Improved Management and Communication Using the
DISC Model
By observing the behavior of others we can obtain
an understanding of their behavioral style. This
behavioral picture can give us a wealth of
information about communicating effectively. The
DISC model provides a method for processing
information about work behavior and adapting for
effective communication. As you observe others,
you can ask yourself two key questions to find
the behavioral quadrant most likely to
characterize this persons behavior. Then use the
following pages of detailed information to learn
how to work effectively with that behavioral
style.
Focused on Tasks
Mapping Behavior Using the Wheel
(1) How does this person usually approach a
challenge, more passively or aggressively?
Generally, people will either approach problems
head on or they will wait and see what
unfolds before acting. Knowing this you can
select the right or left side of the circle. (2)
Is this person primarily focused on people or
tasks? People have a tendency to focus on either
tasks or people. Answering this question will
allow you to select the top half or bottom half
of the circle.
C Conscientiously focused on tasks. Compliance,
quality control, data.
D Driving for action and innovation. Results
oriented, direct, pioneering
Passive or Wait and See
Aggressive or Head On
S Steadily maintains harmony. Good listener,
reliable, service-oriented
I Influencing others for results. Enthusiastic,
social, seeks interaction
Focused on People
NOTE The DISC method is non-judgmental.
Everyone has all four characteristics in
different proportions. The behavioral
characterization says nothing about performance
or capacity. It only speaks to behavioral style.
2
Aggressively Task Focused - The High D -
Dominant Style
Recognizing a High D Behavioral Style
Applying Knowledge of the High D Behavioral Style

• Behavior You May Notice
• Aggressively solves problems or meets challenges
• Has need for control
• Demanding of self and others
• May have short fuse
• Task oriented, seeks results
• Direct in communicating
• Fights back in response to conflict
• May interrupt or do other things while others are
  talking
• Pioneering, sees change as indicator of progress
• Relieves stress through physical activity

• Working with the High D
• Allow freedom from control, supervision and
  details - dont micromanage, or dwell on details
  unless they express interest.
• Expect impatience with the process. They may
  look for shortcuts or break the rules to
  accomplish results most efficiently. They may
  imply The end justifies the means.
• Dont take conflict with the High D personally.
• Provide challenge and opportunity, allow them to
  pioneer new methods and ideas.
• Present facts logically, use facts to support an
  argument or specific examples.
• Evaluate on results, not process thewhat, not
  the how.
• Clearly explain what results are expected.

• Adapting Your Communication for Effectiveness
• Strong handshake, direct eye contact, controlled
  gestures, lean toward them.
• Strong, confident and direct tone of voice, dont
  waste time or chit-chat.
• Use words like Win, Lead the pack,
  Challenge, New, and Results.
• Encourage them to express their ideas and
  opinions, and listen carefully.
• Limit expression of emotion or discussion of
  feelings.
• Allow them to make decisions - give options
  rather than ready-made decisions.
• If you disagree with their argument, be
  straightforward and say why you differ.

• Signs you need to adapt your communication style
• Looks at watch
• Leans back in chair
• Attacks
• Begins to focus on another activity

Learning More Consider the person you are
working with How intense are they?
Characteristics may be more pronounced in an
intense person and more subtle in someone who is
less intense. Do they also lean towards
persuading people or facts and procedures? Read
sections on C or I for more information.
Developmental Areas
More focus on facts and procedures
D

• Interpersonal communication listening skills,
  tact and diplomacy
• Patience in working with others and letting
  things unfold openness to others methods, ideas
• Team building help them see the value of working
  with a team, appreciation for a diversity of
  skills

Intensity
C
More focus on persuading people
S
I
3
Persuading and Promoting - The High I -
Influencer Style
Recognizing a High I Behavioral Style
Applying Knowledge of the High I Behavioral Style

• Working with the High I
• Provide opportunities to use verbal skills and
  express ideas and opinions
• Allow them to work and interact with others,
  assign tasks that maximize their innate people
  skills, encourage them to use their people skills
  to resolve conflict
• Expect some disorganization or lack of attention
  to time schedules.
• Be clear about deadlines and timeframes that are
  critical.
• Set clear objectives of tasks to be accomplished,
  however allow freedom from tight controls - dont
  micromanage
• Evaluate on results, not process the what, not
  the how.
• Provide positive feedback by recognizing them for
  their abilities and accomplishments
• May by sidetracked by people issues, but they are
  good at solving people problems.
• May not notice change, doesnt mind it.

• Behavior You May Notice
• Extraverted, sociable, talkative
• Focus on relationships and interaction with
  others
• Uses a lot of gestures when communicating
• Will use influence and relationships with others
  to motivate and inspire them or accomplish goals
• May dominate the conversation, very verbal
• Enthusiastic and team oriented
• Will be warm and expressive
• Seeks fun experiences
• Relieves stress through social interaction and
  discussion

• Adapting Your Communication for Effectiveness
• Relaxed communication with friendly eye contact.
• Enthusiastic, friendly and energized tone of
  voice. Use humor and expressive gestures.
• Use words like Fun, Teamwork, I feel,
  Exciting, Makes you look good
• Focus the conversation on the impact on people.
• Dont move straight to business, warm up to the
  discussion with social conversation.

• Signs you need to adapt your communication style
• Looks around, no eye contact
• Silence
• Skepticism, negativity

Developmental Areas

• Developmental Areas
• Time or project management
• Setting goals, planning, following through
• Listening skills

Learning More Consider the person you are
working with How intense are they?
Characteristics may be more pronounced in an
intense person and more subtle in someone who is
less intense. Do they also tend to be driving, or
blunt or are they concerned about how others
feel? Read sections on D or S for more
information.
D
C
More driving, blunt
S
I
Intensity
More concerned about how others feel
4
Stable and Supportive - The High S - Steadiness
Style
Recognizing a High S Behavioral Style
Applying Knowledge of the High S Behavioral Style

• Working with the High S
• Prepare them for changes, allow opportunity to
  finish tasks and receive closure.
• Capitalize on their excellent listening skills,
  desire for harmony, and eagerness to serve by
  assigning tasks that require those attributes.
• Provide a non-threatening work environment.
• Assign fewer, larger projects, with a long-term
  focus.
• Encourage their participation in meetings, draw
  out their thinking.
• Involve them in long-term planning, tap their
  need to serve and their organizational abilities.
• Clearly define parameters, requirements of tasks.
• Understand that their goals will be shorter term,
  low-risk. Over time you can develop mutual trust
  and work with them to stretch into new areas.

• Behavior You May Notice
• Generally quiet, but very good listeners
• People oriented, seeks harmony and steadiness
• Will usually listen first when communicating
  with others
• Works at a steady pace, reliable and focused
• May use To Do lists
• May display little or no emotion in general
  conversation
• Seeks to serve others, to help
• Does not back down easily when right
• Relieves stress through sleep or relaxation

• Adapting Your Communication for Effectiveness
• Relaxed with friendly eye contact, use warmth and
  small gestures.
• Friendly, soft tone of voice, slow pace, low
  volume.
• Use words like Help me out, Step by step,
  Steady.
• Make an effort to get to know them.

• Signs you need to adapt your communication style
• Asks you to repeat information
• Gently tries to end the meeting

Learning More Consider the person you are
working with How intense are they?
Characteristics may be more pronounced in an
intense person and more subtle in someone who is
less intense. Do they also lean towards
persuading people or on rules and procedures?
Read sections on C or I for more
information.
Developmental Areas

• Assertiveness, willingness to take risks
• Long-term planning
• Discuss feelings when appropriate rather than
  internalize
• Help starting new assignments

C
D
More focus on rules, procedures
Intensity
I
S
More focus on people
5
Conscientiously Task Focused - The High C -
Compliance Style
Recognizing a High C Behavioral Style
Applying Knowledge of the High C Behavioral Style

• Behavior You May Notice
• Task oriented, can seem removed from
  interpersonal interactions.
• Concerned about quality, standards, and
  procedures
• Seeks data, information
• Prefers work environment with few people, and
  little noise
• Will be direct and to the point when talking to
  others, uses questions to gather data and clarify
  information
• Excellent organizational skills, everything has
  a place
• May be introverted
• May overanalyze problems analysis paralysis
• May be overly critical of others
• Relieves stress through alone time

• Working with the High C
• Allow plenty of time for the person to think and
  consider ideas. Do not ask foron-the-spot
  responses.
• Provide a work environment where critical
  thinking is needed and rewarded.
• Provide as much data and information as possible.
• Wherever quality is important, include them in
  planning and implementation.
• Prepare them for change, allow plenty of time to
  complete what has already begun.
• Provide work space with few distractions, low
  noise, few people.
• Clearly define the requirements of their position
  and expectations for performance.
• Encourage their participation in meetings they
  may be reluctant to speak up.
• Encourage problem solving, and setting goals that
  lead them to stretch.

• Adapting Your Communication for Effectiveness
• Use facts and data to support your point, not
  opinions or feelings.
• Dont bring poorly thought out plans or limited
  data to the table.
• Limit use of gestures, dont invade their space.
• A controlled, thoughtful tone of voice is most
  effective.
• Use words like, The Facts, No risks,
  Procedure,and Proven
• Use direct eye contact.

• Signs you need to adapt your communication style
• Evasiveness
• Little or no verbal communication
• Tries to end meeting by asking difficult
  questions

More focus on strategy
Learning More Consider the person you are
working with How intense are they?
Characteristics may be more pronounced in an
intense person and more subtle in someone who is
less intense. Do they also focus on the impact of
the plan on people or on strategy? Read sections
on S or D for more information.
C
D
More focus on impacts of the plan on people
Developmental Areas
Intensity

• Negotiation, people skills
• Managing conflict rather than avoiding it
• Flexibility and adaptability to change

S
I
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