This document provides an overview of the DiSC workplace profile system, which describes how people behave in response to their environment. It details the four primary styles in the model - D, i, S, and C - and provides information on interpreting individual profiles. The objectives are to help individuals identify their own behavioral style, understand the characteristics of the four styles, and develop strategies for collaborating more effectively with others.

1. DiSC Workplace Profile

2. Objectives
 Identify your own behavioral style using the DiSC
workplace profile system.
 Describe the main characteristics of the four primary
styles in the DiSC workplace profile system.
 Develop strategies for working together, more
collaboratively
 Have lots of fun!
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3. The DiSC
®
Workplace Profile
Introduction :
 Describes how people behave as they
respond to their environment
 Was first published in 1972, then evaluated
and updated in 1994 (DiSC
®
Classic 2.0)
 Provides information on:
‒ Your workplace priorities and performance
‒ Ways to connect better with colleagues
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4. Marston’s Model
Environmental and Personal Power
D
Marston’s Model
i
SC
Unfavorable,
More Powerful
Favorable,
Less Powerful
Favorable,
More Powerful
Unfavorable,
Less Powerful
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5. Interpreting Marston’s Model
High- D Sees an unfavorable
environment that they want to
overcome. Tries to change, fix or
control things, and are very open to
change.
High- i Sees a favorable
environment in which they can
influence others. Tries to
persuade, promote, or inspire
others.
High- S Sees a favorable
environment that they want to
maintain. Tries to be
cooperative, supportive, and
agreeable while keeping things
stable.
High- C Sees an unfavorable
environment that they do not want
to try to change. Tries to work
within established guidelines, rules
& procedures to ensure accuracy
and quality.

6. Pure Styles DiSC Model
Recognizing Others
Questioning
Logic Focused
Objective
Skeptical
Challenging
Accepting
People Focused
Empathizing
Receptive
Agreeable
Active
Fast Paced
Assertive
Dynamic
Bold
Thoughtful
Moderate Paced
Calm
Methodical
Careful
D i
SC

7. DiSC Humor!
Getting on a busy elevator:
 The “D” walks up, gets on the elevator and pushes
the button to close the door
 The “i” lets others in and says “always room for one
more, we’ll wait for you”
 The “S” will wait in line, moving from one line to
another, unable to make a decision
 The “C” will get on, if it’s too crowded, counts the
people and if over the limit, make someone get off

8. Successful People
 Understand themselves and how their behavior affects others
 Know how to maximize on what they do well
 Have a positive attitude about themselves which causes
others to have confidence in them
 Know how to adapt their behavior to meet the needs of other
people and particular situations

9. Interpreting Your Personal Profile
To interpret your personal profile, there are three
important factors you can determine:
 Your primary and secondary behavioral styles
 The intensity of each dimension
 Your main behavioral tendency
 Please read page 4 in your profile

10. Rules About Others
 Different = Wrong
 Different = Different
There is richness in diversity…

11. Motivating Principles
 People do things for their reasons, not yours
 A strength over-used can become a weakness
 The more we know about each other, the better
we can communicate
 The better we communicate, the better we work
together

12. Recognize Styles of Others
Key Points
A strategy to becoming effective with others is the
ability to recognize their behavioral styles.
 People-reading is a technique used to help
identify the different styles.
 Use the knowledge about the style to better
interact with them.

13. How does your
behavior affect the team?

14. Behaviors
Behaviors are:
 Situational-based
 Observable
 Flexible
 Dynamic
 Based on thoughts and beliefs

15. High D
Dominant | Direct | Decisive
Gets things Done
 Tell it like it is, can be blunt
 Likes to be in charge, fix things
 Make a decision and move on
 Early adapters, want cutting edge
“ Once I thought I was wrong, but I was mistaken”
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16. High D Behavioral Tendencies
 High Ego
 Results Oriented
 Basic Fear: Being taken advantage of or
loss of control
 Under Pressure: May show lack of concern
for others view or feelings
 Motivated by: Challenges
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17. High i
Influencing | Interactive | Included
Intuitive About People
 A people-person
 Thinks out loud, likes to talk it out
 Likes recognition, can be self-promoting
 Strong need to be included, includes others
“ You’re the best… we couldn’t have done it with you! ”
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18. High i Behavioral Tendencies
 Eternal Optimist
 Use of Humor/Sarcasm to diffuse conflict because
they want to be liked so much
 Basic Fear: Social rejection
 Under Pressure: Can become emotional
 Motivated by: Social recognition
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19. High S
Steady | Security | Supportive | Systematic
 Likes security
 Predictable, loyal and supportive
 Very systematic, process oriented
“It’s a lot easier to prevent fires than fight them”
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20. High S Behavioral Tendencies
 Reliable Performers
 Team Oriented, Best listeners of the 4 Types
 Basic Fear: Confrontation / Change
 Under Pressure: Can become overly willing to give
in or do the work themselves
 Motivated by: Good relationships
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21. High C
Cautious | Careful | Comprehensive | Compliant
Check and Re-Check Everything
 Courteous
 Good corporate citizen
 Will ask lots of questions, probing
 Finder of all typos, misprints and errors
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22. High C Behavioral Tendencies
 Practical, task oriented
 Analytical, attentive to details, willing to stick
with it until gets the right answer
 Basic Fear: Criticism of their work
 Under Pressure: Can become overly critical of
self and others
 Motivated by: Correctness and Quality
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23. DiSC Humor!

24. Motivators & Stressors
 Please read page 6 in your profile
 Pair up
 Describe situations that have involved a stressor.
o Employee attendance
o Lack of results
o Manager communication style
o Other

25. DiSC Humor!
Ask for something on their desk:
 The “D” has a messy desk, and says:
“it’s here somewhere – you look for it!”
 The “i” says: “I’m busy right now, give me a few
minutes and I’ll get back to you.” They don’t know
where it is… but won’t admit it
 The “S” has everything filed in alphabetical,
chronological, color or numerical code
 The “C” says: “It’s the third thing down in that pile.”
The desk may be messy, but they know where
everything is!

26. Break Out Session
Why You Do the Things You Do?!
 Behavioral Strengths We Contribute…
 When you communicate with us, be sure to…
 Others may find us difficult because we…
 We tend to avoid...

27. Keys for Relating to “D” Behaviors
Likes others to be direct, open to their need for results
Try to:
 Make communication brief, stick to the point
 Be clear about expectations, eliminate time wasters
 Respect their need for autonomy
 Show your competence and independence
Be prepared for:
 Blunt and demanding approach
 Lack of empathy or sensitivity
 Little social interaction

28. Keys for Relating to “i” Behaviors
Likes others to be honest, recognize contributions
Try to:
 Approach them informally, be relaxed and sociable
 Let them verbalize thoughts and feelings
 Keep the conversation light, use humor
 Give public recognition for individual accomplishments
Be prepared for:
 Attempts to persuade or influence others
 Need for the “lime light” or over-estimating self
 Vulnerability to perceived rejection

29. Keys for Relating to “S” Behaviors
Likes others to be relaxed, agreeable, appreciative
Try to:
 Be logical and systematic in your approach
 Provide a consistent environment
 Allow them to slowly move into change
 Use sincere appreciation, show their importance to group
Be prepared for:
 Friendly approach to colleagues and supervisors
 Difficulty prioritizing and meeting deadlines
 Resistance to change

30. Keys for Relating to “C” Behaviors
Likes others to give details and value accuracy
Try to:
 Give clear expectations and deadlines
 Show dependability, loyalty, allow precedent to be a guide
 Be precise and focused, value high quality work product
 Be tactful and emotionally reserved, minimize socializing
Be prepared for:
 Desire to double check and verify everything
 Resistance to vague or general information
 Little need to affiliate with other people

31. DiSC Humor!

32. Style Effectiveness
 Strengths
 Limitations
 Developmental Focus

33. DOMINANCE
Strengths may include:
 Comfortable in leadership role
 Quick decision maker
 Direct, people know where they stand with you
Limitations:
 May seem intimidating, insensitive or impatient to others
Developmental Focus:
 Tone down directness, probe and ask more questions
 Develop patience, be more collaborative
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34. INFLUENCE
Strengths may include:
 Enthusiastic, inspiring, approachable, open door policy
 Effective at solving people problems
 Patient, understanding
Limitations:
 Not enough detail in directions, lack of follow through
Developmental Focus:
 Become more organized
 Set realistic deadlines
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35. STEADY
Strengths may include:
 Promoting teamwork, collaborative team player
 Good listeners, responsive to others needs, diplomatic
 Consistent, detail oriented and focused on accuracy
Limitations:
 Overuse of kindness, conflict avoidance, risk averse
Developmental Focus:
 Flexibility, innovative new ways of problem solving
 Assertiveness, challenge self and others
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36. CONSCIENTIOUS
Strengths may include:
 Good organizational citizen, rule/law abiding, businesslike
 High quality work product, very attentive to detail, precise
 Communication, courteous, conventional
Limitations:
 Perfectionistic, over-attentive to the insignificant
Developmental Focus:
 Engage others, foster communication and creativity
 Comfortable with certain levels of ambiguity
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37. Strengths Overused
Strengths overused can become weaknesses:
 D – who is good at directing and deciding, may become
autocratic, less collaborative and facilitative
 i – who is good at promoting and persuading, may
oversell and manipulate, especially using emotions
 S – who is steady and agreeable, may give in despite
their needs, can be perceived as disengaged
 C – who is good at analyzing and checking, may
become uncompromising and indecisive

38. Group Activity
Draw your:
 Ultimate automobile
 Ideal office
 Ideal dog
• 15 minutes
• Flipchart
• Spokesperson
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39. Ground Rules
 Do Not: Nudge others to change; pigeon-hole
or stereotype colleagues; flaunt your knowledge
or style; or use your profile as an excuse for
negative behavior
 Do: Learn to recognize positive characteristics in
others; capitalize on their strengths; and tell
them what you appreciate about them or their
work
Group Activity

40. Activity – Learning About Others
 Coworker
 Page 7 description
 Increase effectiveness
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41. Basic Concepts
 Similar styles tend to be socially compatible
 Work task effectiveness is strengthened by
mixing different styles
 Mixing different styles may result in
interpersonal conflicts
 We can effectively work together with all
styles provided certain conditions exist…

42. Mutual Respect
Mutual Trust
Willingness to Adapt
Basic Concepts

43. Impact to the Business
 Linking this program to the business:
o Results
o Process
o Relationships
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