The second slide presentation in a series I teach on DiSC Profiles. This presentation is intended for use in a classroom setting and deals with DiSC Profiles in conflict mode. Want to know more? Please contact me by email or on LinkedIn to discuss arrangements for a presentation on DiSC profiles to your organization. Link: Free Online DISC Assessment at: https://free.peoplekeys.com.

1. DiSC Communication
Gaining Greater Understanding

2. Why?
To Avoid Train Wrecks!

3. Communication Styles
First, seek to understand yourself,
then to understand others.
What are some ways we can increase our understanding in
relationships and communication?
Most communication (70-90%) is through non-verbal body
language.
How might learning more about non-verbal communication help?
EXAMPLES?

4. Communication Styles
Why Do We Communicate?
Pain or pleasure?
• To get something we want (+)
• To avoid things that cause problems (-)
• For attention
• To show distress
• To show preference for what we like or don’t like

5. What’s Driving My Decisions?
• Attitudes are our driving force. It’s how we think that
influence our choices. For example, you may not feel like
getting up early one morning, but you make a conscious
choice to do so to meet a commitment. This choice may
be motivated by your values or your needs.

6. Communication Styles
Why Do We Do What We Do?
Key Points Affecting Behaviors – Generally these factors
are outside of their DiSC profile.
OUTSIDE FACTORS:
• Cultural Background
• Environment
• Education
• Religion
• Health and/or Addictions
• Work Experience
• Finances

7. Communication Styles
Why Do We Do What We Do?
Key Points Affecting Behaviors – These factors are all
components of a person’s DiSC profile.
INSIDE FACTORS:
• Inherited Personality Traits (DiSC)
• How One Thinks (DiSC)
• One’s Ability to Communicate (DiSC)

8. Communication Styles
Why Do We Do What We Do?
KEY POINT: What you think is happening is more
important than what is happening.
You act and feel in certain ways because of how you
view things happening around you. Your picture may
be slightly distorted or just plain wrong. It may be
right. However, it doesn’t matter, because you act on
how you think things are.

9. Communication Styles
Conflict Arising From Feelings of Disrespect
Disrespect and the resulting loss of control over
decisions are the top reasons for conflict— and can
cause feelings of fear (anger), panic, frustration and
insecurity.
How can you de-escalate the situation?

10. Communication Styles
How can you de-escalate the situation?
Respectis communicated by
paying close attention to people’s
feelings and preferences. It is shown by
giving appropriate feedback without
judging, asking appropriate clarifying
questions, using positive verbal, body
language, active listening skills, making
time to be with the person, and finding
out how that person defines respect.

11. Communication Styles
• D= Dominance
High D’s are ready outgoing communicators. You can
recognize them by their confident and forceful style.
Without “awareness” training, they also tend to speak more
than they listen and tell more than they ask. D’s are likely to
make strong statements, be extremely direct and to the point
–and can be blunt. They tend to speak quickly and at a
relatively high volume. Their body language is quick and
energetic.
Who do you know who is this style?

12. Communication Styles
• I= Influence
High I’s are outgoing and demonstrate considerable verbal
dexterity. You can recognize them by their energetic expression.
Engaging and effective motivators, they possess a natural ease in
communication. Their speech tends to be adaptive, informal,
filled with stories, anecdotes and personal reactions. They often
digress from the primary topic of conversation. They speak with
lots of inflection and variety, are animated, use facial expressions
and exhibit much hand/body movement. They are contact
oriented and often touch people when speaking to them.
Who do you know who is this style?

13. Communication Styles
• S= Steadiness
High S communicators are known for being natural
listeners. You can recognize them by their steady, low-level
delivery and less forceful tone of expression. In general,
they speak more slowly and at a lower volume than a D or I.
They ask more questions than they state, and tend to reserve
opinions until they have processed the information. Their
body language is relatively deliberate and controlled.
Who do you know who is this style?

14. Communication Styles
• C= Compliant
High C’s communication tends to be fact and task-oriented.
More formal and reserved, they rarely share their feelings.
They are sometimes people of few words, asking questions
rather than making statements, but at other times can
overwhelm with facts and details. High C’s speak with less
inflection and fewer variations in pitch. They tend to speak
more slowly and at lower volumes. Their body language is
restrained and deliberate, as to not giveaway any
information until they have processed it and decided.
Who do you know who is this style?

15. A Style Recommendation
Thoughtful empathy is the best
strategy in all communication
situations.
• Be aware of their preferences,
situation, environment, timetable,
style and their needs. Understanding
their expectations is also helpful.

16. Style Tendencies
D
• High Sense Of Personal Self-Esteem/Worth
• Task-Oriented
• Motivated By Directness
• Basic Fear- Being Taken Advantage Of
• Basic Flaw- Lack of Concern For Others Views/Feelings

17. Style Tendencies
I
• Highly Optimistic
• People-Oriented, Relationship-Oriented
• Motivated By Social Recognition/Appreciation
• Basic Fear- Social Rejection
• Basic Flaw-Disorganized

18. Style Tendencies
S
• Highly Pragmatic, Team Player
• People-Oriented and Relationship-Oriented
• Motivated By Proven Established Practices
• Basic Fear- Loss of Stability
• Basic Flaw- Possessiveness, Stubbornness, Willingness to
Receive

19. Style Tendencies
C
• Values Accuracy, Precision, Quality-Control
• Task-Oriented
• Motivated By Adherence to Standards
• Basic Fear- Criticism Of Their Work
• Basic Flaw-Overly Critical Of Self And Others,
Demanding

20. Reserved

21. Style Desires
•D
Authority Challenge Prestige
Freedom Variety Growth Opportunities
Ideas Results Bottom-Line Answers
-Provide direct answers, to the point -Outline solutions to get results
-Ask “what” questions -Stick to business at hand
-Outline bullet points -Stress logic of featured ideas
Stick to business -Stress benefits to solutions

22. Style Desires
•I
Recognition Freedom from Control Prestige
Favors Freedom from Detail Inclusion
Ideas Action/Experiences Socializing
-Provide favorable and friendly environment -Opportunity to verbalize ideas
-Provide details in writing -Provide performance incentives
-Provide a participatory relationship -Offer ideas for turning talk
-Help with time management, gently into action

23. Style Desires
•S
Security Time to Adjust Identification w/group
Appreciation Sincere Interest Repeated Work Patterns
Specialization Limited Territory Clear Procedures
-Focus on “how” questions -Be patient in drawing out their goals
-Sincere interest in them as a person -Value their work abilities
-Clearly state goals, roles, procedures and their place in overall plan.
-Present departures in a non-threatening manner to give them time to adjust.
-Emphasize how their role will minimize risk and enhance current practices.

24. Style Desires
•C
Cautious Controlled Environs Needs Reassurance
Specificity Precise Expectations Work Autonomy
Systematic Fact-Based Decisions Explanation
-Provide logical factual answers that are to the point: Pros and Cons!
-Support ideas with accurate data
-Be prepared to explain in detail in a patient, persistent and diplomatic manner.
-If agreeing, be specific. If disagreeing, emphasize disagreement is with the facts,
not the person. -

25. Style Tendencies
The Ideal D i S C Team!
• High D - who will generate ideas and insist on results
• High I - who will go out and promote those ideas
• High S - who will make certain plans are carried out and
will bring stability to the group
• High C - who will make certain that key details are
covered and the project is done well.

26. Style Tendencies
Power in the ideal D i S C Team!
• Make no mistake about shared power.
• To assume otherwise is to take a risk at your own peril.
• Yes, D’s and I’s have more perceptible influence based on their
characteristics.
• The S’s and C’s have a quiet power based on their profiles for
modes of operation and factual astuteness. That is a balancing
influence overcoming D and I verbosity. Underestimate them
at your own peril.

27. BreakOut
The Platinum Rule
• Do unto others according to their
DiSC style, not yours!

28. Thanks!

29. What DiSC are you?
Let’s Get To Know One Another Better!
maryjaneclark1@gmail.com