Understanding

Behavior
Styles
DISC Personal Profile

Understanding Behavior Styles

utilizes the
“DISC Personal Profile”
 Objectives
At the end of this session, you will be able to:
 Identify your work behavioral style.
 Increase your appreciation of different work
styles.
 Identify and minimize potential conflicts with
others.
 Create the motivational environment most
conducive to success.
 JoHari Window

Open
I Know
You Know
 JoHari Window

Open Hidden
I Know I Know
You Know You Don’t Know
 JoHari Window

Open Hidden
I Know I Know
You Know You Don’t Know

Blind
I Don’t Know
You Know
 JoHari Window

Open Hidden
I Know I Know
You Know You Don’t Know

Blind Unknown
I Don’t Know I Don’t Know
You Know You Don’t Know
 JoHari Window

Open Hidden
I Know I Know
You Know You Don’t Know

Blind Unknown
I Don’t Know I Don’t Know
You Know You Don’t Know
 Description of
the Personal Profile Survey
• The Personal Profile System is not a test.
• There are no “bad” survey results.
• It measures your self-perception.
• It describes only normal behavior.
• It is an educational tool, not a clinical tool.
• Interpretations describe tendencies of behavior
Description of Survey, continued

The survey contains 3 levels of interpretations:

• General Highlights
• Dimensional Intensity Index
• Classical Profile Pattern
Four Basic Profiles
D Dominance
I Influence
S Steadiness
C Compliance
 Behavioral Characteristics of
“D” - Dominance
Decisive actions and Low tolerance for
decisions feelings and attitudes
Likes control Works quickly and
impressively alone
Dislikes inaction
Seeks esteem, self-
Prefers maximum
actualization
freedom to manage
Administrative skills
Cool, independent,
competitive
 D
D
High
High Behavioral
Behavioral Tendencies
Tendencies

 High ego strength

 Impatient
 Change agent
 Fears being taken advantage of
 Motivated by directness, confrontation
 D
D
Some
Some Descriptors
Descriptors
~ Restless ~ Vigorous
~ Competitive ~ Causes action
~ Independent ~ Tends to dominate
~ Self-reliant ~ Pioneering
~ Wants immediate ~ Wants direct answers
results ~ Outspoken
~ Adventurous ~ Strong-willed
~ Assertive ~ Wants freedom from control
~ Likes power and & supervision
authority ~ Decisive
~ Likes prestige and ~ Persistent
challenge ~ Argumentative
 D
D
Negative
Negative Conditions
Conditions

Require following policies and procedures

Tell them exactly how you want the job done.
Give them lots of examples to make your
points understood.
Require documentation for everything.
 D
D

What
What to
to Remember
Remember

A high “D” may want authority,

challenges, prestige, freedom,
varied activities, difficult
assignments, logical approaches
and an opportunity.
 Behavioral Characteristics of
“I” Influence
Spontaneous actions Jumps from one
and decisions activity to another
Likes involvement Works quickly and
excitingly with others
Dislikes being alone
Seeks esteem and
Exaggerates and
belonging
generalizes
Persuasive skills
Dreams and gets others
to dream with them
 II
High
High Behavioral
Behavioral Tendencies
Tendencies
 Very emotional
 People oriented
 Disorganized
 Fears loss of social approval
 Motivated by flattery
 II
Some
Some Descriptors
Descriptors
~ Inspiring ~ Likes participating in
~ Convincing groups
~ Likes change ~ Often dramatic
~ Playful ~ Likes working with people
~ Wants freedom from ~ Likes recognition for
detail accomplishments
~ Charming ~ Generates enthusiasm
~ Exciting & stimulating ~ Likes stimulating others
~ Wants freedom of ~ Desires to help others
expression ~ Persuasive
~ Talkative ~ Confident
 II
Negative
Negative Conditions
Conditions

Assign tasks that require long periods of

intense concentration.
Place them in a work environment that
requires them to always be serious.
Assign very detailed tasks to them.
Place in a non-participating environment
 II

What
What to
to Remember
Remember

A high “I” may want social recognition,

popularity, people to talk to, freedom from
control and detail, favorable working
conditions, recognition of abilities, an
opportunity to help others and a chance to
motivate others.
 Behavioral Characteristics of
“S” - Steadiness
Makes decisions Doesn’t pay much attention
carefully to goal setting
Likes close personal Has ability to gain support
relationships from others
Dislikes interpersonal Works slowly and cohesively
conflict with others
Supports and actively Seeks security and belonging
listens to others Counseling skills
 SS
High
High Behavioral
Behavioral Tendencies
Tendencies

 Loyal
 Family oriented
 Possessive
 Fears loss of security
 Motivated by use of traditional procedure
 SS
Some
Some Descriptors
Descriptors
~ Dislikes conflict ~ Neighborly
~ Takes time to listen ~ Expects credit for
~ Likes security and stability accomplishments
~ Obedient & thorough ~ Considerate of other’s needs
~ Takes time to make ~ Wants to be appreciated
decisions ~ Minimal work
~ Wants others to agree infringements on home life
~ Accommodating ~ Wants guarantees before
change
~ Patient with others
~ Likes status quo unless given
~ Demonstrates loyalty reason for change
~ Satisfied and generous
 SS
Negative
Negative Conditions
Conditions

Give assignments that require them to place

pressure on others.
Give assignments that require a different
approach each time they are done - give them
guidelines.
Place them in conflict situations.
 SS

What
What to
to Remember
Remember

A high “S” may want status quo,

security of situation, time to adjust,
appreciation, identification with
group, limited territory, and areas of
specialization.
 Behavioral Characteristics of
“C” - Compliance
Cautious actions and Wants to be right,
decisions relies on data
collection
Likes organization, structure
Works slowly &
Dislikes involvement
precisely alone
Ask questions with specific Seeks security, self-
detail actualization
Prefers objectives, task Problem solving skills
oriented work environment
 C
C
High
High Behavioral
Behavioral Tendencies
Tendencies
 Perfectionist
 Sensitive
 Accurate
 Fears criticism, especially of their work
 Motivated by being permitted to proceed the
“right way”
 C
C
Some
Some Descriptors
Descriptors
~ Orderly ~ Checks for accuracy
~ Diplomatic ~ Soft spoken
~ Agreeable ~ Likes status quo, unless
~ Obliging assured of quality control
~ Accuracy ~ Prefers no sudden or abrupt
changes
~ Humble
~ Performs precise work
~ Devout
~ Respectful
~ Utilizes critical thinking
~ Follows prescribed directive &
~ Likes controlled standards
circumstances
~ Well-disciplined
~ Likes assurance of security
~ Cautious
 C
C
Negative
Negative Conditions
Conditions

Require quick decisions on important matters.

Require them to enforce unpopular rules.
Place them in unstructured situations where
no performance guidelines exist.
Don’t allow enough time to check for accuracy.
 C
C

What
What to
to Remember
Remember

A high “C” may want security, no

sudden changes, personal attention,
little responsibility, exact job
description, controlled work
environment, status quo, reassurance,
and to be a part of a group.
 When Working with a “D”
• Be clear, specific, brief and to the point.
• Stick to business
• Come prepared with all requirements, objectives,
support material in well organized “package”.
• Present the facts logically, plan your presentation
efficiently.
• Ask “what”, not “how”.
• Provide alternatives & choices for making their
own decisions.
Working, continued . . .
• Provide facts & figures about probability of success,
effectiveness, options.
• If you disagree, take issue with facts, not the person.
• If you agree, support results, not the person.
• Motivate and persuade by referring to objectives and
results.
• Outline possibilities for person to get results, solve
problems, be in charge.
• After talking business, depart graciously.
 When Working with an “I”
• Provide favorable, friendly environment.
• Leave time for relating, socializing.
• Provide chance for them to verbalize about ideas, people
and their intuitions.
• Provide details in writing, but don’t dwell on them.
• Ask for their opinions, ideas regarding people.
Working, continued . . .

• Provide ideas for implementing action

• Provide time for stimulating and fun activities.
• Provide testimonials of experts on ideas.
• Offer special, immediate and extra incentives for
their willingness to take risks.
 When Working with an “S”

• Start, however briefly, with a personal comment.

Break the ice.
• Show sincere interest in them as people. Find areas of
common involvement; be candid and open.
• Patiently draw out personal goals, and work with them to
achieve these goals; listen, be responsive.
• Present your case softly, non-threateningly.
• Ask “how” questions to draw their opinions.
Working, continued . . .

• If you agree easily, look for possible areas of early

disagreement of dissatisfaction.
• If you disagree, look for hurt feelings, personal reasons.
• Move casually, informally.
• Define clearly (preferably in writing) individual
contributions.
• Emphasize how their actions will minimize their risk.
 When Working with a “C”
• Prepare your “case” in advance.
• Provide straight pros and cons of ideas.
• Stick to business. Support ideas with accurate data.
• Make an organized contribution to their efforts; present
specifics and do what you say you can do.
• Take your time, but be persistent.
• Draw up a scheduled approach to implementing actions
with step-by-step timetable; assure them that there
won’t be surprises.
Working, continued . . .

• If you agree, follow through.

• If you disagree, disagree with the facts, not the person.
• Give them time to verify reliability of your action; be
prepared to provide many explanations in a patient,
persistent manner.
• Provide solid, tangible, practice evidence.
• Indicate guarantees over long period, but provide
options.
When Working with a “D”, don’t . . .
• Don’t ramble on or waste their time.
• Don’t try to build personal relations.
• Don’t forget or lose things; don’t be disorganized or
messy; don’t confuse or distract their mind from
business.
• Don’t leave loopholes or cloudy issues - if you don’t want
to be zapped.
• Don’t ask rhetorical questions, or useless ones.
• Don’t come with a ready-made decisions,
nor make it for them.
Don’t, continued

• Don’t speculate widely or offer guarantees or

assurances.
• If you disagree, don’t let it reflect on them
personally.
• If you agree, don’t reinforce with “I’m with you”.
• Don’t direct
d or order.
• Don’t do an “epilogue” bit after finishing business.
When Working with an “I”, don’t . . .
• Don’t legislate, muffle or stop gaps.
• Don’t be curt, cold or tight-lipped.
• Don’t drive on to facts and figures, alternatives,
abstracts.
• Don’t leave things hanging in the air, or they’ll hang
there.
• Don’t waste time trying to be impersonal, judgmental,
task-oriented.
Don’t, continued

• Don’t dream” with them, though, or you’ll lose

time.
• Don’t kid around too much, or “stick” to the
agenda too much.
• Don’t talk down to them.
• Don’t be dogmatic.
When Working with an “S”, don’t . . .
• Don’t rush headlong into business or the agenda.
• Don’t stick coldly or harshly to business. On the
other hand, don’t lose sight of goals by being too
personal.
• Don’t force them to respond too quickly to your
objectives; don’t say “Here’s how I see it”.
• Don’t be domineering about facts and figures, they
will not participate in debate.
Don’t, continued
• Don’t manipulate or bully about facts and figures.
They will not participate in debate.
• Don’t patronize or demean by using subtlety or
invective.
• Don’t be abrupt or rapid.
• Don’t be vague. Don’t offer opinions and probabilities.
• Don’t offer assurances and guarantees you can’t fulfill.
When Working with a “C”, don’t . . .
• Don’t be disorganized or messy.
• Don’t be
b circuitous, giddy, casual, informal.
• Don’t rush
r the decision-making process.
• Don’t be
b vague about what’s expected of either
of you; don’t fail to follow through.
• Don’t dilly-dally.
d
• Leave things to change or luck.
Don’t, continued
• Don’t provide special personal incentives.
• Don’t threaten, cajole, wheedle, coax,
whimper.
• Don’t use testimonies of others or unreliable
sources; don’t be haphazard.
• Don’t use someone’s opinion as evidence.
• Don’t use gimmicks or clever, quick
manipulations.
 Style Modification
INCREASE your “D” DECREASE your “D”
• Express emotions (emote) • Ask for opinions of others.
more often,
• Negotiate decision-making.
• Make faster decisions.
• Listen without
• “Tell” more often. interrupting.
• “Ask” less often. • “Control” less.
• Allow others to assume
leadership.
 Style Modification
INCREASE your “I” DECREASE your “I”
• Be more outgoing and • Talk less.
friendly.
• Restrain your enthusiasm.
• Be more enthusiastic.
• Made decisions based on
• Express emotion (emote) facts.
more often.
• Get to the point.
• Spend time on
relationships.
 Style Modification
INCREASE your “S” DECREASE your “S”
• Initiate conversation. • Make quicker decisions.
• Be more loyal. • Be willing to take risks.
• Act on your convictions. • Listen to others.
• Work on your listening • Become more self-
skills. sufficient.
• Become more apathetic.
 Style Modification
INCREASE your “C” DECREASE your “C”
• Make non-emotional • Be less concerned about
decisions. control and security.
• Gather information, • Relax your standards.
define, clarify, test your
assumptions.
• Open yourself more to
emotional appeals.
• Develop standards.
Thank You…..