An overview of DiSC behavioral model and some practical advice on applying DiSC to your everyday working life, based on the materials from http://manager-tools.com/

1. DiSC Model in Practice
How To Deal With People You Can’t
Stand

3. Background
• William Marston: theory, 1920s
• Walter Clarke, John Geier: assessment tool,
1950s
• More behavior-oriented than MBTI and
similar models.
• Used for industrial assessments.

4. High D: Dominant
• Also: Drive
• Achieves success by taking decisive actions
towards their goal.
• Strengths: comfortable in a leadership role,
problem solver, can make tough decisions, not
afraid to confront issues, sees change as a
challenge, stays focused on the mission.
• Limitations (Others may see): intimidating,
insensitive, brusque, impatient, intolerant,
unapproachable
• Margaret Thatcher

5. High I: Influencing
• Also: Inducement
• Achieves success by persuading others to
work with them towards the goal.
• Strengths: always available for others,
inspiring to be around, spreads positive
attitude, praises others.
• Limitations (Others may see): tasks fall
through the cracks, projects don’t get
finished, lacks organization
• Bill Clinton

6. High S: Steady
• Also: Submission
• Works with others as part of a team to
achieve success
• Strengths: good team player, empathetic to
others’ needs, methodical, good listener,
easy to get along with, appreciative of
others, praises.
• Limitations (Others may see): indecisive,
indirect, resistant to change, sometimes
worn down by others’ problems.
• John Paul II

7. High C: Conscientious
• Also: Compliance, Caution
• Works within rules and procedures to ensure
success.
• Strengths: thorough, follows standards
accurately, conscientious, diplomatic, accurate,
fair (because following the rules does that).
• Limitations (Others may see): overly concerned
with perfection, aloof, delay decisions, wants
more data, “fussy about minor issues”.
• Bill Gates

8. Sample DiSC Graph

9. Mixed Types

10. Transitions
HARD
EASY
HARD
EASY

11. How to Detect Them
• Assertive vs. Reserved; People vs. Task
• Assertive: Move Fast, Talk Louder, Talk Fast,
Interrupt (D & I)
• Reserved: Speak Slower, Less Loudly, Never
Interrupt (S & C)
• People Focused: Talk About Themselves Or
Others, Friendly, Warm, Smiling (I & S)
• Task Focused: Focus On Tasks, Work,
Processes, Systems, Seldom Smile (D & C)

12. How to Deal with Them
• Focus On Behavior
• Be Less Of Yourself
• Do Like They Do
• Do Not Judge Or “Read Their Minds”
• Avoid Emotional Reactions
• Adjust Your Energy
• Learn To Imitate Outward Behaviors

13. Assertiveness: Interrupt or Pause
• When You’re Talking, Pay Attention To
How Quickly They Speak
• Do They Start Talking Before You’re Done
Or Wait For You To Finish?
• If Someone Interrupts And You Do Not,
Interrupt More To Reduce Differences
• If You Interrupt And You’re Talking To
Someone Who Pauses, Slow Down

14. People/Task: Smile or Not
• People Focused People Tend To Smile
More
• Count Their Smiles
• Compliment Them And See If They Smile
In Reaction
• Smile More With People Who Smile At
You
• Smile Less With Those Who Do Not

15. How to Detect by Email
• Assertive: too quick for attachments.
• Reserved: take time to read and write.
• People-oriented: names, salutations,
signatures.
• Task-oriented: rarely use names.
• NB: Very hard to diagnose if sent from
smartphone.

16. Email from Other People
• High D: doesn’t use names, very brief.
• High I: emotional typography, smileys,
uses names a lot, informal.
• High S: long, personal, uses names.
• High C: precise, structured, thorough,
uses bullets.

17. Email to Other People
• High D: brief, BLUF, begin with questions,
no attachments or explicit reference.
• High I: greet them by name, ask how
they’re doing, compliment them, no
attachments or explicit reference.
• High S: same as High I, attachments OK.
• High C: include all details, state deadlines,
tell them you’re OK with imperfect answer /
guess, names unnecessary.

18. Correlations with Adizes
Management Styles

19. Correlations with (Typical IT) Roles

20. Correlations with Gerchikov
Motivation Models

21. Further Resources / Special Thanks
To
Mark Horstman
http://manager-tools.com/