DISC

Communicating with Style

Presented by:

Index
3

Module 1: Introduction to DISC Basics

Dominance

Influence

10

Steadiness

12

Compliance

15

Module 2: Reading & Interpreting the Graphs

21

Module 3: The Success Insights Wheel

22

Eight Core Styles Reference Page

27

Module 4: Recognizing & Adapting

30 Adapting Strategies

Information adapted from various TTI Success Insights resources, www.ttisuccessights.com.

Module 1:
Introduction to DISC Basics
Learning Objectives

Understand the basics of the DISC model

Understand the benefits and guidelines for learning and applying the language

Identify and discuss what each D, I, S, and C factor represents, including the
descriptors related to each factor

Benefits of Learning the Language

DISC Applications
Coaching

Observation Learn to recognize others

behavior styles

Communication

Communication Learn how to adapt to

increase the effectiveness of your
communication

Team Building

DISC

Self-Awareness Learn your own

behavior style

Leadership

Conflict Management
Recruitment/
Selection
Change Management

Career Development

DISC Language Rules

Rule #1 Use and discuss the language with only those
that know the language
Rule #2 Exhibit your knowledge of the language by
knowing your behavioral style, silently
recognizing other peoples style and then
adapting for greater communication
Rule #3 Teach others the language in a setting where
appropriate time is available for understanding

DISC Should not be used to

Label people as only D, I, S, or C

Pigeon-hole people by their style

Make others wrong for their style

Justify your own behavior

Activity
Put a + near any words that elicit a positive emotion for you and put a near any words that elicit a
negative emotion.
Risk-taker
Passive
Persistent
Perfectionist
Trusting

Steady
Predictable
Bold
Confident
Aggressive

Evasive
Spontaneous
Problem-Solver
Talkative
Accommodating

Analytical
Sensitive
Methodical
Competitive
Political

You learn the most by interacting with people who are the least like you.

~ Bill Ochalek

DISC is

Observable Language

Universal Language

Neutral Language

Silent Language

Success Discovery Process

Reflect and Share
Two part exercise:
Part I (5 minutes): Read pages 2 and 3 of your report. Put a + near a few statements you believe to be
true and help you to be successful at work. Put a near any statements that you believe to be true
and may challenge your ability to be successful at work.
Part II (7 minutes): In your group, discuss the accuracy of your report. Share a few statements and
discuss how they help/hinder you at work.

Dominance

Influence

Steadiness

Compliance

measures how you respond to

People and
Influence
Others

Problems and
Challenges

DOMINANCE

Rules and
Procedures
Set By
Others

Change and
Pace
Yourself

Goal-oriented Decisive
Determined
Aggressive

Competitive
Direct
Forceful

Pioneering
Demanding
Ambitious

STRENGTHS
Bottom-line

Forward looking

Competitive

Self-starters

Place high value on time

Tenacious

Strategic focus

Challenge status quo

Innovative

LIMITATIONS
Overuse their position

Argumentative

One-way communicators

Overstep authority

Confrontational

Set standards too high

Impatient with others

Not listen well

Lack tact and diplomacy

TENDENCIES
Wants to challenge and win
Needs to direct
Looking for results/efficiency
Conflict response is to fight back
Under stress are impatient

19%
EXT
Task

Emotion is anger

The High D

Famous D Examples
Political

Hillary Clinton

Actor

Tom Cruise

Sports Figure

Michael Jordan

International Figure

Donald Trump

Over Extension

Archie Bunker

The dominant director, the driver, the D

Unconquerable, demanding, aggressive, free
Brave, decisive, competitive, tough
Up to the task, direct, sometimes rough!
Quick to the draw, flip with the lip
Youll get it direct, straight from the hip
Theyll climb any mountain, nothings too high
They aim to succeed, whatever they try!
Results is the focus, press on to new heights
Along the way, expect a few fights
Dont take it personal, they just speak their mind
So pick up the pace, or get left behind!
You may smirk a little when you hear them rant
Of all that theyll win if their wish you will grant
Give them a challenge thats brave and bold
Stand back and watch as they bring home the
gold!
Randy Widrick

General Characteristics - Dominance

D
DESCRIPTORS:
Adventuresome
Competitive
Daring
Decisive
Direct
Innovative
Persistent
Problem Solvers
Result-oriented
Self-starters

VALUE TO THE TEAM:

Bottom-line organizers
Forward-looking
Challenge-oriented
Initiate activity
Innovative
POSSIBLE LIMITATIONS:
Overuse of position
Set standards too high
Lack tact and diplomacy
Take on too much, too soon, too
fast
EMOTION: Anger

TENDENCY UNDER STRESS:

Demanding
Nervy
Aggressive
Egotistical
Impatient
IDEAL ENVIRONMENT:
Freedom from controls, supervision, and
details
An innovative and futuristic-oriented
environment
Forum to express ideas and viewpoints
Non-routine work
Challenge and opportunity

D
Dominance

Influence
Steadiness
measures how you respond to

Problems
and
Challenges

INFLUENCE

People and
Influence
Others

Compliance

Rules and
Procedures
Set By
Others

Change and
Pace
Yourself

Charming
Inspiring
Sociable
Charismatic

Enthusiastic
Optimistic
Trusting

Confident
Persuasive
Popular

STRENGTHS
Creative problem solving

Verbalize ideas

Motivate others

Team players

Negotiate conflict

Like to have fun

Positive sense of humor

LIMITATIONS
Unrealistic in appraising people

Situational listeners

Trust people indiscriminately

Inattentive to details

Overuse emotions and gestures

Difficulty with managing time

Rely too much on verbal ability

TENDENCIES
32%

Wants to be liked
Needs to interact
Looking for fun/the experience
Conflict Response is to charm then run

EXT
People

Under Stress are emotional

Emotion is optimism
7

The High I

Famous I Examples
Politician

Bill Clinton

Actor

Robin Williams

Sports Figure

Lee Trevino

International Figure

Tony Robbins

Over Extension

Richard Simmons

Influencer, expressive, sanguine, the I

Lifes full of hope, the limits the sky
Enthusiastic, fun, trusting, charming
Confident, optimistic, popular, disarming.
Words smooth as cream as they talk to you
Winning you over to their point of view
A sparkling eye, a smile thats bright
In the dark of night, the I sees the light.
A people person with a need to be liked
Inspiring the team to continue the fight
Talking a lot while getting work done
Dont worry a bit, work should be fun.
A joke or two, expect a high five
The High I adds humor, keeps things alive
Turn them loose and watch whats done
The team is inspired to work as ONE.
-Randy Widrick

General Characteristics - Influence

I
DESCRIPTORS:
Charming
Confident
Convincing
Enthusiastic
Inspiring
Optimistic
Persuasive
Popular
Sociable
Trusting

VALUE TO THE TEAM:

Optimism & enthusiasm
Creative problem solver
Motivate others toward goals
Team players
Negotiate conflict
POSSIBLE LIMITATIONS:
Inattentive to details
Unrealistic in appraising people
Trust people indiscriminately
Situational listeners

TENDENCY UNDER STRESS:

Self-promoting
Overly optimistic
Gabby
Unrealistic
IDEAL ENVIRONMENT:
High degree of people contacts
Freedom from control & detail
Freedom of movement
Forum for ideas to be heard
Democratic supervisors with whom they can
associate
EMOTION: Optimism

D
Dominance

Influence
Steadiness
measures how you respond to

Problems
and
Challenges

STEADINESS

People and
Influence
Others

Compliance

Rules and
Procedures
Set By
Others

Change and
Pace Yourself

Patient
Stable
Loyal
Consistent

Sincere
Reliable
Friendly

Relaxed
Understanding
Trustworthy

STRENGTHS
Dependable workers

Great listeners

Work for a leader and cause

Calming presence

Empathetic and caring

Finish tasks started

Process-oriented

Long-term relationships

Service-oriented
LIMITATIONS
Yield to avoid controversy

Internalize feelings

Gives a false sense of compliance

Resist change

Difficulty with changing priorities

Not project a sense of urgency

Wait for orders or instruction

TENDENCIES
Wants closure

35%

Needs to be of service
Looking for security
Conflict Response is to tolerate

INT
People

Under Stress are stubborn

Emotion is non-emotion
9

The High S

Famous S Examples
Politician

Barbara Bush

Actor

Kevin Costner

Sports Figure

Cal Ripken

International Figure

Gandhi

Over Extension

Mr. Rogers

The steady relater, amiable, High S

Mild, laid back, patient, no stress
Stable, sincere, passive, serene
Great listening skills, an ace on the team.
Hard at work behind the scenes
Helping to do whats best for the team
Others will tire, the S will finish
Determined to stay till the task has diminished.
Loyal, devoted, theyll be here awhile
Jumping around just isnt their style
Wont leave a job until it is over
Finish one first, youre not a rover.
Acutely aware of peoples needs
Responding to personal hurts on the team
Although appearing slow in the jobs they do
When it comes to a team, the S is the glue.
Randy Widrick

General Characteristics - Steadiness

S
DESCRIPTORS:
Amiable
Friendly
Good Listeners
Patient
Relaxed
Sincere
Stable
Steady
Team Players
Understanding

TENDENCY UNDER STRESS:

Non-demonstrative
Unconcerned
Hesitant
Inflexible
POSSIBLE LIMITATIONS:
Yield to avoid controversy
Difficulty in establishing priorities
Dislike of unwarranted change
Difficulty dealing with diverse
situations

VALUE TO THE TEAM:

Dependable team players
Work for a leader and a cause
Patient and empathetic
Logical step-wise thinkers
Service-Oriented
IDEAL ENVIRONMENT:
Stable and predictable
Allows time to change
Long-term work relationships
Little conflict between people
Freedom from restrictive rules

EMOTION: Non-Emotional

10

D
Dominance

Influence
Steadiness
measures how you respond to

Problems
and
Challenges

COMPLIANCE

People and
Influence
Others

Change and
Pace
Yourself

Compliance

Rules and
Procedures Set
By Others

Accurate
Precise
Neat
Conscientious

Diplomatic
Courteous
Cautious

Quality
Perfectionist
Analytical

STRENGTHS
Maintain high standards

Ensure quality

Ask clarifying questions

Focus on the details

Objective (the anchors of reality)

Remain calm and rational

Diplomatic and tactful

LIMITATIONS
Defensive when criticized
Too critical of others
Hesitate to act without precedent
Get bogged down in details (analysis paralysis)
Overly intense for the situation
TENDENCIES
14%

Wants proof and evidence

Needs rules and procedures
Looking for information

INT
Task

Conflict Response is avoidance

Under Stress become critical
Emotion is fear
11

The High C

Famous C Examples
Politician

Al Gore

Actor

Barbra Streisand

Sports Figure

Tiger Woods

International Figure

Martha Stewart

Over Extension

Felix Unger

Compliant, analytical, melancholic, the C

Methodical, courteous, complete accuracy
Restrained, diplomatic, mature and precise
Accurate, systematic, those standards are nice.
Planning and organizing done to perfection
The smallest detail is no exception
Consistently clear and objective thinking
Gives the team top notch results without blinking.
And when it comes time to make a decision
Youd best have the facts to accomplish the mission
The C at your side with all the correct facts
Will assure the return on your investment wont lack.
Go by the book, follow the rules
Procedures are written, use the right tools
Standards are crucial, both now and later
In God we trust, all others bring DATA!
Randy Widrick

General Characteristics - Compliance

TENDENCY UNDER STRESS:

Pessimistic
Picky
Fussy
Overly critical

DESCRIPTORS:
Accurate
Analytical
Conscientious
Courteous
Diplomatic
Fact-finders
High standards
Mature
Patient
Precise

VALUE TO THE TEAM:

Maintain high standards
Conscientious and steady
Define, clarify, get information, and test
Objective the anchors of reality
Comprehensive problem-solvers

POSSIBLE LIMITATIONS:
Defensive when criticized
Get bogged down in details
Be overly intense for the situation
Appear somewhat aloof and cool

IDEAL ENVIRONMENT:
Needs critical thinking
Technical work/specialized area
Close relationships-few people
Familiar work environment
Private office or work area

EMOTION: Fear

12

Success Discovery Process

Natural Styles video
The facilitator will play short video clips of people with various high core indicator styles. Write
notes about what you see and hear in the videos that would indicate which core indicator style
best describes each person.
Notes:

Reintroduction Exercise
Take 5 minutes to look over page 4 of your report.
In your groups, share your values to the organization. Together, choose a top 3 for each person.
Each person should be prepared to introduce another member of the group and showcase 3 of
his/her values to the organization.
Notes:

13

Module 2:
Reading & Interpreting the Graphs
Learning Objectives

Understand the elements of the Style Insights Graph and how it is generated

Understand the difference between Natural and Adapted Behavior

Interpret Graph I and Graph II utilizing factor relationships and intensities

Interpret how someone is adapting by understanding factor movement

Style Insights Graph

24 instrument responses
Most, Least, Rank 4 option
>20,000 combinations

Reports based on 384 graphs

64% population = 16 basic graphs
36% population = remaining 368

graph

14

Tendencies

Dominance

HIGH

Extreme
Very

PROCEDURES

PEOPLE
PACE

ENERGY
LINE

PROBLEMS

Are
Tend to be

Tend to be
Are
Very

LOW

Extreme

Compliance

Influence

Steadiness

Driving
Demanding
Commanding
Unconquerable
Aggressive
Pioneering
Forceful
Competitive
Goal-oriented
Decisive
Assertive
Enterprising
Strong-willed
Determined
Direct
Ambitious
Purposeful
Responsible

Charismatic
Inspiring
Optimistic
Charming
Enthusiastic
Effervescent
Persuasive
Animated
Convincing
Outgoing
Demonstrative
Trusting
Poised
Warm
Friendly
Compassionate
Sociable
Personable

Non-expressive
Passive
Static
Systematic
Methodical
Deliberate
Habitual
Unhurried
Predictable
Consistent
Patient
Territorial
Steady
Stable
Unruffled
Serene
Composed
Relaxed

Moderate
Modest
Cooperative
Mild
Calm
Accommodating
Conservative
Cautious
Low-keyed
Agreeable
Cooperative
Undemanding
Peaceful
Unassuming
Humble
Unobtrusive
Docile
Meek

Factual
Flexible
Objective
Mobile
Cool
Active
Rational
Involved
Logical
Versatile
Discreet
Multi-tasking
Undemonstrative Eager
Reflective
Quick
Analytical
Energetic
Critical
Impatient
Calculating
Dynamic
Skeptical
Hurried
Detached
Intense
Introspective
Change Agent
Withholding
Impulsive
Contemplative Excited
Suspicious
Frenetic
Reclusive
Hyper-tense

Worrisome
Meticulous
Strict
Perfectionist
Critical
Cautious
Systematic
Accurate
Careful
Diplomatic
Compliant
Analytical
Orderly
Neat
Attentive
Conservative
Tactful
Balanced Judgment
Firm
Determined
Original
Self-reliant
Confident
Independent
Unconventional
Resourceful
Autonomous
Forward
Individualistic
Free-spirited
Bold
Radical
Fearless
Uninhibited
Revolutionary
Reckless

DISC Descriptors

The DISC Graph

15

Graph I vs. Graph II

Activity

Response to the
Environment: Adapting
Drop in D

I am too aggressive; I need

to give up control

Rise in D

I need to be more
competitive, direct,
forceful, and drive for
results

Drop in I

I question my value; not

safe to speak up

Rise in I

I need to be more friendly

and approachable

Drop in S

I need to juggle multiple

projects, increase my sense
of urgency, and be more
flexible

Graph I: Adapted Behavior vs. Graph II: Natural Behavior

Generated from your
Most Responses

Generated from your

Least Responses

Rise in S

I need to focus and

concentrate

Represents the Mask you

project to others

Represents your Natural

Behavior

Drop in C

I have increased selfesteem and less rules to

follow

Graph I is the Most

Changeable

Graph II is the Least

Changeable

Rise in C

I need to be careful; I better

follow the rules

Graph I is situational and

depends on your focus

Can change if you

experience a significant,
emotional event

Intelligence is the ability to adapt and change.

~ Stephen Hawking
16

Activity
The Combination Factor & Intensity of observable behavior
Look at your Graph II
Write the difference in % points between each pair of factors on your graph starting with the largest gap
List the descriptive words from pages 19 and 20 and read the associated paragraphs

Example:
I over C = 89*
(96-7=89)

Displayed SelfConfidence*

I over S = 51*

Sociability*

I over D = 30

Good Will

D over C = 59*

Independence*

D over S = 21

Sense of Urgency

S over C = 38

Persistence

_I_ over _C_

__96__ - __7__ = __89__ Descriptor _Displayed Self-Confidence___________

___ over ___

______ - _____ = ______ Descriptor _________________________________

___ over ___

______ - _____ = ______ Descriptor _________________________________

___ over ___

______ - _____ = ______ Descriptor _________________________________

___ over ___

______ - _____ = ______ Descriptor _________________________________

___ over ___

______ - _____ = ______ Descriptor _________________________________

___ over ___

______ - _____ = ______ Descriptor _________________________________

17

Intensity of Observable Behavior

The difference in percentage points between two factors (ex: D higher than I) on the Style Insights Graph
identifies noticeable behavior .The bigger the point spread the more noticeable the behavior.
Point Spread

Tendency

> 20

Strong

10-19

Moderate

<9

Weak

Accuracy of Verbiage
Will tend to be highly accurate
Will tend to be accurate
May not be accurate or too close
to call

D over I

Objectivity tend to be logical, critical, and indecisive in their approach to attaining goals.
Enjoy being challenged by problems requiring original thinking and approaches. Can be blunt
and aggressive with people will enjoy a good argument.

D over S

Sense of Urgency respond quickly to challenges and have flexibility in their approaches.
Tend to be versatile self-starters who respond rapidly to competition. Ready, fire, aim is
their approach to problem solving - driven to succeed.

D over C

Independence act decisively and boldly in the face of opposition. Forceful individuals, they
will take a stand and actively defend their position. Willing to take chances and will even
overstep authority gutsy risk-takers.

I over D

Good Will tend to behave in a poised, cordial manner, displaying social assertiveness in
situations perceived to be favorable and unthreatening. They tend to exude charm and strive
to establish rapport at first contact with people. Accommodating and obliging, they will resist
confrontation and avoid showdowns.

I over S

Sociability true extroverts who tend to seek out people and relationships. Outgoing and
variety-oriented, they display a sense of contagious optimism and try to win people over
through persuasiveness and emotional appeal have never met a stranger.

I over C

Displayed Self-Confidence confident and relaxed with others. Regardless of the situation
that may arise, they feel they have the ability to persuade people to their point of view. Not
threatened by others, they interact well even in social situations that may seem risky or
uncertain.
18

S over D

Patience tend to be steady, consistent individuals who prefer to deal with one assignment
at a time. Will most usually direct their skills and experience into areas requiring depth and
specialization.

S over I

Concentration tend to be focused, controlled individuals who move with moderation and
deliberateness in most undertakings. Under most stress, they will project an unruffled,
seemingly unconcerned appearance. Although they feel emotion, they tend not to show it
unfamiliar settings.

S over C

Persistence tend to be persevering individuals who are not easily swayed once their minds
are made up. Will set their own pace and stick with it. Can be rigidly independent, stubbornly
holding their ground. May be dogmatic in nature and extremely resistant to change.

C over D

Adaptability tend to act in a careful, conservative manner and are generally willing to
modify or compromise their position in order to achieve their objectives. They prefer an
atmosphere free from antagonism and desire harmony. Will avoid risk-taking in new
undertakings.

C over I

Perfectionism tend to be sticklers for system and order. They make decisions based on
proven precedent and known facts and try meticulously to meet standards that have been
established either by themselves or others. Influence people through analysis, facts, and
figures rather than persuasive speech.

C over S

Sensitivity to Errors very sensitive to changes in the environment, willing to adapt

accordingly. Tension may be evident particularly when they are under stress for results.
Sensitive to problems, dangers, mistakes, errors, rules, and procedures.

www.insights2improvement .com
www.discwizardonline.com

19

Module 3:
The Success Insights WheelTM
Learning Objectives

Understand the power of the wheel

Use the wheel to interpret individual and group behavioral tendencies

Style Insights Graph

graph

24 instrument responses
Most, Least, Rank 4 option
>20,000 combinations
Reports based on 384 graphs
64% population = 16 basic graphs
36% population = remaining 368
60 graphs = the wheel

Eight Core Styles

Relater (I/S)- Good supporter, team player,
persistent
Supporter (S)- Accommodating, dislikes
confrontation, persistent, controls emotions,
adaptable, good listener
Coordinator (S/C)- Product oriented, slow to
change, self-disciplined, pessimistic
Analyzer (C)- Precise, accurate, concern for
quality, critical listener, non-verbal
communicator, attention to detail

Implementer (D/C)- Creative, slow start/fast

finish, vacillating, temperamental
Conductor (D)- Competitive, confrontational,
direct, results-oriented, sense of urgency, change
agent
Persuader (D/I)- Process oriented, quick to
change, independent, optimistic
Promoter (I)- High trust level, not fearful of
change, rather talk than listen, verbal skills

The strength of the team is in each individual member. The strength of each member is in
the team.
~ Phil Jackson
20

Eight Core Styles Reference Page

Relater (I/S)- People-oriented; warm; close;
imprecise about use of time; good supporter,
team player, persistent; coaching and
counseling; service to others; harmonious
work environment; security; assistance to
customers; cooperative; sensitive to others
feelings
Supporter (S)- Agrees. Inflexible; persistent;
accommodating, observing; reflecting;
applying; avoiding; dislikes confrontation;
controls emotions; logical thinking;
systematic routine; wants closure; relaxed
pace; adaptable, good listener (emotion:
non-emotion; fear: loss of security)

Conductor (D)- Directs. Demanding; bold,

aggressive actions; challenging assignments;
expedites action; authority to carry out
responsibilities; firm, quick decision making;
competitive, confrontational, and direct; resultsoriented; high sense of urgency; change agent;
efficient, decisive, and harsh (emotion: anger;
fear: losing control)
Persuader (D/I)- Fast-acting; high risk; direct,
extroverted, and intuitive; change agent;
enthusiastic; persuasive communicator; results
through people; testing of new ideas; process
oriented, quick to change, independent, optimistic
Promoter (I)- Talks. Self-promoting; trusting
experimenting; appeasing, not fearful of change,
rather talk than listen, verbalizes thoughts and
ideas; varied activities; mobile; optimistic
outlook; solutions to people problems;
(emotion: optimism; fear: rejection)

Coordinator (S/C)- Slow acting; low risk;

introverted; inquires; logical; focused on the
task; adherence to standards; routine work;
guidelines to follow; facts and data to
analyze; diplomacy and cooperation;
product-oriented; slow to change; selfdisciplined; pessimistic
Analyzer (C)- Questions. Precise, accurate,
perfectionist; concern for quality; critical
listener and non-verbal communicator;
attention to detail; overly critical; evaluating
and investigating; planner; procedures to
follow; (emotion: fear; fear: criticism)
Implementer (D/C)- Task-oriented; cool and
distant; precise about use of time; creative
and original thinking; logical decisions;
studying and solving problems; efficient
methodology; effective time management;
fact-based solutions; slow start/fast finish,
vacillating, temperamental

21

The Visual Power of The Wheel

Discuss
At your tables, discuss the
differences in viewing a
teams graphs side-by-side
vs. plotted on the Success
Insights Wheel.
Which do you prefer and
why?

Precise
Accurate
Concern for Quality
Critical Listener
Non-Verbal Communicator
Attention to Detail

Creative
Slow Start / Fast Finish
Vacillating
Temperamental

Product-Oriented
Slow to Change
Self-Disciplined
Pessimistic

Accommodating
Dislikes Confrontation
Persistent
Controls Emotion
Adaptable
Good Listener

Competitive
Confrontational
Direct
Results-Oriented
Sense of Urgency
Change Agent

Process-Oriented
Quick to Change
Independent
Optimistic

Good Supporter
Team Player
Persistent
Cooperative
Sensitive to Others Feelings

High Trust Level

Not Fearful of Change
Contact-ability
Rather Talk than Listen
Verbal Skills
Projects Self-Confidence

22

Team Analysis
Precise
Accurate
Concern for Quality
Critical Listener
Non-Verbal Communicator
Attention to Detail

Creative
Slow Start / Fast Finish
Vacillating
Temperamental

Process-Oriented
Quick to Change
Independent
Optimistic

Product-Oriented
Slow to Change
Self-Disciplined
Pessimistic

Accommodating
Dislikes Confrontation
Persistent
Controls Emotion
Adaptable
Good Listener

Competitive
Confrontational
Direct
Results-Oriented
Sense of Urgency
Change Agent

Good Supporter
Team Player
Persistent
Cooperative
Sensitive to Others Feelings

High Trust Level

Not Fearful of Change
Contact-ability
Rather Talk than Listen
Verbal Skills
Projects Self-Confidence

Discuss
Lets say these wheels represent a
group of decision-makers for a 1300person organization.
The top wheel represents natural
styles, the bottom graph represents
adapted styles, and number 15 is the
highest level leader (adapts from 20
to 22).
What conclusions might you draw
about the way this group is adapting
at work?
What might you expect this
leadership teams strengths and
challenges to be?

23

Activity
Your team has been formed to complete a special 2-year project. You are creating a manual for your
division that includes all standard operating procedures for each position. The person whose birthday
is next is the manager.
Plot each of your natural styles on one blank Success Insights Wheel:

Who is most likely to have conflict with the manager? Why?

Which team members are most likely to have conflict with each other? Why?

How could you plan to work within your strengths?

How could you plan ahead to avoid communication issues?

In what ways will your team naturally be strong?

How might your team members need to adapt their behaviors to successfully complete this
project?
Precise
Accurate
Concern for Quality
Critical Listener
Non-Verbal Communicator
Attention to Detail

Creative
Slow Start / Fast Finish
Vacillating
Temperamental

Process-Oriented
Quick to Change
Independent
Optimistic

Product-Oriented
Slow to Change
Self-Disciplined
Pessimistic

Accommodating
Dislikes Confrontation
Persistent
Controls Emotion
Adaptable
Good Listener

Competitive
Confrontational
Direct
Results-Oriented
Sense of Urgency
Change Agent

Good Supporter
Team Player
Persistent
Cooperative
Sensitive to Others Feelings

High Trust Level

Not Fearful of Change
Contact-ability
Rather Talk than Listen
Verbal Skills
Projects Self-Confidence

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MODULE 4:
Recognizing & Adapting
Learning Objectives

Recognize behaviors in others that help to strategize communication for better results

Plan effective communication by recognizing others styles and adapting

Practice adapting communication for better results

Recognizing Behavioral Styles

Analytical

Direct

Cooperative

Friendly

Videos
EXTROVERTED

INTROVERTED

TASK

Notes:

PEOPLE

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Case Study
James is a supervisor in a department that provides service to other departments within the
same company. He worked in the department for six years and has been a supervisor for eight
months. He thought he would really enjoy this new position; as a team member, his colleagues
would come to him for help when they needed it. James loves to help people and has always
been told what a great listener he is. James is a dedicated employee. Not only does he genuinely
care about his employees and the customers, hes always willing to pitch in and help the other
supervisors too. Lately, James has been experiencing some challenges.
His manager, at times, has given him feedback on the way he handles disciplines. James seems
to handle situations differently depending on the details of each individual case rather than with
the consistency his boss expects. From James perspective, handling disciplines on a case-bycase basis is exactly what a supervisor should do. He would hate to disengage his employees by
focusing more on the rules than the team members situations.
There is one employee who really gives James a hard time. Recently, this employee approached
James first thing in the morning complaining about his new schedule. When James tried to
explain the reasoning for the change in hours, the employee cut him off a couple of times and
seemed impatient and dissatisfied with the reasoning stating that these hours would make it
difficult for him to complete his jobs since the people he needs to contact for supplies leave
early in the day.
James is also having difficulties with another supervisor in the department who has been in this
position for 13 years. She is very knowledgeable and a great resource for newer supervisors. The
problem is that whenever James approaches her with a question, she speaks quickly and in
long bouts and James feels bad interjecting when he has questions. Sometimes James leaves the
conversation feeling torn: he connects with her on a personal level and trusts her knowledge
but is afraid hell never get away if he asks any clarifying questions.
James is feeling pretty frustrated and his morale is quite low. He has thought about asking for
some coaching from his manager on how to handle these situations better, but has come to the
conclusion that the manager might not want to be bothered by this. He is busy and James
wouldnt feel comfortable inconveniencing him to ask for help.

DISCUSS:
Using what youve learned about the different DISC behavioral styles, try to determine how the
different styles may be contributing to James challenges and why.

26

Adapting
Communication Dos & Donts

Dominance Dos
Be clear, specific, to the point
Be prepared, stay on task
Focus on results/outcomes

Dominance Donts
Ramble & waste time
Focus on personal stuff
Force into a losing argument

Influence Dos
Relate and socialize
Discuss people and their goals
Compliment and ask for their
opinions

Influence Donts
Cut-off or be cold
Talk down to them
Be too task-oriented

Steadiness Dos
Connect personally, break ice
Be sincere with interest
Patient with discussing ideas

Steadiness Donts
Rush (into business)
Focus on changing or quick response
Interrupt as they speak-listen

Compliance Dos
Prepare and have the facts/data
Be logical and stick to agenda
Discuss all options

Compliance Donts
Be disorganized
Force a quick decision on anything
Try to win them with warmth

Activity
Review pages 5 and 6 of your report.
Choose your top 3 communication Dos and Donts.
Pair up with someone who has a different high core indicator style than your own. (Bonus if you find
someone pretty much opposite)
Share your top 3 communication Dos and Donts with that person.
Do you think its beneficial to share this information with others?
Can you think of anyone who might benefit from knowing this information about you? How would it
change your working relationship?

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Adapting Strategies: Dynamic Communication

D

Body Language

Keep your distance

Strong handshake
Lean forward
Direct eye contact
Controlled gestures

Get close
Use touch
Relaxed, fun
Friendly eye contact
Expressive gestures

Relaxed, close
Methodical
Lean back
Friendly eye contact
Small gestures

Keep your distance

Stand or sit
Firm posture
Direct eye contact
No gestures

Tone of Voice

Strong
Clear, louder
Confident
Direct

Enthusiastic
High/low
modulation
Friendly
Energized

Warm
Soft
Steady
Low in volume

Controlled
Direct
Thoughtful
Little modulation

Pace, Speech &

Action

Fast (going
somewhere)

Fast

Slow (logical)

Slow

Words &
Content

Win
Lead the Field
Results
Now
New and unique
Challenge

Fun
I feel
Socialize
Recognition
Exciting

Step-by-step
Help me out
Guarantee
Promise
Think about it

Here are the facts

Proven
No risk
Analyze
Guarantees

Copyright Target Training International, Ltd.

Needs to know
about

What it does/by
when/cost

How it enhances
status/visibility

How it enhances
circumstances

How they can

justify it logically

Save them

Time

Effort

Conflict

Embarrassment

To facilitate
decision-making

Options with
supportable
analysis

Testimonials and
incentives

Personal service
and assurances

Data and
documentation

Support their

Goals

Ideas

Feelings

Procedure

Focus on this
priority

The task/results

The relationship/
interaction

The relationship/
communication

The task/process

Use time to

Act efficiently

Enjoy the
interaction

Develop the
relationship

Ensure accuracy.

Looking back at the case study on page 28, think of a few communication strategies James could use to
communicate more effectively with the people who are challenges for him?
28

Adapting In Action
Videos

Two-part Adapting Exercise

First work alone:
Think of a person at work with whom you communicate regularly and who you believe to have a
different core indicator style than your own.
Describe a situation where adapting your communication with this person could lead to better
results.
Using all of the resources available to you, plan a conversation with this person.
For your consideration

How will you approach this person? (Where? When? What will you say? How will you say it?)

What is important to this person regarding this topic?

What types of questions or comments can you anticipate from this person? How will you
respond?

How will you be able to guide the conversation?

Will you bring anything with you? If so, what will it include? How will it be laid out? How will you
deliver it?

Now, with a partner:

Choose a partner as different from you as possible.

Explain the conversations you chose to each other.

Take turns practicing what you prepared.

Give each other feedback on what worked well and what else you could do to adapt.

29