DISC Leadership

DISC Leadership
REPORT FOR Zinah Alsayhood - CS/CS STYLE
DISC Leadership
An Evaluation of Behavioral Styles
Report For: Zinah Alsayhood

Style: CS/CS
Focus: Work
Date: 5/26/2022
Copyright © 2022 All rights reserved. 1

Fortune Management if Central Chicago 312-479-4427 www.fortunemgmt.com
DISC Leadership
Table of Contents
Introduction to the DISCstyles Online Report ...............................................................................................................3
PART I Understanding DISC

Behavioral Styles Overview ...........................................................................................................................................4
Pace and Priority of Each Style ......................................................................................................................................5
A Deeper Look at the Four DISCStyles ...........................................................................................................................6
Communicating with the DISCStyles..............................................................................................................................7
PART II Understanding Yourself

General Characteristics..................................................................................................................................................9
Your Style Overview.....................................................................................................................................................10
Word Sketch: Adapted Style........................................................................................................................................11
Word Sketch: Natural Style..........................................................................................................................................12
Your Personalized Graphs............................................................................................................................................13
Your Behavioral Pattern View......................................................................................................................................14
Communication Tips for Others...................................................................................................................................15
Your Motivations: Wants and Needs...........................................................................................................................16
What You Bring to the Organization............................................................................................................................17
Your Behavior and Needs Under Stress.......................................................................................................................18
Potential Areas for Improvement................................................................................................................................19
The 12 Behavioral Tendencies .....................................................................................................................................20
Summary of Your Style ................................................................................................................................................25
PART III Understanding Others and Adaptability

Introduction.................................................................................................................................................................26
What is Adaptability? ..................................................................................................................................................27
Recognizing Another Person’s Behavioral Style ..........................................................................................................28
Communicating with Each Style ..................................................................................................................................29
Tension Among the Styles ...........................................................................................................................................29
To Modify Directness and Openness ...........................................................................................................................30
To Modify Pace and Priority ........................................................................................................................................31
Adapting in Different Situations ..................................................................................................................................32
Application Activities ...................................................................................................................................................36
Building and Maintaining Rapport Throughout The Leadership Process ....................................................................39
So Now What? .............................................................................................................................................................54
Why is Independently Tested Accuracy of this Assessment Important?

A recent review revealed a significant majority of assessments available today
were absent the studies & reporting to confirm their accuracy. Of the small
minority which claimed reporting, the significant majority of those were conducted
privately; oftentimes by the assessment provider itself, rather than an objective
and scientifically qualified third party. However, we are leading by example in this
otherwise unregulated industry. How are we doing this? By submitting our
assessments to an objective, independently conducted battery of tests: Construct
Validity, Reliability, and Disparate Impact - all by a qualified scientific authority
(Assessment Standards Institute). Our goal? Ensuring the trust and confidence of
our users by producing the industry’s most accurate and class protected
assessments. Please turn to the last page of this report to learn more on this topic,
and the steps we’ve taken to safeguard the scientific accuracy of this assessment.

DISC Leadership
Welcome to the DISCstyles™ Online Report
INTRODUCTION
DISC is a simple, practical, easy to remember and universally applicable model. It focuses on individual patterns of
external, observable behaviors and measures the intensity of characteristics using scales of directness and
openness for each of the four styles: Dominance, Influence, Steadiness, and Conscientious.
Using the DISC model, it is easy to identify and understand our own style, recognize and cognitively adapt to
different styles, and develop a process to communicate more effectively with others.
HOW TO USE THIS REPORT

The DISC report is divided into 3 parts introducing the DISC model, helping you understand your own style, and
identifying ways that you can apply your style strengths or modify your style weaknesses in order to meet the
needs of others.
 Part I focuses on understanding each of the DISC styles and identifying characteristics, including the
tendencies of each behavioral style
 Part II is about understanding yourself and will reveal information about the tendencies that make you
unique
 Part III examines and explores adaptability and offers actionable recommendations for you and others
who interact with you
With this personalized and comprehensive report, DISC gives you tools to help you become a better you - to
develop and use more of your natural strengths while recognizing, improving upon, and modifying your limitations.
Then, because we can easily see and hear these behaviors, we can quickly and accurately “read” other people and
use our knowledge to enhance communication and grow our relationships.
Please Note: Any behavioral descriptions mentioned in this report are only tendencies for your style group and
may or may not specifically apply to you personally.

DISC Leadership
Part I Understanding DISC

BEHAVIORAL STYLES
Historical and contemporary research reveal more than a dozen various models of our behavioral differences, but
many share one common thread: the grouping of behavior into four basic categories.
The DISC styles are Dominance, Influence, Steadiness, and Conscientious. There is no “best” style. Each style has
its unique strengths and opportunities for continuing improvement and growth.
The DISCstyles™ assessment examines external and easily observable behaviors and measures tendencies using
scales of directness and openness that each style exhibits.
BEHAVIOR DESCRIPTORS OF EACH
DOMINANCE INFLUENCE STEADINESS CONSCIENTIOUS

Decisive Charming Understanding Accurate
Competitive Confident Friendly Precise
Daring Convincing Good Listener Analytical
Direct Enthusiastic Patient Compliant
Innovative Inspiring Relaxed Courteous
Persistent Optimistic Sincere Diplomatic
Adventurous Persuasive Stable Detailed
Problem-Solver Sociable Steady Fact-Finder
Results-Oriented Trusting Team Player Objective
RECOGNIZING THE DIRECTNESS, OPENNESS, PACE AND PRIORITY OF EACH STYLE
DIRECTNESS AND OPENNESS OF EACH STYLE PACE AND PRIORITY OF EACH STYLE
STYLE TENDENCIES STYLE TENDENCIES
DOMINANCE Tends to be direct and guarded DOMINANCE Fast-paced and task-oriented
INFLUENCE Tends to be direct and open INFLUENCE Fast-paced and people-oriented
STEADINESS Tends to be indirect and open STEADINESS Slow-paced and people-oriented
CONSCIENTIOUS Tends to be indirect and guarded CONSCIENTIOUS Slow-paced and task-oriented

DISC Leadership
PACE AND PRIORITY OF EACH STYLE
SLOWER-PACED FASTER-PACED
TASK-ORIENTED TASK-ORIENTED
PEOPLE-ORIENTED PEOPLE-ORIENTED
PACE AND PRIORITY represent two of the main sources of tension between the styles.
 D&C and I&S have different PACES: D and I are faster-paced, and S and C are slower-
paced.
 D&I and S&C have different PRIORITIES: D and C are task-oriented, and I and S are
people oriented.
 D&S and I&C have BOTH PACE AND PRIORITY DIFFERENCES.

DISC Leadership
A DEEPER LOOK AT THE FOUR DISCStyles™

Below is a chart to help you understand some of the characteristics of each of the Four Basic DISC Styles, so you
can interact with each style more effectively. Although behavioral style is only a partial description of personality,
it is quite useful in describing how a person behaves, and is perceived, in personal, social and work situations.
HIGH HIGH HIGH HIGH

DOMINANT INFLUENCING STEADY CONSCIENTIOUS
STYLE STYLE STYLE STYLE
Tends to Act Assertive Persuasive Patient Contemplative
When in Conflict,
Demands Attacks Complies Avoids
this Style
Needs Control Approval Routine Standards
Primary Drive Independence Interaction Stability Correctness
Preferred Tasks Challenging People related Scheduled Structured
Comfortable with Being decisive Social friendliness Being part of a team Order and planning
Personal Strength Problem-solver Encourager Supporter Organizer
Strength Preoccupation- goals Speaking without Procrastination in Overanalyzing

Overextended over people thinking addressing change everything
Too direct and Too disorganized and Too indecisive and Too detailed and
Personal Limitation
intense nontraditional indirect impersonal
Control, Approval, Routine, Standards,

Personal Wants
Variety Less Structure Harmony Logic
Personal Fear Losing Rejection Sudden Change Being Wrong
Struggle to make
Being held Follow through on Embracing need for
Blind Spots decisions without
accountable commitments change
overanalyzing
Controlling
Empathy, Being assertive when Worrying less about
Needs to Work on emotions, Follow
Patience pressured everything
through
Objectively handling Standing up for self Not being defensive

Measuring Maturity Giving up control
rejection when confronted when criticized
Under Stress May Submissive, Withdrawn,

Dictatorial, Critical Sarcastic, Superficial
Become Indecisive Headstrong
Impact or results, Acknowledgments, Compatibility, Precision, Accuracy,

Measures Worth by
Track record Compliments Contributions Quality of results

DISC Leadership
COMMUNICATING WITH THE DISCStyles™
Communicating with the DOMINANT Style
D CHARACTERISTICS: SO YOU SHOULD…

Concerned with being #1 Show them how to win, new opportunities
Think logically Display reasoning
Want facts and highlights Provide concise data
Strive for results Agree on goal and boundaries, the support or get out of their way
Like personal choices Allow them to “do their thing,” within limits
Like changes Vary routine
Prefer to delegate Look for opportunities to modify their workload focus
Want others to notice accomplishments Compliment them on what they’ve done
Need to be in charge Let them take the lead, when appropriate, but give them
parameters
Tendency towards conflict If necessary, argue with conviction on points of disagreement,
backed up with facts; don’t argue on a “personality” basis
Communicating with the INFLUENCING Style
I CHARACTERISTICS: SO YOU SHOULD…

Concerned with approval and appearances Show them that you admire and like them
Seek enthusiastic people and situations Behave optimistically and provide upbeat setting
Think emotionally Support their feelings when possible
Want to know the general expectations Avoid involved details, focus on the “big picture”
Need involvement and people contact Interact and participate with them
Like changes and innovations Vary the routine; avoid requiring long-term repetition by them
Want others to notice THEM Compliment them personally and often
Often need help getting organized Do it together
Look for action and stimulation Keep up a fast, lively, pace
Surround themselves with optimism Support their ideas and don’t poke holes in their dreams; show
them your positive side
Want feedback that they “look good” Mention their accomplishments, progress and your other genuine
appreciation

DISC Leadership
Communicating with the STEADY Style
S CHARACTERISTICS: SO YOU SHOULD…

Concerned with stability Show how your idea minimizes risk
Think logically Show reasoning
Want documentation and facts Provide data and proof
Like personal involvement Demonstrate your interest in them
Need to know step-by-step sequence Provide outline and/or one-two-three instructions as you
personally “walk them through”
Want others to notice their patient Compliment them for their steady follow-through
perseverance
Avoid risks and changes Give them personal assurances
Dislike conflict Act non-aggressively, focus on common interest or needed
support
Accommodate others Allow them to provide service or support for others
Look for calmness and peace Provide a relaxing, friendly atmosphere
Enjoy teamwork Provide them with a cooperative group
Want sincere feedback that they’re Acknowledge their easygoing manner and helpful efforts, when
appreciated appropriate
Communicating with the CONSCIENTIOUS Style
C CHARACTERISTICS: SO YOU SHOULD…

Concerned with aggressive approaches Approach them in an indirect, nonthreatening way
Think logically Show your reasoning
Seek data Give data to them in writing
Need to know the process Provide explanations and rationale
Utilize caution Allow them to think, inquire and check before they make
decisions
Prefer to do things themselves When delegating, let them check procedures, and other progress
and performance before they make decisions
Want others to notice their accuracy Compliment them on their thoroughness and correctness when
appropriate
Gravitate toward quality control Let them assess and be involved in the process when possible
Avoid conflict Tactfully ask for clarification and assistance you may need
Need to be right Allow them time to find the best or “correct” answer, within
available limits
Like to contemplate Tell them “why” and “how
The first step to building stronger communication is awareness. By identifying

how we are similar and different, we can make cognitive choices when
interacting to create stronger, more engaged relationships.

DISC Leadership
Part II Understanding Yourself

General Characteristics
The narration below serves as a general overview of your behavioral tendencies. It sets the stage for the report which follows,
and provides a framework for understanding and reflecting on your results. We've occasionally provided some coaching ideas so
that you can leverage your strengths whenever possible to maximize your personal success.
You tend to make decisions slowly and carefully, only after consideration of all variables and input from others. Of the many
patterns of behavioral styles, your scores put you among a minority of the population (a positive minority) who show the trait of
careful and deliberate decision making when it comes to important decisions. We specify "important," because you may make
routine decisions rather rapidly.
You tend to judge others by objective standards, and prefer to be evaluated by specific criteria, preferably provided in writing.
For you, things are more clear and well-defined when written down. When evaluation time comes, your preference is a list of
specific criteria, or a performance measure that is specific and unambiguous.
You demonstrate extremely high attention to detail as you strive for perfection. You strive to make things as high-quality as
possible and may be disappointed when things turn out just "pretty good." Few people on the team have the ability to attend to
details and to follow through the way you do.
You tend to evaluate others by how well they implement and execute procedures, standards, and quality action. You hold
others accountable to the same high standards that you maintain for yourself. Those who demonstrate these high standards (as
you know, they are somewhat rare) are individuals that you will tend to hold in esteem.
Your score pattern indicates that you tend to maintain a keen awareness of time. You tend to be on time or early for
appointments, and expect the same consideration of your time from others. It annoys you when certain people are perpetually
late, or when meetings drag on with no assigned time to end.
You like your space to be neat and well-organized. When the workspace is clean and clutter-free, you are more able to focus
clearly on the project at hand.
Zinah, your motto could be, "There is a right way and a wrong way to complete all projects. Let's complete it the right way." You
score like those who read instructions on new appliances and computers. Whether at home or at the office, you like to do things
correctly. When writing, rarely do you have the need for spell-checking or proofreading for grammar.
You are very conscientious and attentive to follow through in working on detailed projects and complex assignments. Others on
the team can depend on you and the efforts you provide to make the project a success. Some on the team may not realize all of
the work you have done, and all the thought you have given to the project, because much of it might have been done behind
the scenes. To maintain your own sense of accomplishment, be certain that others on the team know what you're doing for
them in the background. Your modesty may make this a challenge, but you should always find a time and place to make sure
your efforts are being recognized.

DISC Leadership
Style Overview
DISC describes you based on your observable behavior which can provide insights for others regarding your
communication preferences and how you will likely interact with and respond to them.
Through this report you have an opportunity to discover (observe and evaluate) your behavioral responses in
various environments. You can explore your reactions to a variety of situations and contexts, including the actions
and reactions of others, to determine the most effective communication strategy or course of action.
Your Behavioral Style: Formalist

Formalists rely upon procedure and structure in all aspects of life. They are detailed oriented and seek perfection.
They need to know the expectations and the timetable for their work. They can get bogged down in detail and will
not rush important decisions. They will take a risk if they have the facts to support it. They may be initially
suspicious of personal compliments, praise or flattery.
Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.
 Emotional characteristic: Internally focuses energy on holding themselves to exacting standards and
doing things right; may appear reserved and restrained.
 Goals: To achieve stable and reliable accomplishments.
 How others are valued: The consistent ability to be precise and accurate.
 Influences group: Through detailed and accurate input to team efforts.
 Value to the organization: Will embrace and support high quality and expected standards.
 Cautions: Rely too much on past procedures; can become rule bound.
 Under Pressure: May revert to too much diplomacy and overly careful maneuvering.
 Fears: Aggressive, risky and confronting interactions; superficial personal relationships.

DISC Leadership
WORD SKETCH - Adapted Style

DISC is an observable “needs-motivated” instrument based on the idea that emotions and behaviors are neither “good” nor
“bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one’s
actions, it is easier to “read” and anticipate their likely motivators and needs.
This chart shows your ADAPTED DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do and
what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or
(C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC
intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area.
DISC Focus Problems/Challenges People/Contacts Pace/Consistency Procedures/Constraints
Challenges to solve, Social relationships, Systems, Teams, Stable Rules to follow, Data to
Needs
Authority Friendly environment environment analyze
Emotions Anger, Impatience Optimism, Trust Patience, Non-Expression Fear, Concern
Being taken advantage Being left out/loss of Sudden change/loss of Being criticized/loss of
Fears
of/lack of control social approval stability and security accuracy and quality

DISC Leadership
WORD SKETCH - Natural Style

DISC is an observable, “needs-motivated” instrument based on the idea that emotions and behaviors are neither “good” nor
“bad.” Rather, behaviors reveal the needs that motivate that behavior. Therefore, once we can accurately observe one’s
actions, it is easier to “read” and anticipate their likely motivators and needs.
This chart shows your NATURAL DISC Graph as a “Word Sketch.” Use it with examples to describe why you do what you do and
what’s important to you when it comes to (D)ominance of Problems, (I)nfluence of People, (S)teadiness of Pace, or
(C)onscientiousness of Procedures. Share more about the specific needs that drive you in each area of FOCUS. If your DISC
intensity scores at levels 1 and 2, your emotions and needs are the opposite of those at Levels 5 and 6 in that area.
DISC Focus Problems/Challenges People/Contacts Pace/Consistency Procedures/Constraints
Challenges to solve, Social relationships, Systems, Teams, Stable Rules to follow, Data to
Needs
Authority Friendly environment environment analyze
Emotions Anger, Impatience Optimism, Trust Patience, Non-Expression Fear, Concern
Being taken advantage Being left out/loss of Sudden change/loss of Being criticized/loss of
Fears
of/lack of control social approval stability and security accuracy and quality

DISC Leadership
DISCstyles Graphs for Zinah Alsayhood

Your Adapted Style indicates you tend to use the behavioral traits of the CS style(s) in your
selected Work focus. Your Natural Style indicates that you naturally tend to use the behavioral traits of the CS
style(s).
Your Adapted Style is your graph displayed on the left. It is your perception of the behavioral tendencies you think
you should use in your selected focus (work, social or family). This graph may change when you change roles or
situations. The graph on the right is your Natural Style and indicates the intensity of your instinctive behaviors and
motivators. It is often a better indicator of the “real you” and your “knee jerk,” instinctive behaviors. This is how you
act when you feel comfortable in your home environment and are not attempting to impress. It is also what shows
up in stressful situations. This graph tends to be fairly consistent, even in different environments.
Adapted Style - Graph I Natural Style - Graph II
Pattern: CS Pattern: CS
Focus: Work
If you have scores under 10 or over 90, these are extended scores where the behavior becomes a need. If
expressing that behavior isn’t possible, you’ll likely create situations where that behavioral need can be met.
If the bars are similar, it means that you tend to use your same natural behaviors in either environment. If your
Adapted Style is different from your Natural Style, this may cause stress if over a long period of time. You are then
using behaviors that are not as comfortable or natural for you.
The higher or lower each D, I, S, C point is on your graph, the greater or lesser your behavior impacts your results
at work and with others around you. Once aware, you can adapt your style to be more effective. Can you change?
Of course! You do it every day depending on your situations. However, permanent behavioral change comes only
with awareness and practice.

DISC Leadership
Behavioral Pattern View

The BPV has eight behavioral zones. Each zone identifies a different combination of behavioral traits. The
peripheral descriptors describe how others typically see individuals with your style. Plots on the outer edges of the
BPV identify that one factor (DISC) of your style will dominate the other three. As you move towards the center of
the BPV, two and eventually three traits combine to moderate the intensity of your style descriptors within a
specific behavioral zone. +The plus sign indicates that the preceding style score is higher, moving you closer to that
style zone (i.e. CD+S: The D score is stronger than in CDS so it plots closer to the D behavioral zone).
THE SCORING LEGEND

D = Dominance: How you deal with Problems and Challenges
I = Influence: How you deal with People and Contacts
S = Steadiness: How you deal with Pace and Consistency
C = Conscientious/Compliance/Structure: How you deal with Procedure and Constraints
Efficient, Analytical, Organized, Factual,

Aware of the Consequences of their Actions,
Data, Fact & Analysis Practical and Innovative.
Based. Precise & Accurate Assertive, Results Focused,
Trusts in the Value of Rapid Decisions, Will Seek
Structure, Standards & Challenges, Can be Aggressive
Order. Sees the value of and Impatient, Desires to Lead.
“Rules”.
Balances & Values Data Both Assertive and

& Diplomacy, Mindful of Persuasive, Likely to
the “Rules”. Will be Goal embrace New Concepts,
Focused, Dislikes Often a Mover and a
Confusion and Shaker, Can be very
Ambiguity. outgoing with High Energy
and Engaging Effort.
Very Outgoing & Persuasive,

Very Patient & Favors
Very People Oriented, Quite
Stability and Structure. Not a
Optimistic Outlook, Strong
Risk Taker, Likes to operate
Communication Skills, Likes to
at a Steady, Even Pace.
have Variety in their day.
Supportive & Persuasive, Good
Team Player, Creates Good Will &
= Natural Behavioral Style provides Good Customer Service.
= Adapted Behavioral Style

DISC Leadership
Communication Tips for Others

The following suggestions can help others who interact with you understand and be aware of your communication
preferences. To use this information effectively, share it with others and also discuss their preferences.
Check the two most important ideas when others communicate with you (dos & don’ts) and transfer them to the
Summary of Your Style page.
When Communicating with Zinah, DO:

 Outline individual tasks and responsibilities in writing.
 Give Zinah time to verify the issues and potential outcomes.
 Be sensitive to possible areas of disagreement as Zinah may not be verbal about them.
 Be candid, open, and patient.
 Ask 'how' oriented questions to draw out Zinah's opinions.
 Present your ideas and opinions in a non-threatening way.
 Zinah will follow through, so you should be certain to follow through on your part.
When Communicating with Zinah, DON’T:

 Make decisions for Zinah.
 Rush the issues or the decision-making process.
 Leave things up in the air, or decide by chance.
 Offer assurances and guarantees that you can't fulfill.
 Fail to follow through. If you say you're going to do something, do it.
 Leave an idea or plan without backup support.
 Be vague about what's expected of the group.

DISC Leadership
Your Motivators: Wants and Needs

Motivation is the enthusiasm or willingness to do something. Everybody is motivated; however, all people are
motivated for their own reasons, not somebody else’s. Simply, people are motivated by what they want.
Our behaviors are also driven by our needs. Each style has different needs. If one person is stressed, they may need
quiet time alone; another may need social time around a lot of people. Each has different ways to meet their needs.
The more fully our needs are met, the easier it is to perform at an optimal level.
Choose the two most important wants and the two most important needs and transfer them to the Summary of
Your Style page.
You Tend to Be Motivated By:

 High quality control standards that are respected by all members of the organization, not just by a few
people.
 Complete explanations of systems and processes that impact the work environment.
 Sincerity from peers and colleagues.
 Tasks which are completed the right way the first time, so that errors don't have to be corrected later.
 A link to some of the traditions that have built success in the past.
 Having sufficient time to adjust to change, so as not to disrupt systems or processes.
 The knowledge that the products and services offered are of the highest quality.
People With Patterns Like You Tend to Need:

 An increased urgency to take advantage of opportunities.
 Complete explanations of processes and the internal systems used for completion.
 Work assignments requiring high degrees of precision and accuracy, to capitalize on your high detail
orientation.
 Options for increasing the efficiency of certain methods or procedures.
 Increased urgency in making decisions. To be able to shut the data gate and make a decision based on the
information currently available.
 Reassurance that the long hours you dedicate to projects are worthwhile for building a successful
outcome.
 Reassurance that your contributions are significant to the success of the team.

DISC Leadership
What You Bring to the Organization

This page provides useful insights for a job or as you work together on a team or family project. These are the
talents and tendencies you bring. When used in environments that you are most effective in, you are likely to be
self-motivated to accomplish great things. It is possible that you may not always be in an environment that allows
you to be your best. We recommend you speak with your leader to see what can be incorporated into your current
environment to help maintain your motivation. Check the two most important strengths, the two most important
work style tendencies and the two most important environmental factors and transfer them to the Summary of
Your Style page.
Your Strengths:
 You demonstrate a high degree of technical specialty and skill in your area of expertise.
 You maintain a high degree of accuracy while keeping an eye toward project deadlines.
 You provide an objective, reality-focused view of systems, procedures, and organizational operations.
 You are especially careful that there are no loose ends on a project that may have been overlooked by
others.
 You are a strong guardian of quality-control standards and procedures.
 You are tactful in explaining ideas that may impact others on the team.
 You have an excellent, considerate, analytical listening style.
Your Work Style Tendencies:

 You need to feel well-informed regarding specific details related to your area of authority and
responsibility.
 You will take calculated, educated risks only after a thoughtful analysis of the facts and data, and after you
have examined all options and potential outcomes.
 You appreciate an occasional word of reassurance from your supervisor or board, as long as it is sincere
input.
 You give careful consideration to all variables and input on a project. This process may take a bit more
time, but it will yield a quality outcome.
 You are highly conscientious and can be relied on to follow through on detailed projects and complex
assignments.
 On work-related projects, you tend to be restrained and reticent with your emotions. You may not be
openly verbal at a team or organizational meeting unless asked for input, or if the topic is of high personal
importance.
 You set high performance standards for yourself and others, and expect everybody to meet those
standards.
You Tend to Be Most Effective In Environments That Provide:

 Highly specialized assignments and technical areas of responsibility.
 Freedom from intensely pressured decisions.
 Identification with the team or greater organization.
 Support for your critical thinking skills, and encouragement to make decisions based on logic over
emotion.
 A workplace relatively free of interpersonal conflict and hostility.
 Clear lines of authority and areas of responsibility, with minimal ambiguities.
 A work culture that demonstrates sincere care for the people involved.

DISC Leadership
The C Style
Under Stress - Perceptions, Behavior and Needs for the C
Stress is unavoidable. The perceptions of our behavior may have a significant impact on our effectiveness - both in how we
perceive ourselves and how others perceive us. The way we behave under stress can create a perception that is not what we
intend. The descriptions below of perceptions by others may seem somewhat extreme at times (especially if our behavior is
an over-extended strength that becomes a weakness or limitation). As you understand these perceptions more clearly, you
are able to modify your behavior to maximize your own effectiveness and ensure that others see you as you intend.
Potential Self Perception: Under Stress, May be Perceived by Others:

 High detail orientation  Indecisive under pressure
 Emotionally stable and in control  Overly sensitive to criticism
 Very high quality control  Too much ‘by-the-book’ thinking
 Does it right the first time and always  Inflexible
Under Stress You Need:

 Understanding of principles and details
 Accuracy
 Guarantees that you are right
Your Typical Behaviors in Conflict:

 Your tendency to be something of a loner may make it more difficult for other people to trust you,
although your demonstrated reliability tends to offset this.
 Since you tend to focus on quality and your own high standards, you may become demanding in order to
ensure compliance.
 You tend to hold conflicts or conflicting views in your mind, looking for proof that you are right or a new
valid way of looking at things that accommodates both points of view.
Strategies to Reduce Conflict and Increase Harmony:

 Be sure to share the reasoning behind your decisions. Failure to do so makes them seem arbitrary.
 Be more open with your friends and coworkers, sharing your feelings, needs and concerns with them.
 Stand up for yourself with supervisors, friends, and coworkers rather than avoiding them or pretending to
go along with them.

DISC Leadership
Potential Areas for Improvement

Everyone has struggles, limitations, or weaknesses. Oftentimes, it’s simply an overextension of our strengths which
may become a weakness. For example, the directness of a High D may be a strength in certain environments, but
when overextended they may tend to become bossy.
As you consider ways to continue to improve to be a better communicator, we recommend you focus on no more
than two at a time, practice and strengthen them, and then choose another area to focus on and improve.
Check the two most important areas you are committed to improve upon and transfer them to the Summary of
Your Style page.
Potential Areas for Improvement:

 You could broaden your perspective by interacting with a wider variety of people.
 You could demonstrate a bit more spontaneity and take yourself a bit less seriously.
 You may be perceived by others as private, guarded, shy, and undemonstrative.
 You may sometimes overthink or overexert yourself on standard or routine procedures.
 You may tend to spend more time than necessary on certain details, for fear of being seen as
underprepared.
 You may sometimes use facts, figures, and details as a "security blanket" to avoid confrontation or
hostility.
 You could benefit from a greater degree of self-confidence and an increased sense of urgency to
accomplish activities on a tighter timeline.

DISC Leadership
12 Behavioral Tendencies - Summary

The primary styles - D, I, S, and C - are each influenced by the other three styles in our behavioral expression. You
are not just one of these styles; you are the result of all four combining and affecting each other. The following
behavioral tendencies are scored based on the way your DISC styles combine and influence one another. On this
page you’ll see all 12 Behavioral Tendencies in Summary, and the following pages deliver more detail about each of
these measurements.
Behaviors Natural Adapted
Prioritizing
How this individual determines the order for dealing with Rules (C) Rules (C)
items or tasks based on established rules and structure.
Change Resistance
Reluctant to Change (S) Reluctant to Change (S)
How this individual resists engaging with change.
Reasoning
How this individual uses evidence to think through and solve Evidence-based (C) Evidence-based (C)
problems.
Careful Decision Making

Cautious (S) Cautious (S)
How this individual approaches decisions and actions.
Building Rapport
Relationships-Focused (I) Results-Focused (D)
How this individual focuses when interacting with others.
Accuracy
Situational Situational
How this individual focuses on correctness and exactness.
Work Process Alignment

How this individual focuses on process to follow through on Situational Situational
work.
Self-Reliance
Collaborative (I) Directive (D)
How this individual works within a team.
Customer & Team Interaction

How this individual engages with customers and Supporting (S) Supporting (S)
stakeholders, internal and external.
Expressing Openness
How this individual is most comfortable expressing Structural (C) Structural (C)
themselves.
Personal Drive
Others-driven (S) Others-driven (S)
How this individual's own goals move things forward.
Providing Instruction
Reserved & Detailed (C) Reserved & Detailed (C)
How this individual dictates directions and expectations.

DISC Leadership
12 Behavioral Tendencies – Details & Graphs

For each of the 12, you will see a graph and personalized statement for your Natural and Adapted style.
These scores and statements reveal which of your style combinations are most observable and describe how
you express that tendency based on your DISC blend.
Interpretation Notes:
1. Frequency Observed: The behavioral tendencies are presented in the order from Most Frequently Observed to Least
Frequently Observed.
o HI – Clearly observed in most situations, seen more often
o HM – Frequently observed in many situations
o MOD – May or may not be observed depending on the situation
o LM – Sometimes observed in some situations
o LOW – Absence of the behavior in most situations
2. Direction of your score – As the graph moves to the right or left, it shows how you will likely express the behavior. If
the graphs are near the center, the result is a balancing behavioral effect that will depend on the situation.
3. General Population Comparison – The blue box represents the general population in this behavioral tendency.
Approximately 68% of people score in this range.
Prioritizing
Natural (HI): You frequently focus on following established structural and procedural
guidelines to ensure high-quality outcomes with great importance on accuracy, order Rules (C)
and precision. You are likely to prioritize the rules rather than the results. While the
rules and procedures are a key component to success and what should take
precedence, be sure you know what the end result should be.
Adapted (HM): You often focus on following established structural and procedural
guidelines to ensure high-quality outcomes with great importance on accuracy, order
and precision. You are likely to prioritize the rules rather than the results. While the Results (D)
rules and procedures are a key component to success and what should take
precedence, be sure you know what the end result should be.
Change Resistance Reluctant to Change (S)

Natural (HM): You are somewhat change oriented as long as you can prepare for it and
understand the expectations associated as well as the reasons for the needed
adjustments. You are likely to respond/interact in change by building understanding
first, and then planning how to successfully navigate what may come. You won't always
have time to fully prepare so flexibility and openness can be a benefit
Adapted (HM): Consistent with natural style Drives Change (D)

DISC Leadership
Reasoning
Natural (HM): You often rely on data and evidence to ensure decisions reflect the
right thing to do, and will seek verification to make complete and accurate Evidence-based (C)
judgments. You are likely think through things with careful and thoughtful
consideration, often weighing risks and examining the proof and data to make
decisions. Remember, the brain and the heart together make a great team.
Adapted (HI): You frequently rely on data and evidence to ensure decisions reflect
the right thing to do, and will seek comprehensive verification to determine precise
and accurate judgments. You are likely think through things with careful and Intuition-based (I)
thoughtful consideration, often weighing risks and examining the proof and data to
make decisions. Remember, the brain and the heart together make a great team.
Careful Decision Making

Natural (HM): You often carefully and cautiously consider the risks and benefits,
Cautious (S)
while weighing the pros and cons to prepare for the outcome. You are likely to
approach decisions with thoughtfulness before moving forward. There are times
when it can be appropriate to do what feels right. Don't let logic be the only ruler.
Adapted (HI): You are deliberate and cautious, taking time for thorough, careful
consideration of risks and benefits ensuring that you are prepared for any outcome.
You are likely to approach decisions with thoughtfulness often weighing pros and
Impulsive (I)
cons before moving forward. There are times when it can be appropriate to do what
feels right. Don't let logic be the only ruler.
Building Rapport
Natural (HM): You are somewhat social and more likely to focus on building Relationships-Focused (I)
relationship and making connections, rather than accomplishing a goal or
completing a task. Don’t forget that sometimes there are things to be done.
Adapted (LM): You are somewhat results driven in your interactions, preferring not
to connect socially unless there is a specific outcome or purpose. You are more likely
to focus on results with a desire to reach a goal or complete a task, rather than
connecting or building relationship. Remember, others may like to get to know you Results-Focused (D)
more when working together.
Accuracy Precision (C)

Natural (MOD): Your plans are a combination of careful deliberations to ensure
quality outcomes, and systems and processes that allow forward movement in a
steady environment. You are likely aware of both predictability and precision when
making plans. You will have more positive outcomes when using balanced planning.
Adapted (MOD): Consistent with natural style

Predictability (S)

DISC Leadership
Work Process Alignment

Consistency (S)
Natural (MOD): Your process and follow through is balanced between keeping
things methodical and steady and upholding quality standards to be sure what you
are doing is accurate and precise. There may be times when you process information
and then follow through based on an equal emphasis on accuracy and consistency.
These two, when balanced, will ensure great outcomes.
Adapted (MOD): Consistent with natural style Accuracy (C)
Self-Reliance
Natural (LM): You are quite attentive to involving others, preferring to reach results Directive (D)
together, which may impact efficiency. You will likely do your best work in
collaboration with others. Be aware that too much interaction may cause some
delays in productivity or efficiency.
Adapted (HM): You are quite results driven, focused on accomplishing things quickly
and efficiently and are likely to do so mostly independently and directively. You will
likely do your best work independently when you can manage your productivity and Collaborative (I)
efficiency autonomously. Be sure you are not distancing yourself too much.
Customer & Team Interaction

Natural (LM): You are likely to focus on providing support and a calming presence to
others, often caring for their needs in a way that builds trust and confidence in your Engaging (I)
service. You are more likely to do whatever you can to make sure others are taken
care of and get what they require. It is important to also be attentive to the needs of
the business too.
Adapted (LOW): You are consistently providing optimal support, bringing a

grounding and calming presence to others, and providing the best care possible for
their needs to build trust and confidence and rapport. You are more likely to do Supporting (S)
whatever you can to make sure others are taken care of and get what they require.
It is important to also be attentive to the needs of the business too.

DISC Leadership
Expressing Openness
Natural (LM): You are somewhat comfortable when focused on the structure,
detail and accuracy preferring some time for planning and consideration of Social (I)
consequences before acting. You are likely to be more confident with data,
information and procedures that ensure accuracy and precision. Remember, there
are times when creating connection with others can boost you up as well.
Adapted (LOW): You are very comfortable when focused on the structure, detail
and accuracy requiring adequate time for planning and consideration of
consequences before acting. You are likely to be more confident with data, Structural (C)
information and procedures that ensure precision. Remember, there are times
when creating connection with others can boost your success as well.
Personal Drive Self-Driven (D)

Natural (LM): Your determination is somewhat steady, supportive and less urgent,
considering relationship consequences before acting. You will likely by driven to
action based on the expectations of others which may mean you take on more
than your fair share or stretch yourself too thin when you make commitments.
Adapted (LM): Consistent with natural style

Others-driven (S)
Providing Instruction
Natural (LOW): You are very likely to precisely follow established structural and Directive & Compulsive (D)
procedural guidelines, enforcing the need for accuracy and compliance to most
guidelines and protocol. Keep in mind that a strict adherence to the rules may be
difficult for others who are more flexible.
Adapted (LM): You are more likely to precisely follow established structural and
procedural guidelines, and are aware of the need for accuracy and compliance to
certain guidelines and protocol. Sometimes, bending the rules slightly is important Reserved & Detailed (C)
to getting the best results.

DISC Leadership
Summary of Zinah Alsayhood’s Style
Communication is a two-way process. Encourage others to complete their own DISCstyles Online Assessment and
then share the Summary Sheet with each other. By discussing preferences, needs and wants of the people you work
with, socialize with and live with, you can enhance these relationships and turn what might have been a stressful
relationship into a more effective one just by understanding and applying the DISCstyles information. Complete the
worksheet below from the previous pages of this report.
COMMUNICATION DOS & DON’TS

1._______________________________________________________________________
2._______________________________________________________________________
YOUR MOTIVATIONS: WANTS

1._______________________________________________________________________
2._______________________________________________________________________
YOUR MOTIVATIONS: NEEDS

1._______________________________________________________________________
2._______________________________________________________________________
YOUR STRENGTHS
1._______________________________________________________________________
2._______________________________________________________________________
YOUR WORK STYLE TENDENCIES

1._______________________________________________________________________
2._______________________________________________________________________
EFFECTIVE ENVIRONMENTAL FACTORS

1._______________________________________________________________________
2._______________________________________________________________________
POTENTIAL AREAS FOR IMPROVEMENT

1._______________________________________________________________________
2._______________________________________________________________________

DISC Leadership
PART III UNDERSTANDING OTHERS AND ADAPTABILITY

Understanding your own behavioral style is just the first step to enhancing relationships. To really begin to use the
power of behavioral styles, you also need to know how to apply the information to other people and in other situations.
Good relationships can get better and challenging relationships may become good.
People want to be treated according to their behavioral style, not yours.
People generally make the mistake of assuming that others interact and think the same way they do, and many of us
grew up believing in The Golden Rule: treating others the way you would like to be treated. Instead, we encourage
another practical rule to live by - what Dr. Tony Alessandra calls The Platinum Rule®: to treat others the way THEY
want to be treated. This practice requires strategic adjustment made on a case-by-case basis, and adjusting your own
behavior to make people feel more at ease with you and the situation is known as Adaptability.
It is important to remember that adapting our styles is not always easy! It may take some time, feel very difficult, or
seem especially foreign in certain situations. Give it time, practice, patience and diligence and you will see relationship
benefits.
ADAPTABILITY
THE APPLICATION SECTION INCLUDES:
 What is Adaptability?
 How to Identify Another Person’s Behavioral Style
 Communicating with Each Style
 How to Adapt to the Different Behavioral Styles
o Modifying Directness/Indirectness
o Modifying Openness/Guardedness
o Modifying Pace & Priority
 Adapting in Different Situations
o At Work
o In Sales and Service
o In Social Settings
o In Learning Environments
 Application Activities

DISC Leadership
What is Adaptability?
Adaptability is based on two elements: Flexibility and Aptitude. Flexibility is your Willingness and Aptitude is your
Capability to adjust your approach or strategy based on the particular needs of the situation or relationship at a
particular time. It’s something you must cognitively choose to apply to yourself (to your patterns, attitudes and
habits), not expect from others.
We practice adaptability each time we slow down for a C or S style; or when we move a
bit faster for the D or I style. It also occurs when the D or C styles take the time to build
the relationship with an S or I style, or when the I or S style focuses on facts or gets right
to the point with D or C styles.
Adaptability does not mean an “imitation” of the other person’s style. It does mean adjusting your openness,
directness, pace, and priority in the direction of the other person’s preference, while maintaining your own
identity. Adaptable people know how to negotiate relationships in a way that allows everyone to win.
Your adaptability level influences how others judge their relationship with you. Raising your adaptability will
increase trust and credibility; if you lower your adaptability, trust and credibility will decrease. Being more
adaptable enables you to interact more productively with difficult people and helps you to avoid or manage tense
situations.
Important Considerations:
 Adaptability is important to all successful relationships.
 No one style is naturally more adaptable than another.
 Adaptability is a choice:
o You can choose to be adaptable with one person, and not so with others.
o You can choose to be quite adaptable with one person today and less adaptable with that same
individual tomorrow.
 People often adopt a different style in their professional lives than they do in their social and personal
lives.
o We tend to be more adaptable at work and with people we know less.
o We tend to be less adaptable at home and with people we know better.
Words of Advice:
Adaptability at its extreme could appear wishy-washy and two-faced. A person who maintains high
adaptability in all situations may not be able to avoid stress and inefficiency. There is also the danger of
developing tension from the stress of behaving in a “foreign” style. Usually, this is temporary and may be
worth it if you gain rapport with others. At the other end of the continuum, no adaptability would cause
others to view someone as rigid and uncompromising because they insist on behaving according to their
own natural pace and priority.

DISC Leadership
Recognizing Another Person’s Behavioral Style

2 Power Questions:
1. Are they DIRECT/FAST-PACED or INDIRECT/SLOWER-PACED in their communications?
(Directness is the 1st predictor of Style. Direct plots on the right, Indirect on the Left).
2. Are they GUARDED/TASK-ORIENTED or OPEN/PEOPLE-ORIENTED in their communications?

(Openness is the 2nd predictor of Style. Open plots on the Bottom, Guarded on the Top).
TASK-ORIENTED TASK-ORIENTED
PEOPLE-ORIENTED PEOPLE-ORIENTED
When we integrate both the natural tendency to be either DIRECT or INDIRECT with the natural tendency to be either
GUARDED or OPEN, it forms the foundation and the basis for plotting each of the four different behavioral styles:
Directness & Openness Pace & Priority
Tends to be direct and guarded Fast-paced and task-oriented
Tends to be direct and open Fast-paced and people-oriented
Tends to be indirect and open Slow-paced and people-oriented
Tends to be indirect and guarded Slow-paced and task-oriented
The behavioral intensity of directness or indirectness and being open or guarded is shown in the quadrant you plot. The
plots towards the edge of the BPV reflect MORE INTENSITY and those plotting closer to the center reflect MODERATE
INTENSITY of both characteristics.

DISC Leadership
Communicating with each Style
With D Styles With I Styles With S Styles With C Styles
 Show them how to win  Show them that you  Show how your idea  Approach indirectly, non-
 Display reasoning admire and like them minimizes risk threatening
 Provide concise data  Be optimistic  Demonstrate interest in  Show your reasoning,
 Agree on goals and  Support their feelings and them logic, give data in writing
boundaries ideas  Compliment them on  Allow them to think,
 Vary routine  Avoid involved details follow through inquire, and check before
 Compliment them on what  Focus on the big picture  Give personal assurances they make decisions
they have done  Interact and participate  Provide a relaxing,  Tell them “why” and
 Provide opportunities for with them - do it friendly, stable “how”
them to lead, impact together atmosphere  Provide opportunities for
results  Provide  Act non-aggressively, focus precision, accuracy, and
acknowledgements, on common interests planning for quality results
accolades, and  Provide opportunities for
compliments deep contribution and
teamwork
Tension Among the Styles
PACE PRIORITY PACE & PRIORITY

Direct, Fast-Paced Guarded, Task-Oriented Direct, Fast-Paced, Guarded,
vs. vs. Task-Oriented
Indirect, Slower-Paced Open, People-Oriented vs.
Indirect, Slower-Paced, Open,
People-Oriented
High S + High I High D + High I High S + High D

(Lower Left vs. Lower Right Quadrant). (Upper Right vs. Lower Right Quadrant) (Lower Left vs. Upper Right Quadrant)
High C + High D High C + High S High C + High I

(Upper Left vs. Upper Right Quadrant) (Upper Left vs. Lower Left Quadrant) (Upper Left vs. Lower Right Quadrant)

DISC Leadership
To Modify Directness and Openness
DIRECT/INDIRECT

DIRECT DIRECT INDIRECT INDIRECT
 Use a strong, confident  Make decisions at a  Make decisions more  Do not interrupt
voice faster pace slowly  Seek and acknowledge
 Use direct statements  Be upbeat, positive,  Avoid arguments and their opinions
rather than roundabout warm conflict  Refrain from criticizing,
questions  Initiate conversations  Share decision-making challenging, or acting
 Face conflict openly,  Give recommendations  Be pleasant and steady pushy – especially
challenge and disagree  Don’t clash with the  Respond sensitively and personally
when appropriate person, but face sensibly
 Give undivided conflict openly
attention
GUARDED/OPEN

GUARDED OPEN OPEN GUARDED
 Get right to the task,  Share feelings, show  Take time to develop  Maintain logical, factual
address bottom line more emotion the relationship orientation
 Keep to the agenda  Respond to expression  Communicate more,  Acknowledge their
 Don’t waste time of their feelings loosen up, and stand thinking
 Use businesslike  Pay personal closer  Downplay enthusiasm
language compliments  Use friendly language and body movement
 Convey acceptance  Be willing to digress  Show interest in them  Respond formally and
 Listen to their from the agenda  Offer private politely
suggestions acknowledgements

DISC Leadership
To Modify Pace and Priority
PACE

FASTER FASTER SLOWER SLOWER
 Be prepared, organized  Don’t rush into tasks  Develop trust and  Be prepared to answer
 Get to the point quickly  Get excited with them credibility over time, questions
 Speak, move at a faster  Speak, move at a don’t force  Speak, move at a
pace faster pace  Speak, move at a slower pace
 Don’t waste time  Change up slower pace  Greet cordially, and
 Give undivided time conversation  Focus on a steady proceed immediately to
and attention frequently approach the task (no social talk)
 Watch for shifts in  Summarize details  Allow time for follow  Give them time to
attention and vary clearly through on tasks think, don’t push for
presentation  Be upbeat, positive  Give them step-by-step hasty decisions
 Give them attention procedures/
instructions
 Be patient, avoid
rushing them
PRIORITY

TASK PEOPLE PEOPLE TASK
 Get right to the task  Make time to  Get to know them  Be prepared with
 Provide options and let socialize personally logic and practicality
them decide  Take initiative to  Approach them in a  Follow rules,
 Allow them to define introduce yourself or friendly, but regulations, and
goals and objectives start conversation professional way procedures
 Provide high-level  Be open and friendly,  Involve them by  Help them set
follow up and allow enthusiasm focusing on how their realistic deadlines and
and animation work affects them and parameters
 Let them talk their relationships  Provide pros and cons
 Make suggestions  Help them prioritize and the complete
that allow them to tasks story
look good  Be careful not to  Allow time for sharing
 Don’t require much criticize personally, of details and data
follow-up, details, or keep it specific and  Be open to thorough
long-term focused analysis
commitments

DISC Leadership
Adapting in Different Situations: AT WORK
DOMINANT STYLE
HELP THEM TO:
 More realistically gauge risks
 Exercise more caution and deliberation before making decisions
 Follow pertinent rules, regulations, and expectations
 Recognize and solicit others’ contributions
 Tell others the reasons for decisions
 Cultivate more attention/responsiveness to emotions
INFLUENCING STYLE
HELP THEM TO:
 Prioritize and organize
 See tasks through to completion
 View people and tasks more objectively
 Avoid overuse of giving and taking advice
 Write things down
STEADY STYLE
HELP THEM TO:
 Utilize shortcuts and discard unnecessary steps
 Track their growth
 Avoid doing things the same way
 Realize there is more than one approach to tasks
 Become more open to some risks and changes
 Feel sincerely appreciated
 Speak up and voice their thoughts and feelings
CONSCIENTIOUS STYLE
HELP THEM TO:

 Share their knowledge and expertise with others
 Stand up for themselves with the people they prefer to avoid
 Shoot for realistic deadlines and parameters
 View people and tasks less seriously and critically
 Balance their lives with both interaction and tasks
 Keep on course with tasks, less checking
 Maintain high expectations for high priority items, not everything

DISC Leadership
Adapting in Different Situations: IN SALES AND SERVICE
DOMINANT STYLE
 Plan to be prepared, organized, fast-paced, and always to the point
 Meet them in a professional and businesslike manner
 Learn and study their goals and objectives – what they want to accomplish, how they currently are motivated
to do things, and what they would like to change
 Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate specifically
to their goals
 Get to the point
 Provide options and let them make the decision, when possible
INFLUENCING STYLE
 Take the initiative by introducing yourself in a friendly and informal manner and be open to new topics that
seem to interest them
 Support their dreams and goals
 Illustrate your ideas with stories and emotional descriptions that they can relate to their goals or interests
 Clearly summarize details and direct these toward mutually agreeable objectives and action steps
 Provide incentives to encourage quicker decisions
 Give them testimonials
STEADY STYLE
 Get to know them more personally and approach them in a non-threatening, pleasant, and friendly, but
professional way
 Develop trust, friendship, and credibility at a relatively slow pace
 Ask them to identify their own emotional needs as well as their task or business expectations
 Get them involved by focusing on the human element… that is, how something affects them and their
relationships with others
 Avoid rushing them and give them personal, concrete assurances, when appropriate
 Communicate with them in a consistent manner on a regular basis
CONSCIENTIOUS STYLE
 Prepare so that you can answer as many of their questions as soon as possible
 Greet them cordially, but proceed quickly to the task; don’t start with personal or social talk
 Hone your skills in practicality and logic
 Ask questions that reveal a clear direction and that fit into the overall scheme of things
 Document how and why something applies
 Give them time to think; avoid pushing them into a hasty decision
 Tell them both the pros and cons and the complete story
 Follow through and deliver what you promise

DISC Leadership
Adapting in Different Situations: IN SOCIAL SETTINGS
DOMINANT STYLE
 Let them know that you don’t intend to waste their time
 Convey openness and acceptance of them
 Listen to their suggestions
 Summarize their achievements and accomplishments
 Give them your time and undivided attention
 Appreciate and acknowledge them when possible
INFLUENCING STYLE
 Focus on a positive, upbeat, warm approach
 Listen to their personal feelings and experiences
 Respond openly and congenially
 Avoid negative or messy problem discussions
 Make suggestions that allow them to look good
 Don’t require much follow-up, detail or long-term commitments
 Give them your attention, time and presence
STEADY STYLE
 Focus on a slower-paced, steady approach
 Avoid arguments and conflict
 Respond sensitively and sensibly
 Privately acknowledge them with specific, believable compliments
 Allow them to follow through on concrete tasks
 Show them step-by-step procedures
 Behave pleasantly and optimistically
 Give them stability and minimum of change
CONSCIENTIOUS STYLE
 Use a logical approach

 Listen to their concerns, reasoning, and suggestions
 Respond formally and politely
 Negative discussions are OK, so long as they aren’t personally directed
 Privately acknowledge them about their thinking
 Focus on how pleased you are with their procedures
 Solicit their insights and suggestions
 Show them by what you do, not what you say

DISC Leadership
Adapting in Different Situations: IN LEARNING ENVIRONMENTS
DOMINANT STYLE
 Likes to learn quickly; may be frustrated with a slower pace
 Has own internal motivation-clock, learns for their own reasons, not for anyone else’s reasons
 May like to structure their own learning design
 Does okay with independent self-study
 Defines own goals
 May have a short attention span
INFLUENCING STYLE
 Likes learning in groups
 Interacts frequently with others
 Responds to extrinsic motivation, praise, and encouragement
 Needs structure from the facilitator; may lose track of time
 Needs “what to do” and “when to do it”
 May exceed deadlines if left on their own and learning may be completed late
STEADY STYLE
 Accepts a balance between individual and group work
 Shows patience with detailed or technical processes
 Likes journaling and follow-through
 Prefers explicit instructions
 Wants to know the performance outcomes and expectations
 May need help in prioritizing tasks if a long assignment; may take criticism personally
CONSCIENTIOUS STYLE
 Prefers individual work over group interaction

 Accepts more impersonal training, such as remote or on-line
 Has high expectations of their own performance
 Will structure their own activities only with explicit goals and outcomes established
 Emphasizes details, deep thinking, and theoretical bases for the learning
 May get overly bogged down in details, especially if the learning climate is pressured

DISC Leadership
Application Activities
Adaptability Practice
Spend some time with people at home and at work that you know and trust who are different styles than
you. Explore ways to communicate more effectively with them. Ask for support and feedback as you try new
ways to communicate. Remember- tell them this is a skill you are building so they aren’t surprised when you
are behaving differently and can provide helpful feedback!
 Practice Identifying their style based on observable behavior

 Practice Modifying your Directness and Openness in conversation with them
 Practice Modifying your Pace and Priority
 Ask for feedback on your effectiveness in communicating with them
 Take some time to reflect on your experience and what worked or didn’t work for you and for them
 Consider what you should repeat, and what you need to modify further to communicate as
effectively as possible.
As you begin feeling more comfortable with adaptability and the needs of each style, try it with others!
Adaptability Activity
Select a relationship in which things have not gone as smoothly as you would like. Make a commitment to
take the time to gain an understanding of the other person’s behavioral style and take a few steps to adapt
your behavior to improve the relationship.
Identify the behavioral style of the other person using the 2 Power Questions:
 - Are they DIRECT or INDIRECT in their communication?
- Are they GUARDED or OPEN in their communication?
Brush up on their style and look at ways to adapt your Directness and Openness when working with
them.
To further understand the tension that may exist in the relationship, notice the difference in
preference in pace and priority and modify accordingly.
Practice approaching them in the way you think THEY want to be treated. Remember, it may feel
uncomfortable at first, but with practice and dedication to adapting, you will be amazed at the
difference.

DISC Leadership
Tension Among the Styles Exercise
Even if you have the highest regard toward a person, tension can exist in a relationship where styles are different. If this
is behavior related, applying The Platinum Rule® - Treat others the way THEY want to be treated – may be helpful.
Complete this exercise to gain insights on how to improve tense relationships. If you feel comfortable, you may discuss
with the other person things you can do to ease the tension.
RELATIONSHIP
Name: John Doe
My Style:________________________________________ Style: High I
My Pace:________________________________________ Pace: Faster-paced

Priority: People-oriented
My Priority:______________________________________
Difference: Pace and Priority
Strategy: Be more personable, social, upbeat,
and faster-paced with John
RELATIONSHIP 1 RELATIONSHIP 2
Name:________________________________________ Name:________________________________________
Style:_________________________________________ Style:_________________________________________
Pace:_________________________________________ Pace:_________________________________________
Priority:_______________________________________ Priority:_______________________________________
Difference:_____________________________________ Difference:_____________________________________
Strategy:______________________________________ Strategy:______________________________________
_____________________________________________ _____________________________________________
_____________________________________________ _____________________________________________

DISC Leadership
Create a DISC POWER TEAM
Wouldn’t it be amazing to have a DISC POWER TEAM where all members brought their best strengths to the
table, and each of our challenges could be supported by someone who was skilled in the areas we struggle?
Considering the strengths and workplace behaviors for each style, who would be an ideal DISC POWER TEAM
Member?
DOMINANT INFLUENCING STEADY CONSCIENTIOUS

STYLE STYLE STYLE STYLE
Supervising Persuading Listening Planning

STRENGTHS Leadership Motivating Teamwork Systemizing
Pioneering Entertaining Follow-through Orchestration
Efficient Interacting Friendly Formal

WORKPLACE
Busy Busy Functional Functional
BEHAVIORS
Structured Personal Personal Structured
TEAM
MEMBER
For an upcoming project, consider how your DISC POWER TEAM could accomplish greatness!
 Assign responsibilities based on strengths

 Determine what opportunities or challenges exist or may come up
 Give each Team Member the opportunity to showcase their skills and experience
 Check in regularly and discuss as a team how it’s going
 Provide feedback regarding roles, strengths, needs, and any additional support required

DISC Leadership
Building and Maintaining Rapport/Productivity
BUILDING AND MAINTAINING RAPPORT AND PRODUCTIVITY THROUGHOUT THE

MANAGEMENT/LEADERSHIP PROCESS
The Platinum Rule (Do Unto Others as They Would Have You Do Unto Them) can have a positive effect on almost every
aspect of managing/leading others. With each of the four DISC behavioral types, for example, there's a different way to
communicate and delegate tasks to them; compliment and correct them; and motivate and counsel them.
Learning these methods can quickly make you a more sensitive, effective leader of people. Sensitivity and tact are
constantly demanded of leaders. If, as someone once said, tact is the radar of the mind, The Platinum Rule can be a
valuable tune-up of your antenna.
By now, you know your primary DISC behavioral style along with growth opportunities to help you deal better with tasks
and people. Keep those thoughts in mind.
Meanwhile, recognize that your power to influence employees springs from two sources. First, there's "position power."
That's just what it sounds like, you're the CEO, the department head, the regional manager, and a certain amount of
power comes with that title.
But ask any CEO what happens when he tries to get a brand of ketchup changed in the employee cafeteria. Ask the
department head what happens when she decides to cut back on overtime. Ask the regional manager what happens
when he asks all the store managers to upgrade the signs in their windows. Sometimes the bosses get their way and
sometimes they don't.
So even if you have a title, you can't rely on position power alone to get you what you want. You also need "personal
power." In fact, it's now generally believed that a leader can't really lead until he or she is genuinely accepted by those
who are to be led.
If the CEO, department head, or regional manager gets the cooperation he or she asks for, it's not just because that
person has a title. It's because he or she has also gained the confidence and trust of the average employee. It's because
he or she has attained personal power.
So position power comes from being anointed by the hierarchy. But personal power comes from earning it, from
developing it. Position power is a starting point for influencing people. But it's personal power that turns mere
compliance into real cooperation.
The Platinum Rule provides that extra ingredient that leaders and managers can use in endless ways for their firm and
for themselves. Being adaptable can help supervisors, managers and leaders build bridges to their employees and make
them feel valued. By learning how best to respond to their interests and concerns, their strengths and weaknesses, you
can get the most from your people as well as leave them more personally satisfied.

DISC Leadership
Developing Your People
Developing the C Style Developing the D Style

 Point out the most important things to  Focus on the big picture.
remember first.
 Cover basic steps/ high points quickly.
 Demonstrate in an efficient, logical manner,
 Show them the simplest, fastest route to get
stressing the purpose of each step.
them to their stated destination.
 Proceed slowly, stopping at key places to
 Tell them what is to be done by when.
check for their understanding.
 Help them find shortcuts Connect concept
 Ask for possible input, especially regarding
with their highest value.
potential refinements.
 Build up to the big picture.
Developing the S Style Developing the I Style
 Use one-on-one, hands-on instruction.  Release information in chunks.
 Start at the beginning & end at the end.  Skip details and boring material.
 Let them observe others before trying.  Get them involved kinesthetically.
 Provide a step-by-step list of procedures or a  Let them show you what they are learning.
working timetable/ schedule.
 Be slow to criticize and quick to praise.
 Allow plenty of repetition for their actions to
 Let them teach concept to others.
become second nature and more routine.
 Use a pleasant and patient approach in small
group settings.

DISC Leadership
Adapt Your Communication Style
Communicating with the C Style Communicating with the D Style

 Be well organized and clear in your  Listen to their suggestions, their course of
communications. action and the results they are considering.
 They search for logical conclusions.  Find areas where you already agree.
 Ask your questions in a more discreet, non-  Work backwards toward gaining agreement
judgmental manner to elicit the points, on the results you both want—and are
objectives, or assurances C styles want: willing to either mutually or independently
“Lenny, I'm not trying to pressure you, but allow the other to achieve: “Sarah, this
are you not interested in the auditor's format will give you the freedom to develop
position, or in any position?” your branch your way and still allow Vern
and Ellen to structure theirs another way...
without sacrificing time or morale.”
Communicating with the S Style Communicating with the I Style
 Be ready to do more talking than listening;  Listen to their personal feelings and
they don't feel comfortable when the experiences.
limelight is focused on them.
 Their style requires open and responsive
 Clarify any key agenda items with them. interaction with others, preferably in a
manner of congenial and unhurried
 Stay organized and move forward steadily
conversation (like that between long-time
(but slowly) as you check to make sure they
friends): “Just between you and me, Chris, I
understand and accept what is being said:
feel very uneasy about Jill and Howard
“Did you want me to stick around the office
handling this account by themselves.”
at a particular time each day in case you
need to telephone me for emergency
questions on this account, or do you want
me to call you?”

DISC Leadership
Helping People Reach Decisions
Helping the C Style Decide Helping the D Style Decide

 Confirm they are open to discussing the  D styles tend to make autonomous, no-
problem or decision. nonsense decisions.
 If they aren't ready, either set a definite time  If the decision will help them meet their
that's better for both of you or explore their goals, they go for it; if not, they say no.
concern in even pursuing this subject.
 One of the few times they put off reaching a
 Give them time and space to think clearly. conclusion is when it takes too much time/
effort doing the homework to determine the
 When the situation is being explored, review
best alternative.
your impression of the process: “My
understanding is you'd like to think it over  Prevent this procrastination by simply
and figure out what time commitment you'd providing a brief analysis for each option.
be able to make to the group. When may I
call you about your decision?”
Helping the S Style Decide Helping the I Style Decide
 Deal with only one subject or situation at a  They want to avoid discussions of complex,
time, one step at a time. negative-sounding, messy problems.
 Before moving on to other items, make sure  Frame suggestions in a positive light.
they are ready, willing, and able to do so.
 They are open to your suggestions—as long
 Remain calm and relaxed. as they allow them to look and feel good—
and not require a lot of difficult, follow-up,
 Encourage them to share their suggestions
detail work or long-term commitments.
as to how the decision might be made in a
“You know just about everybody, George.
way that is likely to add even more stability
Since we need to get $350 in pledges by the
to the current conditions: “Would you mind
end of February, why not go ahead and wrap
writing down a schedule of your office's
up all your calls by Friday? Then you can
activities so I can write my proposal without
relax a lot more next week.”
missing anything?”

DISC Leadership
Motivating Your People
Motivating the C Style Motivating the D Style

 Appeal to their need for accuracy and logic.  Lead with the big picture.
 Keep your approach clear, clean and  Provide them with options and clearly
procedural. describe the probabilities of success in
achieving goals.
 Better yet, provide illustration and
documentation.  Allow them the opportunity to make choices.
 Avoid exaggeration and vagueness.  Set boundaries, but let them take charge.
 Show them how this is the best available
current option.
Motivating the S Style Motivating the I Style
 Show how their work benefits others.  Provide “special” incentives to inspire them
to go the whole nine yards.
 Show how the outcome will provide security
for their family.  Show them how they can look good in the
eyes of others.
 Connect their individual work to the benefit
of the whole team.  Create short-term contests that don’t
require long-term commitment.
 Get them to see how their follow-through
links to a greater good.  Reward them in front of others.
 Show how it can strengthen their  Let them speak about their achievements.
relationships with others.

DISC Leadership
Complimenting Your People
Complimenting the C Style Complimenting the D Style

 Mention their efficiency, thought processes,  Mention their achievements, upward
organization, persistence and accuracy. mobility and leadership potential.
 Don't mix personal and professional  Omit personal comments and focus on their
comments unless you know them very well. track record: “Jones, you've exceeded our
company goals every month for the past year
 One C told us: “Compliments don't mean
and have put in more hours than anybody
much to me. But I do like genuine, heartfelt
but the top officials here. The CEO has his
appreciation once in a while.”
eye on you for an upcoming VP slot.”
 Keep praise simple and concise.
Complimenting the S Style Complimenting the I Style
 Mention their teamwork and dependability.  Pay direct personal compliments to them
when legitimately deserved.
 Remark about how others regard them, how
well they get along with co-workers, and  Mention their charm, friendliness, creative
how important their relationship-building ideas, persuasiveness, and/or appearance (or
efforts have been to the company. better yet, all of the above).
 Effusiveness can arouse their suspicions, so  They willingly accept “general praise”:
stick to praising what they've done rather “We are so lucky to have you with us, Dee.
than personal attribute. You're a real gem.”

DISC Leadership
Counseling Your People
Counseling the C Style Counseling the D Style

 Draw them out by asking, “How would  Stick to the facts.
you…?” questions about problems.
 Draw them out by talking about the desired
 They express thoughts indirectly, so persist results; then discuss their concerns.
in your attempts to get them to talk.
 Focus on tasks more than feelings.
 They need to plan for change so they can
 Ask them how they would solve problems:
identify and bring under control any key
“Anne, we've heard comments that need to
considerations that have to be addressed.
be addressed. It seems some of your
 When possible, allow them to investigate employees don't feel appreciated for the
possible repercussions, especially at the extra hours they've been putting in for you.
beginning stages. That way they'll become They've worked 14-hour days to beat your
more comfortable with possible changes. deadline. How do you think we can bolster
their morale?”
Counseling the S Style Counseling the I Style
 Understand the emotional side of their  Give them ample opportunity to talk about
situation by drawing them out through whatever may be bothering them.
questioning and listening
 Pay attention to both facts and feelings, but
 They are disrupted by change and the put your primary emphasis on their feelings.
unknown.
 Involve them by asking how they could solve
 Reduce their fears by showing how specific a challenge or problem.
changes will benefit them and others:
 Sometimes, just airing their feelings and
“Barbara, moving to Dallas will be an
thoughts relieves tension for the I style.
adjustment for all of us at first, but 80% of
our staff has agreed to go. The company will  Talking allows them to get something off
move you and your family, sell your house, their chests and can even become an end in
and give you a 10% bonus for loyal service.” itself, since their energy is largely influenced
by the quality of their relationships.

DISC Leadership
Correcting Your People
Correcting the C Style Correcting the D Style

 Show them how to get a job done and  Describe what results are desired.
they'll master and modify it to suit their
 Show the gap between actual and desired.
needs.
 Clearly suggest the needed improvement
 Specify the exact behavior that is indicated
and establish a time to get back to you:
and how you would like to see it changed.
“We need to streamline communication so
 Mutually agree on checkpoints and that one hand knows what the other is
timeframes. doing. Last month, we had two separate
divisions calling on the same CEO for
 Allow them to save face, as they fear being corporate donations. I want you to work up a
wrong. “Nelson, your work here is typically plan to keep everybody informed of who's
done neatly and on time. Now that we're working on what so we don't duplicate our
switching to computers, you'll be able to efforts. Get back to me by the end of the
turn out the same quality of work faster. week.”
I'd like you to take this computer class…”
Correcting the S Style Correcting the I Style
 Reassure them that you only want to correct  They avoid facing problems and if pressure
a specific behavior, not them personally persists, may walk away from the problem.
 They tend to take things personally, so  Sometimes stress manifests itself in
remove the “something is wrong with you animated panic. “I can't talk now, Hal. It's
barrier” as quickly as possible really hit the fan this time!”
 Point out in a non-threatening way what  Let them specifically know the challenge and
they're already doing right while also define the behaviors to solve the problem.
emphasizing what needs changing:
 Confirm the mutually agreeable action plan
“Norma, I admire your persistence, but we
(in writing) to prevent future problems.
have to add more details to the proposal
before we send it out. For example…”  Use positive, optimistic questions and
phrases: “How'd you like to increase your
sales to your normal range and beyond?”.

DISC Leadership
Delegating to Your People
Delegating to the C Style Delegating to the D Style

 Take time to answer their most critical  Give them the bottom line and then let them
questions about structure and/or guidance do their thing.
they require in a specific situation. The more
 So that they can be more efficient, give them
they understand the details, the more likely
parameters, guidelines, and deadlines.
they will be to complete the task properly.
 “We need to get that mall built a month
 Be sure to establish deadlines.
sooner or we'll lose our shirts. Fourteen
 “Angela, the court date on the Mortimer case tenants are threatening to bail out of their
has been moved up to Monday, so we have contracts if we don't open in time for the
to respond by speeding things up a bit. It will holidays. Don't spend more than another
proceed almost as efficiently as if you $30,000, keep everything legal and out of the
researched everything by yourself if we enlist newspapers, and get back to me by Monday
two associates to help you work, under your morning.”
direction, on tasks you delegate to them and
then review. Before getting started, do you
have any preferences on the who's or how
to's of this process that you think are
essential to check with me at this time?”
Delegating to S Style Delegating to the I Style
 S styles may be reluctant to ask others to do  Receive clear agreements; set up check
their own share of the work, so make a points/times to avoid long stretches with no
personal appeal to their loyalty and sense of progress reports.
sportsmanship.
 I styles are often concept people who come
 “Al, you're an example for this company of up with plenty of ideas, but not necessarily
genuine cooperative spirit. Your staff wants the means of carrying them out, so steer
to please you, so by giving everyone in your them toward ways of assuring the
department just 10 of those names to call, implementation of those ideas.
you can all reach the goal together by noon
 “Olivia, this proposal for the King Company
tomorrow. Otherwise, you'll probably have a
looks good so far, but how about including
lot more difficulty reaching all those people
more direct benefits for each employee.
by the target date.” Give them the task, state
Marian has surveys filled out by each
the deadlines that need to be met, and
employee. Get together with her, bounce
explain why it's important to do it that way.
some ideas around, and then include more
“I'll need 500 copies of these summaries
essential information about the eight or so
typed and collated by 5 p.m. today. Mr.
key people in your proposal. Add some extra
Jeffries is getting back from New York two
plus points on the others…12 pages in all. In
days early and he wants them by tomorrow
this manner, you should do the job very well.
morning.”
And, Olivia, thanks for making the extra
effort on this project. It's really important to
all of us.”

DISC Leadership
Acknowledging Your People
Acknowledging the C Style Acknowledging the D Style

 Focus on your realization of how difficult it  When it's appropriate to reward or reinforce
can be for them to attempt to meet the high their behavior, focus on how pleased you are
personal standards they set for themselves. with their results.
 Cite specific and appropriate examples which  Mention how glad you are to be a part of the
prove this point. process working with them to make things
better for both of you through cooperation.
 Approach matters with logic in an organized
way.  Cite specific results you’ve seen
accomplished.
 Mention how grateful you are to be working
with someone so accurate, systematic and  Mention how grateful you are working with
structured. someone so action-oriented, efficient and
pioneering.
Acknowledging the S Style Acknowledging the I Style
 Focus on how you sincerely appreciate their  Focus on how glad you are they have
willingness to make things good for everyone succeeded in finding a pleasant solution to
their concern or objective.
 Approach matters in a systematic, low-
keyed, and understanding manner, and  Show you appreciate them for their
reinforce the importance of them sharing openness and willingness to respond to you
their ideas. in a way that allows everyone to end up
feeling good about the results.
 Cite specific and appropriate examples of
how their contributions made an impact or  Cite specific and appropriate examples of
difference. how their actions improved connection and
inclusion of others.
 Express how grateful you are to be working
with someone so supportive, purposeful and  Express how delighted you are to be working
sincere. with someone so engaging, interactive and
personal.

DISC Leadership
Adapting Your Leadership Style
When You are the C Style When You are the D Style
 Modify criticism (whether spoken or  Allow others to do things without excessive
unspoken) of others' work. or untimely interference.
 Check less often, or only check the critical  Participate in the group without expecting
things (as opposed to everything), allowing always to be in command.
the flow of the process to continue.
 Modify your tendency to give orders.
 Ease up on controlling emotions; engage in
 Enlist others' input and support through
more water cooler interaction.
participative, collaborative actions.
 Accept the fact that you can have high
 Praise and give credit for jobs well done.
standards without expecting perfection.
 Let colleagues and employees know that you
 Occasionally confront a colleague (or boss)
realize it's only natural that you and others
with whom you disagree, instead of avoiding
will make mistakes.
or ignoring them (and doing what you want
to do, anyway).  When delegating, give some authority along
with the responsibility.
 Tone down the tendency to OVER-prepare.
When You are the S Style When You are the I Style
 Stretch by taking on a bit more (or different)  Improve your follow-through efforts.
duties beyond your comfort level.
 Monitor socializing to keep it in balance
 Increase verbalization of your thoughts and with other aspects of business and life.
feelings.
 Write things down and work from a list, so
 Speed up your actions by getting into some you'll know what to do and when to do it.
projects more quickly.
 Prioritize activities and focus on tasks in
 Desensitize yourselves somewhat, so that their order of importance.
you aren't negatively affected by your
 Become more organized and orderly in the
colleagues' feelings to the point of affecting
way you do things.
your own performance.
 Get the less appealing tasks of the day
 Learn to adapt more quickly to either
over with early in the day.
changes or refinements of existing practices.
 Pay attention to your time management.
 Bolster your assertiveness techniques.
 Check to make sure you're on course with
known tasks or goals.

DISC Leadership
Adapting Your Leadership Style
When they are the C Style, Help Them… When they are the D Style, Help Them…
 Share their knowledge and expertise.  More realistically gauge risks.
 Stand up for themselves with the people  Exercise more caution and deliberation
they prefer to avoid. before making decisions and coming to
conclusions.
 Shoot for realistic deadlines.
 Follow pertinent rules, regulations and
 View people and tasks less seriously and
expectations
critically.
 Recognize and solicit others' contributions,
 Balance their lives with both interaction and
both as individuals and within a group.
tasks.
 Tell others the reasons for decisions.
 Keep on course with tasks, with less
checking.  Cultivate more attention and responsiveness
to emotions.
 Maintain high expectations for high priority
items, not necessarily everything.
When they are the S Style, Help Them… When they are the I Style, Help Them…
 Utilize shortcuts; discard unnecessary steps.  Prioritize and organize.
 Track their growth.  See tasks through to completion.
 Avoid doing things the same way.  View people and tasks more objectively.
 Focus on the goal without attending to other  Avoid overuse of giving and taking advice
thoughts or feelings. (which can result in lack of focus on tasks).
 Realize tasks have more than one approach.  Write things down.
 Become more open to risks and changes.  Do the unpleasant, as well as the fun things.
 Feel sincerely appreciated.  Focus on what's important now.
 Speak up; voice their thoughts and feelings.  Avoid procrastination and/or hoping others
will do things for them.
 Modify the tendency to do what others tell
them.  Practice and perfect, when appropriate.
 Get and accept credit and praise, when
appropriate.

DISC Leadership
There are different ways to interact and lead the different DISC Styles. Being adaptable to the needs of
others can build rapport with employees and help them feel valued. By learning how best to respond to
others, you can encourage the best results and support personal satisfaction as an effective leader.
The table below provides an overview of suggestions to interact with those you lead/manage:
With D’s With I’s With S’s With C’s

 Focus on the big picture  Release information  Use one-on-one,  Point out most
 Cover basic steps/ high in chunks hands-on instruction important things first
points quickly  Skip details  Start at the beginning  Demonstrate efficiently,
 Show them the  Involve them & end at the end logically – stress
simplest, fastest route kinesthetically  Let them observe purpose of each step
to get them to the  Let them share what others before trying  Proceed slowly, stopping
Develop
destination they learn  Provide a step-by- to check understanding
 Tell them what is to be  Be slow to criticize step procedure &  Ask for input, especially
done by when and quick to praise working schedule potential refinements
 Help them find  Let them teach  Allow repetition for  Build up to the big
shortcuts concept to others creating routine picture
 Listen to their  Listen to their  Be patient, ready to do  Be well organized and

suggestions, and their personal feelings and more talking than listening clear in your
plans for actions/results experiences  Clarify any key agenda communication
 Acknowledge where  Be open and items with them  Provide logical
you already agree responsive, preferably  Stay organized and move conclusions
Communicate
 Work backwards toward through congenial and forward steadily (but  Ask questions
agreement on the leisurely conversation slowly) checking to make nonjudgmentally to
results you both want (like good friends) sure they understand and clarify objectives or elicit
 Allow time to socialize accept what is being said agreement
 Expect autonomous,  Avoid discussions of  Deal with only one subject  Confirm they are open
no-nonsense decisions complex, negative- or situation at a time, one to discussing the
 If the decision will help sounding, messy step at a time problem or decision
meet goals, they go for problems  Before moving on to other  If they aren't ready,
it; if not, they say no  Frame suggestions in items, make sure they are either set a definite
 May put off reaching a a positive light ready, willing, and able to time that's better for
conclusion when it  Provide suggestions do so both of you or explore
Help Decide takes too much time that allow them to  Remain calm and relaxed their concern in
or effort to do the look and feel good  Encourage them to share pursuing this subject
work determining the  Do not require a lot of their suggestions of how  Give time and space to
best choice difficult, follow-up, the decision might be think clearly before
 Provide a simple, brief detail work or long- made in a way that is likely providing responses
analysis for each term commitment to add more stability
option
 Lead with the big  Provide “special”  Show how their work  Appeal to the need for
picture incentives or short benefits others/team accuracy and logic
 Provide options and term contests to  Show how the outcome  Keep approach clear,
clearly describe the inspire follow through will provide security clean and procedural,
probability of success  Show them how they  Show them how their with illustrations and
Motivate
 Allow the opportunity can look good to follow-through links to documentation
to make choices others greater good  Avoid exaggeration and
 Set boundaries, but let  Reward them in front  Show how work vagueness
them take charge of others, let them strengthens relationships  Show them how this is
share achievements the best available option

DISC Leadership
With D’s With I’s With S’s With C’s

 Mention their  Mention their charm,  Mention their teamwork  Mention efficiency,
achievements, upward friendliness, creative and dependability, what processes, organization,
mobility and leadership ideas, persuasiveness they have done persistence, accuracy
Compliment potential  Pay direct personal  Notice how others respect  Do not mix personal and
 Remove personal compliments to them them, how well they get professional comments
comments and focus on when legitimately along, and the importance  Keep praise simple and
their track record deserved of effort in relationships concise
 Stick to the facts  Give opportunity to  Understand emotional side  Draw them out by
 Draw them out by share what bothers of the situation by drawing asking, “How would
talking about the them – they may them out through you…?” questions about
desired results; then need to air feelings to questioning and listening problems
discuss their concerns relieve tension  Limit disruption by  Persist in attempts to get
 Focus on tasks more  Pay attention to both change, ambiguity, and the them to express
Counsel than feelings facts and feelings, but unknown themselves more directly
 Ask them how they put primary emphasis  Reduce fears by showing  Allow them to
would solve problems on feelings how specific changes will investigate potential
 Ask how they could benefit them and others considerations and plan
solve a challenge or for change early to
problem increase comfort
 Describe what results  Specifically define  Reassure them that you  Show them how to get
are desired challenge and only want to correct a a job done - they'll
 Show gaps between behaviors to solve the specific behavior, not them master and modify it to
actual and desired problem personally suit their needs
result  Confirm a mutually  Help them not to take  Specify the exact
 Listen to their agreeable action plan things personally by behavior that is
suggestions, and their (in writing) to prevent removing the “something indicated and how you
plans for actions/results misunderstanding is wrong with you” barrier would like to see it
Correct
 Clearly suggest needed  Help them face, not quickly changed
improvements and avoid problems  Point out in a non-  Mutually agree on
establish a time to get  Recognize that stress threatening way what checkpoints and
back to you with plan or may cause panic - they're already doing timeframes
report of new results help decompress fear right while also  Allow them to avoid
and anxiety with emphasizing what needs embarrassment and
positive questions changing preserve dignity in
and statements mistakes
 Give them the bottom  Get clear agreements;  Monitor workload and  Take time to answer the
line and then let them set up check points to responses when delegating most critical questions
take their own action avoid long stretches  Be sure to explain how by about structure
 Outline parameters, with no progress delegating work it is a  Give guidance they
guidelines, and reports benefit to others - reaching require in a specific
Delegate deadlines to help them  Steer them toward goals together, allowing situation. The more they
be efficient implementation of more time for you to understand the details,
 Remind them to engage ideas and taking support others the more likely they will
more with employees action  Give specific task/deadline, be to complete the task
when delegating  Encourage them to and justification of why it properly
engage others in work is important  Establish deadlines
 Focus on how pleased  Focus on success in  Sincerely appreciate their  Recognize how difficult it
you are with results finding solutions willingness to make things can be for them to meet
 Share how glad you are  Appreciate them for good for everyone the high personal
Acknowledge to be a part of working their openness and  Reinforce gratitude at the standards they set
with them to make willingness to help importance of them  Cite specific and
things better others feel good sharing their ideas to help appropriate examples of
about results others excellence

DISC Leadership
Taking Ownership of Your Destiny
Imagine what would have happened if you had successfully applied these principles and practices ten years ago… or
even five years ago? Well, hundreds of thousands of people like you have already used these principles and
experienced dramatic improvements in all their professional and personal relationships; more satisfaction in their
dealings with customers and co-workers (family and friends, also!), and greater awareness of their own strengths and
weaknesses. Many people report that they no longer feel like “just a boss”; they feel, behave and are treated like a
trusted advisor. They have an increased ability to help people find solutions to their problems and are more adept at
helping others grow and succeed.
For you to also share in the pleasure from experiencing these benefits, we encourage you to get started this very
minute. First, think about the relationships you want to improve within the next year... the next month... the next
week... even by the end of today! Develop a plan to meet those goals using The Platinum Rule and the other
principles that make up the DISC Leadership Strategies.
Accept the Challenge

This first step requires your personal commitment to this challenge and your belief in these principles and putting
them to work for you. Of course, any adapting your communication style takes practice, and you cannot realistically
expect to put all of these ideas into effect immediately. However, the minute you start to manage people they way
they want and need to be managed, you’ll start to see immediate improvements.
Commit to Growth
“Change is inevitable… growth is optional.” We love that saying because it’s true. Right now, you have the option to
take this moment and make a life-changing decision. You may decide to keep learning about yourself, your strengths
and weaknesses, how you make decisions, how you come across to other people, etc… You may decide to learn more
about DISC styles and apply your new knowledge in other relationships beyond management; relationships with your
peers, colleagues, children, spouse and/or family.
Here’s wishing you continued success!

DISC Leadership
So Now What?
This report is filled with information about your behavioral style and the styles that you will encounter in
others. There are many suggestions in the application section of this report for you to apply this information.
Take the next step and DO the exercises. Don’t put this report on a shelf or in a file. Knowing your own style
is just the beginning— you must be able to apply this information to improve all of your relationships.
Continually use this report as a reference tool. It contains a lot of information and was never meant to be
digested in a single reading. Experiment with making a few changes in your behavior and examine the results.
You might be surprised!
Disclaimer
There are no warranties, express or implied, regarding the online DISCstyles assessment. You assume full responsibility,
and the authors & assessment company and their agents, distributors, officers, employees, representatives, related or
affiliated companies, and successors, and the company requesting you to complete this DISCstyles Assessment (THE
GROUP) shall not be liable for, (i) your use and application of The DISCstyles Assessment, (ii) the adequacy, accuracy,
interpretation or usefulness of The DISCstyles Assessment, and (iii) the results or information developed from your use
or application of The DISCstyles Assessment.
You waive any claim or rights of recourse on account of claims against THE GROUP either in your own right or on
account of claims against THE GROUP by third parties. You shall indemnify and hold THE GROUP harmless against any
claims, liabilities, demands or suits of third parties.
The foregoing waiver and indemnity shall apply to any claims, rights of recourse, liability, demand or suit for personal
injury, property damage, or any other damage, loss or liability, directly or indirectly arising out of, resulting from or in
any way connected with The DISCstyles Assessment, or the use, application, adequacy, accuracy, interpretation,
usefulness, or management of The DISCstyles Assessment, or the results or information developed from any use or
application of The DISCstyles Assessment, and whether based on contract obligation, tort liability (including negligence)
or otherwise.
In no event, will THE GROUP be liable for any lost profits or other consequential damages, or for any claim against you
by a third party, even if one or more of THE GROUP has been advised of the possibility of such damages.

DISC Leadership
(continued from page 2)
How to Assure Assessment Accuracy? Independent & Qualified Testing at Standards

Set by the APA and EEOC
“…this DISC assessment has one of the highest Cronbach scores in the DISC marketplace.”
- Assessment Standards Institute
The Assessment Industry’s Past and Present
Assessments have been used since the mid-20th century, initially relied upon by Fortune 500s, calculated by highly skilled PhDs
and produced by only a handful of trusted developers. With the advent of the internet in the 1990s, the ability to produce,
market, and sell assessments became exponentially easier and less expensive. Since then, it has developed into a kind of
“global cottage industry” with hundreds of new assessment developers, producing thousands of different assessments. Each
developer purporting its assessments to be scientifically accurate instruments - sold, resold and used by individuals and
organizations of all kinds; including many of our largest institutions like Fortune 500s, major universities, world governments,
and even military. Frighteningly, this “global cottage industry,” which produces data relied upon by millions, is entirely
unregulated with nothing to ensure its consumers are receiving what they are being told and sold. There are zero
requirements, safeguards, laws or regulations ensuring the consumer receives a scientifically accurate instrument - or even
what the developers and sellers claim.
The Solution? Independent & Verifiable Testing by a Qualified Institution

The Assessment Standards Institute (ASI) provides our assessments with verifiably objective testing and reporting that meet
standards set by the American Psychological Association (APA) and the Equal Employment Opportunity Commission (EEOC).
This battery of tests is both voluntary and verifiably transparent. Our goal? To ensure this assessment’s professional merit and
scientific accuracy for you, the user. These reports are readily available upon request and include:
Construct Validity (APA Standards)

Construct validity is one of the most central concepts in psychology. It is the degree to which a test measures what it claims, or
purports to be measuring. Researchers generally establish the construct validity of a measure by correlating it with a number
of other measures and arguing from the pattern of correlations that the measure is associated with these variables in
theoretically predictable ways.
Reliability - Cronbach’s alpha (APA Standards)

This technique is regarded as one of the most robust measures of reliability and presents the highest 'bar' from which to
compare. The readers should note that Cronbach's alpha is the method selected for this instrument, because of its high
standards. The reader is encouraged to compare reliability coefficients presented herein to other vendors, and also to ask
those vendors which reliability formulas they used to compute their reliability coefficients. Cronbach’s alpha is a measure used
to assess the reliability, or internal consistency, of a set of scale or test items. In other words, the reliability of any given
measurement refers to the extent to which it is a consistent measure of a concept, and Cronbach’s alpha is one way of
measuring the strength of that consistency.
Disparate Impact (EEOC Guidelines)

Employers often use tests and other selection procedures to screen applicants for hire and employees for promotion. The use
of tests and other selection procedures can be a very effective means of determining which applicants or employees are most
qualified for a job. However, use of these tools can also violate the EEOC Guidelines if they disproportionately exclude people
in a protected group by class, race, sex, or another covered basis. Importantly, the law does allow for selection procedures to
select the best candidates based on job related requirements. If the selection procedure has a disparate impact based on race,
color, religion, sex, or national origin, the employer is required to show that the selection procedure is job related and
consistent with business necessity. If discrimination exists, the challenged policy or practice should therefore be associated
with the skills needed to perform the job successfully.
Issue date: January 1, 2020. Renewal date: January 1, 2025.


DISC Leadership

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DISC Leadership

REPORT FOR Zinah Alsayhood - CS/CS STYLE

Report For: Zinah Alsayhood

Copyright © 2022 All rights reserved. 1

PART I Understanding DISC

PART II Understanding Yourself

PART III Understanding Others and Adaptability

Why is Independently Tested Accuracy of this Assessment Important?

Copyright © 2022 All rights reserved. 2

Welcome to the DISCstyles™ Online Report

HOW TO USE THIS REPORT

Copyright © 2022 All rights reserved. 3

Part I Understanding DISC

BEHAVIOR DESCRIPTORS OF EACH

DOMINANCE INFLUENCE STEADINESS CONSCIENTIOUS

RECOGNIZING THE DIRECTNESS, OPENNESS, PACE AND PRIORITY OF EACH STYLE

STYLE TENDENCIES STYLE TENDENCIES

DOMINANCE Tends to be direct and guarded DOMINANCE Fast-paced and task-oriented

INFLUENCE Tends to be direct and open INFLUENCE Fast-paced and people-oriented

STEADINESS Tends to be indirect and open STEADINESS Slow-paced and people-oriented

CONSCIENTIOUS Tends to be indirect and guarded CONSCIENTIOUS Slow-paced and task-oriented

Copyright © 2022 All rights reserved. 4

PACE AND PRIORITY OF EACH STYLE

 D&S and I&C have BOTH PACE AND PRIORITY DIFFERENCES.

Copyright © 2022 All rights reserved. 5

A DEEPER LOOK AT THE FOUR DISCStyles™

HIGH HIGH HIGH HIGH

Tends to Act Assertive Persuasive Patient Contemplative

Needs Control Approval Routine Standards

Primary Drive Independence Interaction Stability Correctness

Preferred Tasks Challenging People related Scheduled Structured

Personal Strength Problem-solver Encourager Supporter Organizer

Strength Preoccupation- goals Speaking without Procrastination in Overanalyzing

Control, Approval, Routine, Standards,

Personal Fear Losing Rejection Sudden Change Being Wrong

Objectively handling Standing up for self Not being defensive

Under Stress May Submissive, Withdrawn,

Impact or results, Acknowledgments, Compatibility, Precision, Accuracy,

Copyright © 2022 All rights reserved. 6

COMMUNICATING WITH THE DISCStyles™

Communicating with the DOMINANT Style

D CHARACTERISTICS: SO YOU SHOULD…

Communicating with the INFLUENCING Style

I CHARACTERISTICS: SO YOU SHOULD…

Copyright © 2022 All rights reserved. 7

Communicating with the STEADY Style

S CHARACTERISTICS: SO YOU SHOULD…

Communicating with the CONSCIENTIOUS Style

C CHARACTERISTICS: SO YOU SHOULD…

The first step to building stronger communication is awareness. By identifying

Copyright © 2022 All rights reserved. 8

Part II Understanding Yourself

Copyright © 2022 All rights reserved. 9

Your Behavioral Style: Formalist

 Goals: To achieve stable and reliable accomplishments.

 Influences group: Through detailed and accurate input to team efforts.

 Fears: Aggressive, risky and confronting interactions; superficial personal relationships.

Copyright © 2022 All rights reserved. 10

WORD SKETCH - Adapted Style

DISC Focus Problems/Challenges People/Contacts Pace/Consistency Procedures/Constraints

Copyright © 2022 All rights reserved. 11

WORD SKETCH - Natural Style

DISC Focus Problems/Challenges People/Contacts Pace/Consistency Procedures/Constraints