The DISC Index

WHAT WHY HOW

Hal Lindes
May 15, 2015

This Innermetrix Disc Index is a modern interpretation of Dr. William Marston's behavioral
dimensions. Marston's research uncovered four quadrants of behavior which help to
understand a person's behavioral preferences. This Disc Index will help you understand
your behavioral style and how to maximize your potential.

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 Executive Summary

Natural and Adaptive Styles Comparison

Natural Style Natural Style: The natural style is how you
behave when you are being most natural. It
100
is your basic style and the one you adopt
90
when you are being authentic and true to
80 77 yourself. It is also the style that you revert to
70 when under stress or pressure. Behaving in
60 this style, however, reduces your stress and
60 56
tension and is comforting. When authentic to
50
this style you will maximize your true potential
40 39
more effectively.
30

20

10

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D I S C

Adaptive Style
Adaptive Style: The adaptive style is how you
behave when you feel you are being observed 100
or how you behave when you are aware of your 90

behavior. This style is less natural and less 80

authentic for you or your true tendencies and

70
preferences. When forced to adapt to this style 60
60
for too long you may become stressed and less 53
50
effective.
42
40
35
30

20

10

D I S C

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 Introduction

About This Report

Research conducted by Innermetrix shows that the most successful people share the common trait of
self-awareness. They recognize the situations that will make them successful, and this makes it easy for
them to find ways of achieving objectives that fit their behavioral style. They also understand their
limitations and where they are not effective and this helps them understand where not to go or how not
to be as well. Those who understand their natural behavioral preferences are far more likely to pursue
the right opportunities, in the right way, at the right time, and get the results they desire.

This report measures four dimensions of your behavioral style. They are:
• Decisive — your preference for problem solving and getting results
• Interactive — your preference for interacting with others and showing emotion
• Stability — your preference for pacing, persistence and steadiness
• Cautious — your preference for procedures, standards and protocols

This report includes:

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• The Elements of DISC — Educational background behind the profile, the science and the four
dimensions of behavior
• The DISC Dimensions — A closer look at each of your four behavioral dimensions
• Style Summary — A comparison of your natural and adaptive behavioral styles
• Behavioral Strengths — A detailed strengths-based description of your overall behavioral style
• Communication — Tips on how you like to communicate and be communicated with
• Ideal Job Climate — Your ideal work environment
• Effectiveness — Insights into how you can be more effective by understanding your behavior
• Behavioral Motivations — Ways to ensure your environment is motivational
• Continual Improvement — Areas where you can focus on improving
• Training & Learning Style — Your preferred means of sharing and receiving styles
• Relevance Section — Making the information real and pertinent to you
• Success Connection — Connecting your style to your own life

© 2010-2011 Copyright Innermetrix UK US South Africa Australia Asia Middle-East 3

 Four Components of Behavior

The Elements of the DISC-Index

This DISC-Index report is unique in the marketplace for a number of reasons. You just completed the first
ever click & drag DISC instrument on the market. This was constructed in a precise manner to allow for
ease of responses, even in the midst of many difficult decisions. This intuitive interface allows you to focus
on your answers, not the process.

Also, unlike other DISC instruments, this instrument allows you to rank all four items instead. As a result,
this instrument produces zero waste in responses. Some instruments ask you to choose two items out
of four, and leave two items blank. Those instruments have a 50% waste of terms, and do not provide for
an efficient response process. The DISC Index instrument eliminates that response problem.

Another unique aspect of this DISC-Index report is that we present the DISC aspects of your behavior
both as separate entities and as a dynamic combination of traits. This report presents the first time that
each of the DISC elements are separated and developed as pure entities of themselves. This can serve
as an important learning tool as you explore the deeper aspects of DISC. Your unique pattern of DISC
traits is developed through the context of this report. Additionally, the following four pages will be devoted

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to exploring your DISC scores as separate components within the unique combination of traits that you
exhibit.

A comment on contradictions: You may read some areas of this report that may contradict other text. This
is due to the fact that many of us show contradictory behaviors in the normal course of our daily operations.
Each of us are at times talkative and other times more reflective, depending on how we are adapting our
behavior. The expression of these contradictions is a demonstration of the sensitivity of this instrument
to determine these subtle differences in our natural and adaptive style.

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 Four Components of Behavior

A closer look at the four components of your behavioral style

Decisive Interactive Stabilizing Cautious

Problems: People: Pace: Procedures:

How you tend to How you tend to interact How you tend to pace Your preference for
approach problems and with others and share things in your established protocol/
makes decisions opinions environment standards

High D High I High S High C

Demanding Gregarious Patient Cautious

Driving Persuasive Predictable Perfectionist

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Forceful Inspiring Passive Systematic
Daring Enthusiastic Complacent Careful
Determined Sociable Stable Analytical
Competitive Poised Consistent Orderly
Responsible Charming Steady Neat
Inquisitive Convincing Outgoing Balanced
Conservative Reflective Restless Independent
Mild Matter-of-fact Active Rebellious
Agreeable Withdrawn Spontaneous Careless
Unobtrusive Aloof Impetuous Defiant

Low D Low I Low S Low C

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 Four Components of Behavior

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 Four Components of Behavior
Decisive

Your approach to problem-solving and obtaining results

The D in DISC represents Decisiveness. Your score on this scale, represented below, shows
your location on the D spectrum based on the pattern of your responses. A high score doesn't
mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral
traits. For example:

Higher D —
Tend to solve new problems very quickly and assertively. They take an active and direct
approach to obtaining results. The key here is new problems such as those that are
unprecedented or haven't happened before. There may also be an element of risk in taking the
wrong approach or developing an incorrect solution, but those with a High D score are willing
to take those risks, even if they may be incorrect.

Lower D —
Tend to solve new problems in a more deliberate, controlled, and organized manner. Again,
the key here is new and unprecedented problems. The Lower D style will solve routine problems
very quickly because the outcomes are already known. But, when the outcomes are unknown

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and the problem is an uncertain one, the Lower D style will approach the new problem in a
calculated and deliberate manner by thinking things through very carefully before acting.

100
Your score shows a high average score on the 'D' spectrum.
90 The comments below highlight some of the traits specific to
just your unique score.
80

70 • You can become critical of others who don't measure up

to your standards.
60 56
• You can be sufficiently assertive without being pushy or
50 nervy.
40
• You prefer a minimum of direct supervision or control over
35 your actions.
30 • You like challenging assignments that require you to work
20 out of your comfort zone.
• You prefer to focus on the big-picture and the future, not
10
the details or the past.
• You are pretty competitive in the things you do on both
Natural Adaptive the personal and professional side.

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 Four Components of Behavior
Interactive

Your approach to interacting with people and display of emotions.

The I in DISC represents Interactive. Your score on this scale represented below shows your
location on the I spectrum based on the pattern of your responses. A high score doesn't mean
good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits.
For example:

Higher I —
Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key
here is new people whom one hasn't met before. Many other styles are talkative, but more so
with people that they've known for some time. The Higher I scores are talkative, interactive and
open even with people whom they have just initially met. People scoring in this range may also
be a bit impulsive. Generally speaking, those with the Higher I scores are generally talkative
and outgoing.

Lower I —
Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the
key word "new people" enters the equation. Those with Lower I scores are talkative with their

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friends and close associates, but tend to be more reserved with people they've just recently
met. They tend to place a premium on the control of emotions, and approach new relationships
with a more reflective approach than an emotional one.

100
Your score shows a high average score on the 'I' spectrum.
90 The comments below highlight some of the traits specific to
just your unique score.
80

70 • You may sometimes promise a bit more than you can

60
60 60 deliver because of your natural optimism.
• You tend to meet new people in a confident and
50 appropriate manner.
40
• You can be an effective coach or counselor for others.
• You tend to be generous with your time in helping others.
30 • You prefer working in a social environment rather than
20 one that is remote or isolated.
• You present yourself in a poised manner to both small or
10
large groups of people.

Natural Adaptive

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 Four Components of Behavior
Stabilizing

Your approach to the pace of the work environment

The S in DISC represents Stabilizing. Your score on this scale represented below shows your
location on the S spectrum based on the pattern of your responses. A high score doesn't mean
good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits.
For example:

Higher S —
Tend to prefer a more controlled, deliberative and predictable environment. They place a
premium on security of a work situation and disciplined behavior. They also tend to show a
sense of loyalty to a team or organization, and as a result, may have a greater longevity or
tenure in a position than some other styles. They have an excellent listening style and are very
patient coaches and teachers for others on the team.

Lower S —
Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom
of expression and the ability to change quickly from one activity to another.They tend to become
bored with the same routine that brings security to the Higher S traits. As a result, they will seek

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opportunities and outlets for their high sense of urgency and high activity levels, as they have
a preference for spontaneity.

100
Your score shows a moderately high score on the 'S'
90 spectrum. The comments below highlight some of the traits
specific to just your unique score.
80 77
70 • You are typically very cool, calm, and collected on the job.
60
• You can be an excellent calming influence on people who
53 are upset.
50 • You tend to resist confronting or rebelling against the
40
established norm.
• You're a very good team player.
30 • You always demonstrate a high degree of follow-through.
20 • You are very patient.

10

Natural Adaptive

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 Four Components of Behavior
Cautious

Your approach to standards, procedures, and expectations.

The C in DISC represents Cautiousness. Your score on the scale represented below shows your
location on the C spectrum based on the pattern of your responses. A high score doesn't mean
good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral traits.
For example:

Higher C —
Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom
they respect. They like things to be done the right way according to the operating manual.
"Rules are made to be followed" is an appropriate motto for those with higher C scores. They
have some of the highest quality control interests of any of the styles and frequently wish others
would do the same.

Lower C —
Tend to operate more independently from the rules and standard operating procedures. They
tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by
developing a variety of strategies as situations demand. To the Lower C scores, rules are only

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guidelines, and may be bent or broken as necessary to obtain results.

100
Your score shows a low average score on the 'C' spectrum.
90 The comments below highlight some of the traits specific to
just your unique score.
80

70 • You might be perceived as a bit of a rule-bender by some

60
on the team.
• You are flexible enough to work with or without a lot of
50 structure or order.
42 • You are fine with change when it is clear how it will improve
40 39
efficiency.
30 • While you appreciate a need for procedures and protocol,
20 you also understand they must be practical and directly
support results.
10
• You can easily work independently when it comes to
completing tasks and assignments.
Natural Adaptive

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 Natural Style Pattern Overview

Natural Style Pattern:

Your natural style is the way you tend to behave when you aren't thinking about it. This is where

you are most comfortable (natural). This is also the style you will revert back to when under stress

or moving too quickly to be consciously thinking about modifying your behavior. Finally, this is

the style you should seek to be true to in your daily roles. Being natural will return better results

with less effort and stress. The following statements are true to just your unique natural style:

• Accepting of a positive work atmosphere and avoids a climate of hostility or aggression.

• Handles both the human side and the task side of many projects with equal skill.

• Will not show hostility toward others, even if it is present. No good can come from creating

hostility or dissent.

• Excellent listening style. Known by others on the team as an active and interested listener.

• An ability to get along with a wide variety of different people.

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• Has sincere interest in both internal and external stakeholders on a project.

• Very inclusive of others on the team. No one feels left out.

• Good organizational skills in building complex processes and following through to

completion while maintaining a positive climate.

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 Adaptive Style Pattern Overview

Adaptive Style Pattern:

This is the style of behavior you adapt to when you are conscious of your own behavior, when

you feel you are being observed or whenever you are trying to better fit a situation. This is not a

natural style for you, but still one of your two styles none-the-less. In other words, it is the way

you feel you "should" behave when thinking about it. The statements below are specific to your

individual Adaptive style:

• Tends to be an excellent 'teacher' to peers on the team, at any level of the organization.

• On the job, you seem to like to be patient, polite, and create an environment of good-will for

internal and external stakeholders.

• You may be sought out by others in the organization to assist with a personal or team problem.

• Wants to be seen as one who is socially poised without being an extremist.

• Able to get along with a wide variety of others.

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• You are probably known by others on the team as one with an excellent, empathic listening

style.

• You have the ability to meet new people easily and in a sincere and confident manner and

prefer networking with internal and external stakeholders rather than working in solitary

conditions.

• Listens carefully to alternatives before making a judgment.

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 Ideas for Being More Effective

Based on your behavioral style there are certain opportunities for becoming more effective by

being aware of how you prefer, and enjoy, to behave. The items below may assist you in your

professional development growth. By understanding these items you may find explanations for

why you may be stuck in some areas of your life and why other aspects give you no trouble at

all. You could be more effective by:

• Working in an environment with minimal sudden changes and crises.

• Better time management.

• Being more organized.

• Working in an environment where there is frequent communication and contact with people.

• Being more precise.

• Having clear and specific job descriptions, and role responsibilities.

• Being part of a team.

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• Taking advantage of more new opportunities.

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 Ideas for Staying More Motivated

Your behavioral style will cause you to be motivated by certain factors in your environment. Having

these present may make you feel more motivated, and productive. The following are things that

you may want in your surroundings to feel optimally motivated:

• Identification with the organization, team, and others with whom a spirit of work responsibility

has been established.

• An environment allowing the ability to weigh pros and cons and not to snap quickly into a

decision-mode until alternatives are considered.

• To be accepted as a positive and supportive member of the organization and team.

• Freedom from hostility, conflict, confrontation, and an unfavorable work culture.

• A working environment that allows flexibility to circulate and talk with a variety of people.

• A favorable working environment and a team-oriented climate.

• Projects and assignments that provide people-contact and opportunity to help both internal

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and external stakeholders.

• A work culture that is supportive of family activities and commitments.

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 Strength-based Insights

Each behavioral style contains certain unique strengths as a result of how your four behavioral

dimensions relate to each other. Understanding your own unique behavioral strengths is an

important part of putting your new level of self-awareness to work for your success and

satisfaction. The following statements highlight specific strengths of your behavioral style:

• Has the ability to get along well with a wide variety of other behavioral styles.

• Very high 'sincerity-factor' helps in building trust and rapport with others.

• Cooperative team player who respects organizational policies and protocol.

• Able to meet new people with poise and confidence.

• Self-motivated, and goal-directed and able to spread the motivation to others.

• Very supportive of team efforts.

• Brings a positive sense of humor.

• Excellent at calming disagreements within the team.

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 Ideal Job/Climate

Your behavioral style plays a significant role in determining what aspects of an environment you

like. The items below will help you understand what will define an ideal working climate for you.

Based on how you prefer to behave, an ideal climate for you is one that provides you with:

• Clear responsibility and lines of authority to avoid confusion or overlapping initiatives.

• Favorable working climate with positive attitudes and optimistic spirit.

• Job responsibility involving people contacts and a need to be supportive of individual efforts.

• A participatory manager or board with whom a democratic relationship has been established.

• Freedom to circulate among other stakeholders.

• A job culture where there is little hostility, confrontation, or anger.

• A balance between some stable, predictable work activities and some variety and change

on a regular basis.

• Specialized assignments that also involve communicating and working with a variety of

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people.

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 Areas for Continual Improvement

Along with strengths, all behavioral styles come with areas that could become weaknesses - if

depended upon or not acknowledged. The trick is not to manufacture a weakness in the first

place by depending on these things.

Here are a few items that could become problematic for you if not acknowledged or known. Your

awareness of the potentials below is your best step in making sure they remain only potential

problems. Due to your behavioral style, you may tend to:

• Struggle with prioritizing. Under pressure all items may be ranked as most important.

• Maintain silence in a negative situation than to work in a pro-active way to create changes.

• Be overly focused on being liked.

• Trust people a bit too much and may get burned in the process.

• Become a selective listener.

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• Overuse a kind and easy-going style, even when asked to take a firm stand on an issue.

• Say "yes" too often and spread yourself too thin.

• Have a lower sense of urgency to get things done.

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 Preferred Training and Learning Style

Based on how you tend to behave you have certain preferences for how you like to convey

information, teach, instruct or share knowledge with others. This is also true of how you like to

receive information and learn. Understanding your behavioral preferences here will help increase

your effectiveness in teaching or instructing others, and in being taught and learning.

How you prefer to share knowledge or teach:

• Looks for meaning and clear integration of the learning activities.

• Structures events to inspire participants to act on their ideas and visions.

• Does independent practice as well as working with others.

• Likes to have an active learning environment.

• Sincere participation with others. Wants to learn and help others learn as well.

• Leads the group by persuading and energizing them with optimism.

• As a participant, prefers a balance between individual and group work.

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How you prefer to receive knowledge or learn:

• Likes to integrate experiences with practical applications and ideas.

• As a participant, prefers a balance between individual and group work.

• Prefers learning in groups.

• Prefers explicit instructions and measurement criteria.

• Strives to achieve deeper understanding and connection to learning.

• Shows patience with tedious, technical, and specialty tasks.

• Excellent at note-taking, record-keeping, and journaling.

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 Communication Insights for Others

This page is unique in this report because it is the only one that doesn't speak directly to you,

rather to those who interact with you. The information below will help others communicate with

you more effectively by appealing to your natural behavioral style. The first items are things others

SHOULD do to be better understood by you (Do's) and the second list is of things others SHOULD

NOT do (Don'ts) if they want you to understand them well.

Things to do to effectively communicate with Hal:

• Provide assurances about his input and decisions.

• Plan to talk about things that support dreams, and goals.

• Show sincere interest in him as a person.

• Be certain to emphasize next action-steps.

• Break the ice with a brief personal comment.

• Plan some extra time in your schedule for talking, relating, and socializing.

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• Ask for his input regarding people and specific assignments.

Things to avoid to effectively communicate with Hal:

• Don't offer assurances and guarantees you can't fulfill.

• Don't legislate.

• Don't force him to agree quickly with your objectives and position; provide some time to warm

up to the ideas and for mutual ownership.

• Don't 'dream' too much with him or you'll lose time.

• Don't rush into business or the agenda; provide some time to break the ice.

• Don't be curt, cold, or tight-lipped.

• Avoid being overly task-oriented.

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 Relevance Section

In order to make the most out of the information in this report it is important that you connect it
to your life in a tangible way. To help you make this information your own, and pull out the most
relevant parts, fill in the blanks below.

Decisiveness:
How is your 'D' score relevant to your life?
_________________________________________________________________________

Interacting:
How is your 'I' score relevant to your life?
_________________________________________________________________________

Stabilizing:
How is your 'S' score relevant to your life?
_________________________________________________________________________

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Cautiousness:
How is your 'C' score relevant to your life?
_________________________________________________________________________

Overall Natural Style:

What is one way in which your natural style relates to your life?
_________________________________________________________________________

Overall Adaptive Style:

What is one way in which your adaptive style relates to your life?
_________________________________________________________________________

Strength-based insights:
What specific strengths do you think connect to your success more than any other?
_________________________________________________________________________

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 Relevance Section

Communication Dos and Don'ts:

What did you learn from understanding your preferred communication style?
_________________________________________________________________________

Ideal Job Climate:

How well does your current climate fit your behavioral style?
_________________________________________________________________________

Effectiveness:
What is one way in which you could become more effective?
_________________________________________________________________________

Motivation:
How can you stay more motivated?
_________________________________________________________________________

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Improvement:
What is something you learned that you can use to improve your performance?
_________________________________________________________________________

Training/Learning:
What did you learn that could help you instruct others better, or learn more effectively?
_________________________________________________________________________

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 Relevance Section

Your final step to making sure you really benefit from the information in this report is to understand
how your behavioral style contributes to, and perhaps hinders, your overall success.

Supporting Success:
Overall, how can your unique behavioral style support your success? (cite specific examples)
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

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Limiting Success:
Overall, how could your unique behavioral style get in the way of your success? (cite specific
examples)
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

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