DISC Self

REPORT FOR Sample Report - Id/Cd STYLE

DISC Self
An Evaluation of Behavioral Styles

Report For: Sample Report

Style: Id/Cd
Date: 6/26/2023

Copyright © 2023 A24x7 All rights reserved. 1

Company Name HERE 206-400-6647 www.YourWebsite.com
 DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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
So Now What? .............................................................................................................................................................39

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.

Copyright © 2023 A24x7 All rights reserved. 2

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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.

Copyright © 2023 A24x7 All rights reserved. 3

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

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

Copyright © 2023 A24x7 All rights reserved. 4

Company Name HERE 206-400-6647 www.YourWebsite.com
 DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

PACE AND PRIORITY OF EACH STYLE

SLOWER-PACED FASTER-PACED
TASK-ORIENTED TASK-ORIENTED

SLOWER-PACED FASTER-PACED
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.

Copyright © 2023 A24x7 All rights reserved. 5

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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 Supportive Analytical

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

Copyright © 2023 A24x7 All rights reserved. 6

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Copyright © 2023 A24x7 All rights reserved. 7

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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.

Copyright © 2023 A24x7 All rights reserved. 8

Company Name HERE 206-400-6647 www.YourWebsite.com
 DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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.

Your decisiveness and reaction time may suffer due to a desire to investigate all facets of a problem and all potential solutions
before making a final decision. Your detail-oriented nature may work against you by creating an internal bottleneck.

Your responses to the instrument show that you tend to be non-aggressive with your input, in order to avoid making waves. You
tend to be brief and concerned with the bottom-line, and thus may be perceived as abrupt.

You like to be perceived as a pacesetter -- one who comes up with new ideas and creative solutions. This theme will emerge in
other parts of this report due to its importance. You bring a creative spin to the way you solve problems and find solutions. You
have the ability to evaluate the whole range of possibilities, and provide deep mindshare on the decisions you make. This comes
from both your decision-making ability and your deep concern for details.

Sample, your response pattern on the instrument indicates that you evaluate others by their ability to bring about change and
accomplish a task quickly and accurately. That is, you hold others to the same standards to which you hold yourself. There may
be some peers and team members that struggle to meet that standard. It's important that you provide others on the team with
the resources and tools to assist them in prioritizing tasks, making decisions, and practicing good quality control.

Careful analysis of your response pattern indicates that you may tend to have dichotomous ambitions: On one hand, you are
driven to achieve quick, visible results, but you are equally motivated by strong quality control and perfection. In an ideal world,
these drives could work in harmony, but in reality, they might well prove detrimental to the result. You may sometimes seek
quick results at the expense of quality, or vice versa.

You make day-to-day operational decisions very quickly and easily. You put substantially more time, effort, and caution into
larger decisions. You score like some who tend to be worriers, in a good sense, because of the level of detail and quality of
thought behind the important decisions you make. At times, you may present yourself with "double-bind" situations: "damned if
you do, and damned if you don't." You may reduce stress in these types of situations by seeking input from trusted advisors.

When in high thought-processing gear, you may be somewhat restrained in sharing ideas or expressing feelings. You score like
those who may be perceived by others as somewhat cool or aloof. This is especially true when you are faced with decisions of
very high importance. You tend to internalize the thought processes and not share them with others as you are evaluating the
possibilities. By opening up a bit, you might reduce the potential for internal stress, and also be perceived as more of a
collaborative decision maker.

You tend to handle assertive and aggressive people in a blunt and critical way. If someone is "dishing it out," you can take it and
also dish it right back to them. This may be somewhat intimidating to those in the workplace who prefer a softer approach, so
be careful not to overreact. In your communication with others, you tend to provide just the facts and information needed to
get the job done, or the question answered. Sometimes, however, it may be necessary to tolerate some off-topic discussion in
order to build a rapport with others on the team.

Copyright © 2023 A24x7 All rights reserved. 9

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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: Explorer

Explorers are creative change agents. They bring decisiveness, a sense of urgency, and an eye on quality control to
their projects. Explorers can spin many plates and projects simultaneously. There are two goals on their radar:
quick results and high quality. When they achieve both, it's great; but sometimes these two goals may be an
either/or situation. Explorers make routine decisions very quickly, but become more cautious on bigger, riskier
ones. Explorers appreciate a wide berth of authority to carry out their responsibilities.

Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.

 Personal direction: Creatively solving difficult and complex problems

 Strengths offered: Creativity in generating new ideas and solutions after doing the homework

 General characteristics: Brings a sense of firm direction and an awareness of quality control

 Contributions to others: Creative problem-solving and bringing focus on direction and solutions

 Getting along with others: Strong ideas and opinions, but may vacillate between focus on direction and
focus on quality issues

 When stressed: May withdraw from others or become indecisive

 Keep in mind: May become overly critical and sometimes distant when in disagreement

 Additional notes: Creates unique ideas for projects, but may vacillate at times about direction or quality
focus

Copyright © 2023 A24x7 All rights reserved. 10

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Copyright © 2023 A24x7 All rights reserved. 11

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Copyright © 2023 A24x7 All rights reserved. 12

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

DISCstyles Graphs for Sample Report

Your Adapted Style indicates you tend to use the behavioral traits of the Id style(s) in the focus area you had in mind
when completing the assessment. Your Natural Style indicates that you naturally tend to use the behavioral traits of
the Cd 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 current environment, situation, or relationship. This graph may change when you change
roles or circumstances. 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: Id Pattern: Cd

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.

Copyright © 2023 A24x7 All rights reserved. 13

Company Name HERE 206-400-6647 www.YourWebsite.com
 DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Copyright © 2023 A24x7 All rights reserved. 14

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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 Sample, DO:

 Beware of indecision, and be sure to keep the "data gate" open for more information.
 Remember these three rules: Be brief, be bright, and be gone.
 Motivate and persuade Sample by pointing out objectives and expected results.
 Stick to business matters only -- small talk or charm won't be appreciated.
 When you agree, support the ideas and potential results, rather than supporting the person responsible
for the results.
 Do your homework, because Sample's homework will already be done.
 When you disagree, take issue with the methods or procedures, not with the person.

When Communicating with Sample, DON’T:

 Provide incomplete or unclear directions or instructions.
 Fail to follow through. If you say you're going to do something, do it.
 Use unreliable evidence or testimonials.
 Confuse or distract Sample from the issues at hand.
 Whine about all of the work you have to do.
 Leave things up in the air, or decide by chance.
 Engage in rambling discussion, and waste Sample's time.

Copyright © 2023 A24x7 All rights reserved. 15

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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:

 Authority equal to the responsibility you have been given.
 Freedom from control and close scrutiny. A lack of freedom implies a lack of trust.
 New experiences, and new challenges to meet.
 High standards of quality that all members of the team honor and support.
 Immediate results for the high quality effort provided on any project.
 Things being done correctly the first time, so that later corrections aren't necessary.
 Efficient methods which get things done faster, without sacrificing quality.

People With Patterns Like You Tend to Need:

 To be able to trust the competence and high standards of others on the team.
 A minimum of oversight, interference, and organizational politics getting in the way of the creative
processes.
 To verbalize more of your reasons for decisions, and to include others in the decision-making process.
 To seek more input from others for a more effective team cooperation.
 To focus on reaching closure on projects, as you tend to resist finalizing because there is always
something that could be improved.
 Opportunities to use your professional expertise to solve problems by finding creative solutions.
 Fewer daily critical decisions, as you may hesitate when under too much pressure due to the desire for a
high-quality result.

Copyright © 2023 A24x7 All rights reserved. 16

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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 have the ability to use your imagination and take calculated risks in developing new solutions to
problems.
 You maintain a strong, businesslike focus on problems, ideas, and solutions.
 You are able to find solutions quickly, with a high degree of quality control.
 You tend to be a strong agent of change.
 You consider many alternatives, theories, and possibilities in your problem-solving approach.
 You put hard work and heavy effort into finding the best possible answers to questions or problems.
 You are a very creative thinker and innovator.

Your Work Style Tendencies:

 You are motivated to be creative and tend to become bored with routine work.
 You sometimes hesitate in making decisions due to a desire to investigate all facets of a problem, and all
potential solutions.
 You seek authority equal to your responsibility.
 You are motivated to be an initiator of creative new ideas, and may be seen as an agent of change within
an organization.
 Your ability to quickly analyze the facts allows you to show dominance in many new situations.
 You motivate others on the team with a sense of competition and urgency.
 You are able to look at a project from a "big picture" perspective, while keeping track of the details and
minutiae that contribute to each step.

You Tend to Be Most Effective In Environments That Provide:

 Challenging assignments that are both detailed and wide in scope.
 Freedom from external pressure, while allowing for self-imposed pressure and urgency.
 Support which allows you to focus maximum effort on the job tasks, and not to be concerned with social
protocol.
 Freedom to create in new and different ways.
 Security and confidence in quality control measures.
 Opportunity for advancement to positions allowing for creativity.
 Time to react to alternatives, but also support for the fact that the clock is ticking.

Copyright © 2023 A24x7 All rights reserved. 17

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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:

 Wants clear, quick answers  Uncaring
 Quality control driven  Creates double-bind situations
 Uses intuition and analysis  Plays favorites
 Results-driven  Moody

Under Stress You Need:

 Accuracy
 A slow pace for "processing" information
 Understanding of principles and details

Your Typical Behaviors in Conflict:

 You often resort to various indirect techniques to manipulate the environment to make it more favorable
to your position. You may resort to little known rules and procedures, the literal meaning of regulations,
the use of committees, and other indirect approaches.
 You appear to acquiesce to the demands of others and, thus, avoid conflict. In reality, however, you are
often just withdrawing to prepare for a future, probably covert, attempt to reestablish your position.
 You are quite uncomfortable with overt conflict, aggression and anger. You will do whatever you can to
avoid these situations and to avoid individuals with whom you have a disagreement.

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.
 Include all the people involved with a project in your decision-making process. Ask for their suggestions as
well as their data.

Copyright © 2023 A24x7 All rights reserved. 18

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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 tend to be unconcerned about social poise and may appear somewhat abrupt or aloof toward others
without being aware of this. You could build more bridges by showing more sensitivity to their feelings.
 Others may have difficulty keeping up with your opposing desires for quick, yet perfect results.
 You have a strong need for perfection and may not be satisfied until it has been reached.
 You may sulk or withdraw if not given attention and/or credit for ideas submitted.
 You may tend to work in rapid bursts, followed by periods of quiet reflection. This style may be confusing
to others who might prefer a more consistent approach.
 You may like to work under pressure, and thus you put others under unwelcome pressure sometimes.
 You may appear indecisive to some because of the need to re-examine evidence, or even wait for new
evidence prior to making decisions.

Copyright © 2023 A24x7 All rights reserved. 19

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Accuracy
Precision (C) Situational
How this individual focuses on correctness and exactness.

Personal Drive
Self-Driven (D) Self-Driven (D)
How this individual's own goals move things forward.

Reasoning
How this individual uses evidence to think through and solve Evidence-based (C) Intuition-based (I)
problems.

Self-Reliance
Directive (D) Situational
How this individual works within a team.

Customer & Team Interaction

How this individual engages with customers and Situational Engaging (I)
stakeholders, internal and external.

Prioritizing
How this individual determines the order for dealing with Situational Situational
items or tasks based on established rules and structure.

Providing Instruction
Situational Situational
How this individual dictates directions and expectations.

Careful Decision Making

Situational Impulsive (I)
How this individual approaches decisions and actions.

Building Rapport
Results-Focused (D) Situational
How this individual focuses when interacting with others.

Expressing Openness
How this individual is most comfortable expressing Structural (C) Social (I)
themselves.

Change Resistance
Drives Change (D) Drives Change (D)
How this individual resists engaging with change.

Work Process Alignment

How this individual focuses on process to follow through on Accuracy (C) Situational
work.

Copyright © 2023 A24x7 All rights reserved. 20

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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.

Accuracy
Natural (HM): You frequently focus on carefully and deliberately ensuring high-
quality outcomes with great importance on accuracy, structure, order and Precision (C)
precision in all you do. You are likely to focus on being and doing things right. While
doing it the right way can impact success dramatically, it is also helpful to have
dependability and uniformity in planning processes.

Adapted (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 Predictability (S)
making plans. You will have more positive outcomes when using balanced
planning.

Personal Drive Self-Driven (D)

Natural (HM): You are somewhat self-determined, often focused on taking actions
that achieve results and goals. You will likely be driven to action based on your own
needs and motivations and are likely a self-starter. Be aware that it can be
appropriate to support and help others as well.

Adapted (HM): Consistent with natural style

Others-driven (S)

Copyright © 2023 A24x7 All rights reserved. 21

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

Reasoning
Natural (HM): You often rely on data and evidence to ensure decisions reflect the Evidence-based (C)
right thing to do, and will seek verification to make complete and accurate
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 (LM): You often rely on your feelings and interactions with others to make
decisions, choosing what is likely to be social acceptable. You are likely to think
Intuition-based (I)
things through based on emotions over logic, trusting your gut. Be aware that
balanced thinking looks at both the emotions and the logic.

Self-Reliance
Natural (HM): You are quite results driven, focused on accomplishing things quickly
Directive (D)
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
efficiency autonomously. Be sure you are not distancing yourself too much.

Adapted (MOD): You balance results and interaction, getting things done efficiently,
but also involving others to get this accomplished as effectively as possible. You are
likely to be productive and efficient whether working independently or in
Collaborative (I)
collaboration with others, depending on the circumstances and variables of the
work.

Customer & Team Interaction

Natural (MOD): You can be engaging and persuasive while providing support and
Engaging (I)
stability in your interactions with others. You are likely to balance the needs of
others, creating a relationship and ensuring their needs are met. This can effectively
create loyal and trusting relationships.

Adapted (HM): You are somewhat engaging, charming, persuasive, and influential,
often connecting with others in a way that builds trust and confidence. You are more
likely to focus on engaging with the others to create a relationship, interacting with
Supporting (S)
them to build a friendship to ensure they will come back to work with you directly.
Sometimes business should be just business.

Prioritizing Rules (C)

Natural (MOD): You are attentive to established guidelines to ensure high-quality
results now and are focused on actions that target immediate accomplishment. You
likely balance both rules and results when prioritizing, recognizing that both have
significance in a successful experience and outcome.

Adapted (MOD): Consistent with natural style

Results (D)

Copyright © 2023 A24x7 All rights reserved. 22

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

Providing Instruction
Directive & Compulsive (D)
Natural (MOD): You are able to balance the desire to set the expectations or uphold
the protocol based on the situation and what is most relevant. You may follow the
established structural and procedural guideline if they support the objectives. Keep
in mind that sometimes this may come through as difficult for styles that are less
focused on tasks and more focused on relationship.

Adapted (MOD): Consistent with natural style Reserved & Detailed (C)

Careful Decision Making

Natural (MOD): You balance careful attention and consideration of risks, but may Cautious (S)
also act more impulsively, going with your gut and intuition. Your decisions can be
based on a balanced approach of logic and emotion where you will do what feels
right and also what makes sense while being attentive to risks.

Adapted (LM): You are somewhat impulsive based on feelings rather than taking the
time to consider the risks and consequences. You are likely to make decisions
spontaneously and emotionally, trusting your gut and going with what feels right. Impulsive (I)
Sometimes it is important to see if it makes sense too, not just feels good.

Building Rapport
Natural (LM): You are somewhat results driven in your interactions, preferring not Relationships-Focused (I)
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
more when working together.

Adapted (MOD): Your interactions are driven by both a desire to connect with
others socially, and to get the work done and reach results. If you can do both at Results-Focused (D)
once, that's great!

Copyright © 2023 A24x7 All rights reserved. 23

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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 (HM): You are somewhat comfortable when interacting with others, quick
paced and focused on personal connections, and may tend to elaborate to engage
with others. You are likely to be most confident and comfortable when interacting Structural (C)
with others, and are likely to trust information passed along through people you
trust. Remember, sometimes having the support documentation is important too.

Change Resistance
Reluctant to Change (S)
Natural (LM): You are likely to be more firm in times of change, preferring to lead
and direct activities focused on results and solutions. You are likely to
respond/interact in change by driving action and facing it head on as it comes. You
may even want to change things just to see how it can be different. Sometimes
keeping things consistent is good too.

Adapted (LM): Consistent with natural style Drives Change (D)

Work Process Alignment

Natural (LM): Your process and follow through is often driven by upholding quality
standards to be sure what you are doing is accurate and precise. You are likely to Consistency (S)
process information and follow through with exactness and precision as a focus.
There are times when consistency is as important as accuracy. Don't forget to
balance them.

Adapted (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 Accuracy (C)
information and then follow through based on an equal emphasis on accuracy and
consistency. These two, when balanced, will ensure great outcomes.

Copyright © 2023 A24x7 All rights reserved. 24

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

Summary of Sample Report’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._______________________________________________________________________

Copyright © 2023 A24x7 All rights reserved. 25

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Copyright © 2023 A24x7 All rights reserved. 26

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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.

Copyright © 2023 A24x7 All rights reserved. 27

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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).

SLOWER-PACED FASTER-PACED
TASK-ORIENTED TASK-ORIENTED

SLOWER-PACED FASTER-PACED
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.

Copyright © 2023 A24x7 All rights reserved. 28

Company Name HERE 206-400-6647 www.YourWebsite.com
 DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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)

Copyright © 2023 A24x7 All rights reserved. 29

Company Name HERE 206-400-6647 www.YourWebsite.com
 DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

To Modify Directness and Openness

DIRECT/INDIRECT

With D Styles With I Styles With S Styles With C Styles

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

With D Styles With I Styles With S Styles With C Styles

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

Copyright © 2023 A24x7 All rights reserved. 30

Company Name HERE 206-400-6647 www.YourWebsite.com
 DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

To Modify Pace and Priority

PACE

With D Styles With I Styles With S Styles With C Styles

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

With D Styles With I Styles With S Styles With C Styles

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

Copyright © 2023 A24x7 All rights reserved. 31

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Copyright © 2023 A24x7 All rights reserved. 32

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Copyright © 2023 A24x7 All rights reserved. 33

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Copyright © 2023 A24x7 All rights reserved. 34

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Copyright © 2023 A24x7 All rights reserved. 35

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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.

Copyright © 2023 A24x7 All rights reserved. 36

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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: High I

Style:________________________________________ Pace: Faster-paced

Priority: People-oriented
My
Difference: Pace and Priority
Pace:________________________________________ Strategy: Be more personable, social, upbeat,
and faster-paced with John
My

Priority:______________________________________

RELATIONSHIP 1 RELATIONSHIP 2

Name:________________________________________ Name:________________________________________

Style:_________________________________________ Style:_________________________________________
Pace:_________________________________________ Pace:_________________________________________
Priority:_______________________________________ Priority:_______________________________________
Difference:_____________________________________ Difference:_____________________________________

Strategy:______________________________________ Strategy:______________________________________

_____________________________________________ _____________________________________________

_____________________________________________ _____________________________________________

Copyright © 2023 A24x7 All rights reserved. 37

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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

Copyright © 2023 A24x7 All rights reserved. 38

Company Name HERE 206-400-6647 www.YourWebsite.com
DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

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.

Copyright © 2023 A24x7 All rights reserved. 39

Company Name HERE 206-400-6647 www.YourWebsite.com
 DISC Self
REPORT FOR Sample Report - Id/Cd STYLE

(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.

Copyright © 2023 A24x7 All rights reserved. 40

Company Name HERE 206-400-6647 www.YourWebsite.com