GRAPH I GRAPH II

Response to the Environment Basic Style

Adapted Natural
MOST LEAST

D I S C
Row 1
Most =24
Graph I
D I S C
Row 2
Least =24
Graph II

After scoring and plotting:

1. Circle the highest plotting on Graph I.

Your “Adapted” behavior is a high________. (D, I, S or C)

2. Circle the highest plotting on Graph II.

Your “Natural” behavior is a high _________. (D, I, S or C)

3. Turn to pages 7-8 to gain more insights on your Natural and Adapted behavior.

4. Go to page 9 and identify a graph that is most like your Graph I and Graph II.

Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd. 4

 UNDERSTANDING THE GRAPHS

Graph I
Response to the Environment
Adapted Behavior

m Graph I is generated from your “Most” responses

Your “Most” responses illustrate the behavior you exhibit in your “focus” environment.

m Graph I is your “mask” graph

We tend to adapt our behavior to meet the demands of our environment. Graph I represents
the behavior you project to others. It may not be the same as your natural behavior.

m Graph I is the most changeable

Graph I can change depending on the demands from your environment. Many times success
can be directly related to your ability to read an environment and adapt the correct behavior to
win.

m Graph I is your “focus” graph

Graph I illustrates the behavior in your “focus” environment. It may change between work and
home or can be situational. For example, meetings tend to demand certain types of behavior
depending on your role, which may not be the same as your Basic (Natural) Style.

Graph II
Basic Style
Natural Behavior

m Graph II is generated from your “Least” responses

When you select adjectives that are “Least” like you, the system moves you away from that
type of behavior. For example, if you select words that describe you least, such as bold,
daring or determined, your plot point on that factor will move down. Identifying what you are
“least” like allows the process to determine your natural behavior.

m Graph II is your natural behavior

When you are under pressure, your behavior will reflect your natural style because you do not
have the energy to adapt or mask your behavior. Also, when you are totally at ease and have
no need to adapt, others will see your natural behavior.

m Graph II is the least changeable

Graph II will seldom change significantly because this represents the “real” you.

m Graph II can change if you experience a significant emotional event.

A significant emotional event can cause change in Graph II. For example, divorce, death of a
loved one or loss of employment can significantly impact a person’s emotions and change
Graph II.

5 Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd.

 HISTORY OF THE DISC LANGUAGE
As early as 400 B.C., Hippocrates observed similarities and differences in human behavior and
classified four different behaviors. In 1921, C.G. Jung spoke of four “types” oriented by four
psychological functions: thinking, feeling, sensation and intuition. He then further divided the types into
“introversion” and “extroversion.”

The Personal Insights Profile uses the Style Analysis Instrument which is based on the work of Dr.
William Moulton Marston. Born in Cliftondale, Massachusetts, in 1893, Dr. Marston was educated at
Harvard University. He received three degrees from that institution, an A.B. in 1915, a LL.B in 1918 and
a Ph.D. in 1921.

Most of Dr. Marston’s adult life was spent as a teaching and consulting psychologist. Some of his
assignments included lecturing at the American University, Tufts, Columbia and New York University. A
prolific writer, Dr. Marston was a contributor to the American Journal of Psychology, the Encyclopedia
Britannica, and the Encyclopedia of Psychology, all while authoring and/or coauthoring five books.
Although still a consulting psychologist, Marston was most active in the last five years of his life as the
originator, writer and producer of “Wonder Woman”, a successful comic strip which first appeared in
book form. In this endeavor, he used the pen name Charles Moulton. Stricken with Poliomyelitis in
1944, Dr. Marston was partially paralyzed from that time until his death at age 53 in 1947.

In 1928 he published a book, “The Emotions of Normal People,” in which he described the theory we
use today. He viewed people as behaving along two axes with their actions tending to be active or
passive depending upon the individual’s perception of the environment as either antagonistic or
favorable.

By playing these axes at right angles, four quadrants were formed, each circumscribing a behavioral
pattern.

(1) Dominance produces activity in an antagonistic environment.

(2) Inducement produces activity in a favorable environment (called influence in this system).
(3) Steadiness produces passivity in a favorable environment.
(4) Compliance produces passivity in an antagonistic environment.

Dr. Marston believed that people tend to learn a self-concept which is basically in accord with one of
the four factors. It is possible, therefore, using Marston’s theory, to apply the powers of scientific
observation to behavior and to be Objective and Descriptive rather than Subjective and Judgmental.
BEHAVIORAL INSIGHTS
D - Dominance - Challenge TASK/THINKING
How you respond to problems or challenges. ANTAGONISTIC
I - Influence - Contacts
INTROVERTED

C D
EXTROVERTED

How you influence others to your point of view.

PASSIVE

S - Steadiness - Consistency
ACTIVE

How you respond to the pace of the environment.

C - Compliance - Constraints
How you respond to rules and procedures set by others. S I
“All people exhibit all four behavioral factors in varying FAVORABLE
degrees of intensity.” —W.M. Marston FEELING/RELATIONS
Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd. 6
 GENERAL CHARACTERISTICS

VALUE TO THE TEAM: IDEAL ENVIRONMENT:

C § Maintains high standards

§ Conscientious and steady
§ Defines, clarifies, gets information
§
§
§
Where critical thinking is needed
Technical work or specialized area
Close relationship with small group
and tests § Familiar work environment
§ Objective - “The anchor of reality” § Private office or work area
DESCRIPTORS:
§ Comprehensive problem solver
Accurate
Analytical
Conscientious
Courteous TENDENCY UNDER STRESS: POSSIBLE LIMITATIONS:
Diplomatic
Fact-finder § Pessimistic § Be defensive when criticized
High Standards § Picky § Get bogged down in details
Mature § Fussy § Be overly intense for the situation
Patient § Overly Critical § Appear somewhat aloof and cool
Precise
EMOTION OF THE HIGH C:
Fear

VALUE TO THE TEAM: IDEAL ENVIRONMENT:

S §
§
§
Dependable team player
Work for a leader and a cause
Patient and empathetic
§
§
§
Where critical thinking is needed
Technical work or specialized area
Close relationship with small group
§ Logical step-wise thinker § Familiar work environment
§ Service-oriented § Private office or work area
DESCRIPTORS:

Amiable
Friendly
Good Listener
Patient TENDENCY UNDER STRESS: POSSIBLE LIMITATIONS:
Relaxed
Sincere § Non-demonstrative § Yield to avoid controversy
Stable § Unconcerned § Difficulty in establishing priorities
Steady § Hesitant § Dislike of unwarranted change
Team Player § Inflexible § Difficulty dealing with diverse
Understanding situations

EMOTION OF THE HIGH S:

Unemotional

7 Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd.

 GENERAL CHARACTERISTICS

VALUE TO THE TEAM: IDEAL ENVIRONMENT:

D §
§
§
Bottom line organizer
Forward-looking
Challenge-oriented
§ Freedom from controls, supervision
and details
§ An innovative and futuristic-oriented
§ Initiates activity environment
§ Innovative § Forum to express ideas and
DESCRIPTORS: viewpoints
§ Non-routine work
Adventuresome § Work with challenge and opportunity
Competitive
Daring
Decisive TENDENCY UNDER STRESS: POSSIBLE LIMITATIONS:
Direct
Innovative § Demanding § Overuse of position
Persistent § Nervy § Set standards too high
Problem Solver § Aggressive § Lack tact and diplomacy
Results-oriented § Egotistical § Take on too much, too soon, too
Self-starter fast

EMOTION OF THE HIGH D:

Anger

VALUE TO THE TEAM: IDEAL ENVIRONMENT:

I §
§
§
Optimism and enthusiasm
Creative problem solving
Motivates others toward goals
§
§
§
High degree of people contact
Freedom from control and detail
Freedom from movement
§ Team player § Forum for ideas to be heard
§ Negotiates conflicts § Democratic supervisor with whom
DESCRIPTORS:
he can associate
Charming
Confident
Convincing
Enthusiastic TENDENCY UNDER STRESS: POSSIBLE LIMITATIONS:
Inspiring
Optimistic § Self-promoting § Inattentive to details
Persuasive § Overly optimistic § Be unrealistic in appraising people
Popular § Gabby § Trust people indiscriminately
Sociable § Unrealistic § Situational listener
Trusting
EMOTION OF THE HIGH I:
Optimism

Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd. 8

 INSIGHTS TO YOUR PERSONAL BEHAVIOR
This page identifies the most common (DISC) graphs. First locate the Graph that is most similar to your
Graph I, then repeat for graph II. My Graph I is most like ________. My Graph II is most like ________.
Pages 11-18 will provide more information to help you further understand your Adapted and Natural
style.

C D
D I S C D I S C D I S C D I S C D I S C D I S C

Analyzer #7 Coordinator #21 Implementor #24 Conductor #1 Persuader #12 Implementor #9

D I S C D I S C D I S C D I S C D I S C D I S C

Analyzer #60 Analyzer #55 Analyzer #38 Conductor #57 Conductor #27 Conductor #42

S I
D I S C D I S C D I S C D I S C D I S C D I S C

Supporter #5 Coordinator #20 Relater #17 Promoter #3 Persuader #13 Relater #16
D I S C D I S C D I S C D I S C D I S C D I S C

Supporter #59 Supporter #35 Supporter #50 Promoter #58 Promoter #47 Promoter #30

9 Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd.

 THE SUCCESS INSIGHTS WHEEL™
The Success Insights Wheel was developed to give you a visual representation of your Natural and Adapted Styles. Refer
to page 9 to identify which section of the wheel represents your Graph I and which section of the wheel represents your
Graph II. Draw an asterisk (*) in the correct section from your Graph I. Draw a circle ( ) in the section that represents your
Graph II. Creative
Task-Oriented
Precise Competitive
Cool/Aloof
Accurate Confrontational
Analytical
Quality-Oriented Direct
Vacillating
Critical Listener Results-Oriented
Attention to Detail Change Agent
24 9
7 1
Logical Persuasive
38 55 42 27
Product-Oriented 21
Process-Oriented
60 57 12
Slow to Change Quick to Change
20 59 58 13
Self-Disciplined Independent
35 50 47 30
Pessimistic Optimistic
5 3
17 16
Accommodating Trusting
Non-Confrontational Contactable
Persistent Good Supporter Persuasive
Adaptable Team Player Talkative
Steady Persistent Self-Confident
Cooperative
Sensitive to Others

WORK ENVIRONMENT
If your job could talk, what would it say? Based on the descriptors around the wheel, place a (J) in the section of the wheel
that best describes your job. How does it compare with your Graph I and Graph II locations?

Creative and Original Thinking

High Quality Standards Logical Decisions Bold, Aggressive Actions
Procedures to Follow Studying and Solving Problems Challenging Assignments
Accuracy Effective Time-Management Authority
Analysis of Facts and Data Firm, Quick Decision Making

Task-Orientation Change Agent

Adherence to Standards Enthusiasm
Guidelines to Follow Results Through People
Diplomacy and Cooperation Testing of New Ideas

Logical Thinking People Contact

Systematic Routine Coaching Verbalizes Thoughts and Ideas
Relaxed Pace Teamwork Varied Activities
Team Participation Service to Others Mobility
Harmonious Work Environment

Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd. 10

 HIGH C BEHAVIORAL GRAPHS
KEY STRENGTHS Analyzer #7 TENDENCIES
D I S C
q Ability to do tough assignments right Goal: Accuracy and quality
the first time
q Alert and sensitive to errors where Judges others by: Correct results,
precision and accuracy are required proof and facts presented
q Professional and disciplined in their Influences others by: Use of data and
approach as it relates to an area of exactness
their expertise
Value to the organization: High
q Organization skills, wise use of time standards for self and subordinates,
IMPROVE EFFECTIVENESS BY well-disciplined
q Being less of a perfectionist Overuses: Rules and regulations
q Going “by the book” less often
When under stress: Becomes
q More enthusiasm, less reliance on overly critical of self and others
data
Fears: High-risk decisions

KEY STRENGTHS Coordinator #21 TENDENCIES

q Ability to set and accomplish high D I S C

standards of conduct and work Goal: Security and neatness

q Alert and sensitive to problems, rules, Judges others by: Precise standards
errors and procedures Influences others by: Dependability,
q Ability to make tough decisions attention to detail
without letting emotions interfere
Value to the organization:
q Ability to understand and preserve the Conscientiousness, maintains standards
need for quality systems
Overuses: Dependency on standard
IMPROVE EFFECTIVENESS BY
operating procedure
q Stating true feelings on issues
q Less concern that change may When under stress: Becomes
damage relationships or quality introverted, obstinate
q More confidence, interdependency Fears: Antagonism

KEY STRENGTHS Implementor #24 TENDENCIES

q Ability to do quality work while D I S C
Goal: Designing systems
exploring new ways to increase
quantity Judges others by: Their own high
q Ability to make tough decisions, using standards
insight and facts, while remaining Influences others by: Setting a pace in
unemotional developing systems
q Ability to push hard to discover correct
Value to the organization: Precise,
acceptable solutions to problems
conscientious worker
q Expects and challenges team to
higher performance standards Overuses: Facts and figures
IMPROVE EFFECTIVENESS BY When under stress: Takes on too much
q Being sensitive to the feelings of Fears: Disorganization
others
q Being less blunt and direct
q Showing more sincerity

11 Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd.

 HIGH C BEHAVIORAL GRAPHS
KEY STRENGTHS Analyzer #60 TENDENCIES
D I S C
q A promoter of quality systems Goal: Diplomatic
q A good sense of urgency balanced with
maintaining high standards Judges others by: Who they know,
prestige and accomplishments
q Organized, even in relationships.
Appreciates company of people with Influences others by: Strategy in good
similar ideas, likes being organized and relations
quality-conscious
Value to the organization: Creates a
q Sensitive to change in the social and good working environment
work environment
Overuses: Tactfulness
IMPROVE EFFECTIVENESS BY
q Being more accepting of others’ ideas When under stress: Becomes too suave
and beliefs Fears: Having to trade quality for good
q Setting realistic goals relationships
q Not being overly sensitive to other
people’s comments
Analyzer #55 TENDENCIES
KEY STRENGTHS
D I S C
q Willing to adapt and be an integral part Goal: Technical ability
of the team—unless adapting lowers
quality Judges others by: Their skills and
expertise
q Ability to see both the good and the bad
in any situation Influences others by: Being levelheaded
q Ability to get results through people and Value to the organization: Combined
complete tasks with high standards task and people skills
q Places a high priority on conserving
resources Overuses: High standards

IMPROVE EFFECTIVENESS BY When under stress: Becomes uneasy,

q Being realistic when appraising people unpleasant
q Making quicker decisions even when Fears: Lack of recognition
more data relating to quality is needed
q Respecting others’ efforts and valuing
team members

KEY STRENGTHS
Analyzer #38
D I S C
TENDENCIES
q Ability to fight hard for results and/or
Goal: Problem solver
procedures to ensure quality and
correctness Judges others by: Their use of data
q Ability to ask the right questions to Influences others by: Facts and figures
uncover hidden facts
q Avoids favoritism when evaluating Value to the organization: Independently
personnel accepts analytically challenging
assignments
q Will combine analytical and intuitive
skills when dealing with complex issues Overuses: Perfectionism
IMPROVE EFFECTIVENESS BY When under stress: Becomes blunt
q Being less analytical in trying to achieve
Fears: People contact, high risks and lack
correctness
of privacy
q Not hiding emotion and expressing more
thoughts to others
q Sharing information, team cooperation

Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd. 12

 HIGH D BEHAVIORAL GRAPHS
KEY STRENGTHS Conductor #1 TENDENCIES
D I S C
q Ability to tackle tough problems dealing Goal: Dominance and independence
with many issues
q Forward-looking, aggressive and Judges others by: Their ability for
competitive getting the task done quickly
q Ability to work in an environment that Influences others by: Force of
has variety and change character, persistence
q Initiates activity and sets a pace to Value to the organization: Show ‘em
achieve desired results attitude
IMPROVE EFFECTIVENESS BY Overuses: Challenge and contest
q Being less intense, opinionated and
blunt When under stress: Becomes quiet and
analytical
q Not coercing others who may not be as
committed to a project as they are Fears: Losing control
q Patience, concern for people, humility

KEY STRENGTHS Persuader #12 TENDENCIES

q Results-oriented with a sense of D I S C
Goal: Aggressive and confident to win
urgency to accomplish goals and meet
deadlines Judges others by: Ability to
communicate and to think
q Decisive and aggressive when
presented with challenges Influences others by: Friendliness and
q Initiates activity through other people to desire for results
get desired results Value to the organization: Good
q Extroverted and actively seeks planner, problem solver and resourceful
relationships with a variety of people
Overuses: Position and their way
IMPROVE EFFECTIVENESS BY
q Becoming less irritated if deadlines are When under stress: Becomes restless,
delayed or missed impatient and insensitive
q Not taking on too many responsibilities Fears: Losing and failing
at one time, more consistency
q More follow-through, directness, lower
expectations
Implementor #9 TENDENCIES
KEY STRENGTHS D I S C

q Sets high standards for self and others, Goal: Dominance and pioneering
expecting performance and teamwork
Judges others by: Their own
q Aware and sensitive to the cost of errors
standards, progressive ideas
and mistakes
q Structured in use of time Influences others by: Competition and
unique challenges
q Systematically solves problems without
letting emotions influence decisions Value to the organization: Initiate
IMPROVE EFFECTIVENESS BY change on their own
q More warmth and appreciation of other Overuses: Bluntness, overly critical
team members
When under stress: Driving and
q Being more consistent with decisions— demanding
quantity versus quality issues
Fears: Not being influential
q Not being so blunt and critical of people
who do not meet their standards

13 Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd.

 HIGH D BEHAVIORAL GRAPHS
KEY STRENGTHS Conductor #57 TENDENCIES
D I S C
q Ability to come up with new ideas and Goal: Determined
follow it through to completion
q Appreciates others who are team Judges others by: Amount of work
players completed
q Ability to see the “big picture” along with Influences others by: Tenacity and
the small details persistence
q Determination and persistence Value to the organization: Results-
IMPROVE EFFECTIVENESS BY oriented with a sense of consistency
q Not being overly focused on one issue Overuses: Reliance on self
and missing other opportunities
When under stress: Stubborn, quiet
q Being less concerned with personal
and non-demonstrative
standards
q Checking priorities with others Fears: Involvement with too many
people

KEY STRENGTHS Conductor #27 TENDENCIES

q Direct and independent D I S C

q High personal goals that usually Goal: Aggressively works through

surpass the goals of others people to achieve results
q Ability to be self-sufficient, challenging Judges others by: Expectations and
yourself when others fail to provide likability
support
Influences others by: Persuasiveness
q Faces obstacles and competition with
optimism Value to the organization: Innovation
and determination
IMPROVE EFFECTIVENESS BY
q Not displaying too much independence Overuses: Old ways, strong will
at inappropriate times When under stress: Impatient, driving,
q Being more careful with details unstructured
q Using patience, planned approaches to Fears: Not achieving desired goals
solutions, delegation

KEY STRENGTHS Conductor #42

q Ability to express ideas without getting D I S C TENDENCIES
emotionally attached Goal: Self-sufficient
q Single-minded concentration on goals Judges others by: Comprehension and
and vital issues
power of reasoning
q Careful scrutinizing of others who may
impact your performance Influences others by: Rational, indirect
manner
q Ability to explain technical data clearly
and translate theory into workable Value to the organization: Self-starter,
solutions goal-oriented
IMPROVE EFFECTIVENESS BY Overuses: Self-reliance
q Sharing knowledge, thoughts and
When under stress: Ambivalent and
emotions with others
pessimistic
q Not hesitating to act under heavy
pressure Fears: Deadlines without time for quality
assurances
q Developing more people skills and
verbalization

Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd. 14

 HIGH I BEHAVIORAL GRAPHS
KEY STRENGTHS Promoter #3 TENDENCIES
D I S C
q Very optimistic with a positive sense of Goal: Obliging and accommodating
humor
q Places focus on people and high trust in Judges others by: Their warmth
relationships Influences others by: Friendliness and
q Develops friendships quickly, enjoy interpersonal skills
networking Value to the organization:
q Uses a consensus approach to Communicates the “big dream,” ability to
decision-making bring a team together
IMPROVE EFFECTIVENESS BY Overuses: Dependency on others and
q Keeping sight of career goals optimism
q Being less concerned with the feelings
When under stress: Emotional, too
of others
trusting
q Being organized and having a realistic
attitude Fears: Not being liked enough

KEY STRENGTHS Persuader #13 TENDENCIES

D I S C
q Ability to influence people to their way of Goal: Maintain friendships
thinking
Judges others by: Influential contacts,
q Communicates in a very open manner
commitment
q Ability to calm conflict situations
Influences others by: Inspiration and
q Ability to promote new ideas and
charisma
products
IMPROVE EFFECTIVENESS BY Value to the organization: Stable,
dependable, wide range of friendships
q Making decisions based less on
emotions Overuses: Enthusiasm
q Being willing to confront when required When under stress: Overly verbal
q Having realistic deadlines, and
Fears: Failure
practicing good time management

KEY STRENGTHS
Relater #16 TENDENCIES
D I S C
q Ability to help others using warmth, Goal: Maintain long-term friendships
empathy and understanding
Judges others by: Their loyalty to the
q Protects and values both people and relationship
things
q Good listener and talker Influences others by: Personal
relationships, setting a good example
IMPROVE EFFECTIVENESS BY
q Being assertive and decisive in certain Value to the organization: Good
situations listener, patient with others
q Not avoiding confrontation even when Overuses: Tolerance
risky
When under stress: A grudge-holder,
q More initiative, sense of urgency uneasy under stressful situations
Fears: Confrontation

15 Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd.

 HIGH I BEHAVIORAL GRAPHS
Promoter #58
KEY STRENGTHS TENDENCIES
D I S C
q Ability to handle difficult situations Goal: Approval and acceptance
tactfully, sensitive to the needs of
people Judges others by: Their ability to read
q Ability to create a pleasant, comfortable verbal and nonverbal cues
atmosphere Influences others by: Poise and
q Ability to promote ideas effectively confidence
q Prefers a fast-paced environment Value to the organization: Relieves
IMPROVE EFFECTIVENESS BY tension and promotes people and
q Being less analytical projects
q Communicating less information when Overuses: Control of conversation
selling products or ideas
When under stress: Verbal, caustic
q Being more assertive with others
Fears: Loss of uniqueness

KEY STRENGTHS
Promoter #47 TENDENCIES
D I S C
q Ability to be adaptable in many Goal: Systematic results through others
situations
Judges others by: Their ability to
q An optimistic, sociable and cooperative
communicate and to think
team player
q Will attempt to bring the team together Influences others by: Diplomacy
in a well-organized manner Value to the organization: Careful and
q Patience to listen to what others are personable
saying
Overuses: Position and their standards
IMPROVE EFFECTIVENESS BY
When under stress: Possessive and
q Being less accommodating of others
overly sensitive
q More consistent display of assertiveness
Fears: Not being part of the team
q More directness and better time
management

KEY STRENGTHS Promoter #30 TENDENCIES

q Ability to be persuasive, assertive and D I S C
Goal: Sociable and convincing
steady
q Ability to be independent when the need Judges others by: Their dedication and
arises tenacity
q Ability to create and promote an idea Influences others by: Taking
q Ability to present ideas in a positive and responsibility
somewhat direct manner Value to the organization: Enthusiasm
IMPROVE EFFECTIVENESS BY and directness with new ideas and
q Being less opinionated opinions
q Gathering enough information before Overuses: Ambitiousness
acting
When under stress: Superficial
q More attention to details, organization
Fears: Not being seen as a team player

Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd. 16

 HIGH S BEHAVIORAL GRAPHS
Supporter #5
KEY STRENGTHS TENDENCIES
D I S C
q Ability to present self in a calm and Goal: Dependability and stable
controlled manner, using the ability to
concentrate as a means to listen and Judges others by: Their consistency
learn
Influences others by: A congenial
q Ability to stay with a task that provides disposition, serving others
meaningful contribution to the
organization Value to the organization: Stabilizes
the environment in a friendly manner
q A team member who can be open,
patient and tolerant of differences Overuses: Composure
q Enjoys praising others When under stress: Non-expressive
IMPROVE EFFECTIVENESS BY Fears: Not being appreciated, and the
q Projecting a sense of urgency when unknown
the need arises
q Less reliance on routines
q More initiative, adaptability to change

KEY STRENGTHS Coordinator #20 TENDENCIES

D I S C
q Ability to begin a project and follow Goal: Achieve high standards set for self
through to completion
Judges others by: Use of knowledge
q Willing to work for a leader and a
cause Influences others by: Ability to follow
q Excels in seeking solutions to through
problems through logic that will be Value to the organization: Adding
comprehensive and pleasing to all focus and logic to existing needs
involved
q Demonstrates positive leadership Overuses: Resistence to change
through the consideration shown to When under stress: Becomes
the feelings of others on the team determined, stubborn
IMPROVE EFFECTIVENESS BY Fears: Not meeting specific
q Learning to be self-promoting requirements
q Using a direct approach
q Displaying concerns and feelings
Relater #17 TENDENCIES
KEY STRENGTHS D I S C
q Good listening skills with the ability to Goal: Acceptance
empathize with people
Judges others by: Loyalty, sincerity,
q Skilled at helping and supporting dependability
others achieve goals and aspirations
Influences others by: Offering
q Gifted at accepting people’s
understanding, friendship
sentiments, beliefs and values
q Ability to create an environment where Value to the organization: Supports,
people feel significant harmonizes and offers stability under
pressure
IMPROVE EFFECTIVENESS BY
q Being assertive and decisive Overuses: Kindness, compassion
q Being less accepting of the status quo When under stress: Withdrawn
q More strength, firmness and Fears: Dissension, conflict, being
self-assertion unliked

17 Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd.

 HIGH S BEHAVIORAL GRAPHS
Supporter #59
KEY STRENGTHS TENDENCIES
D I S C
q Ability to take a problem and follow Goal: Personal achievement
through to successful completion
q Persistent, determined, tenacious and Judges others by: Their
logical in the pursuit of results accomplishments and successes
q Excels at maintaining relationships Influences others by: Perseverence
both on and off the job
Value to the organization: Works
q Team player who will display independently and likes challenge
leadership skills and stand up
aggressively for what they believe in Overuses: Bluntness
IMPROVE EFFECTIVENESS BY When under stress: Obstinate,
q Demonstrating less passive behavior, inflexible, relentless
even if it affects their security Fears: Not attaining desired results
q Using new and creative thinking when
problem solving
q Not resisting new situations that may
be out of their comfort zone
KEY STRENGTHS Supporter #35 TENDENCIES
D I S C
q Ability to be supportive, friendly and Goal: Status quo
optimistic in any relationship
q Sociable with the ability to enjoy the Judges others by: Friendship
uniqueness of each human being Influences others by: Consistency of
q Ability to use balanced judgment performance, accommodation
bringing stability to the entire team Value to the organization: Planner,
q Good at analyzing situations that can consistency, maintains pace
be felt, touched, seen, heard,
personally observed or experienced Overuses: Modesty, conservatism

IMPROVE EFFECTIVENESS BY When under stress: A grudge-holder

q Staying focused on roles and Fears: Conflict, losing face
expectations to be effective
q Having a sense of urgency
q Sincere appreciation of shortcut
methods

KEY STRENGTHS Supporter #50 TENDENCIES

D I S C
q Ability to empathize with others’
feelings while maintaining their own Goal: Success through consistency
independence Judges others by: Loyal friendships
q Excels at projects that require a Influences others by: Persuasive
determination and persistence to win people skills
q Positive influence on uncooperative or
negative team members Value to the organization: Solves
problems creatively and innovatively
q Good at bringing people to negotiation works through people
process and listening to opposing
views Overuses: Intensity
IMPROVE EFFECTIVENESS BY When under stress: Passionate,
q Prioritizing daily activities forceful
q More weighing of pros and cons Fears: Not being supported by the team
q Being more firm and consistent in and change
their convictions
Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd. 18
 THE SUCCESS INSIGHTS WHEEL™
Creative
Precise Task-Oriented Competitive
Accurate Cool/Aloof Confrontational
Quality-Oriented Analytical Direct
Critical Listener Vacillating Results-Oriented
Attention to Detail Change Agent

Logical Persuasive
Product-Oriented Process-Oriented
Slow to Change Quick to Change
Self-Disciplined Independent
Pessimistic Optimistic

Accommodating Trusting
Non-Confrontational Contactable
Persistent Good Supporter Persuasive
Adaptable Team Player Talkative
Steady Persistent Self-Confident
Cooperative
Sensitive to Others

Words That Don’t Work

Feelings
Clever Perception Frequent Stoppage
Educated Guess Your Opinion Follow Directions
Experimental In My Opinion

New Standardized
Revolutionary Structured
Cutting Edge Uniform

Substantial Change Theoretical

Innovative Sophisticated
Play to Win Requires Study
Complex
Abstract
Override the People

19 Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd.

FIRST IMPRESSIONS/SOCIAL INTERACTION
HOW YOUR STYLE MAY INITIALLY REACT WITH VARIOUS STYLES

Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd. 20

 KEYS TO ADAPTING COMMUNICATION

C D
COMMUNICATING WITH THE HIGH C COMMUNICATING WITH THE HIGH D

§ Prepare your case in advance. § Be clear, specific and to the point.

Don’t be disorganized or messy. Don’t ramble on, or waste their time.
§ Approach them in a straightforward, direct way. § Stick to business.
Don’t be casual, informal or personal. Don’t try to build personal relationships, or chitchat.
§ Use a thoughtful approach. Build credibility by looking at all § Come prepared with all requirements, objectives and support
sides of each issue. material in a well-organized package.
Don’t force a quick decision. Don’t forget or lose things, be unprepared or disorganized.
§ Present specifics, and do what you say you can do. § Present the facts logically; plan your presentation efficiently.
Don’t be vague about expectations or fail to follow through. Don’t leave loopholes or cloudy issues if you don’t want to
§ Draw up an “Action Plan” with scheduled dates and be zapped!
milestones. § Ask specific (preferably What?) questions.
Don’t over promise as to results, be conservative. Don’t ask rhetorical questions, or useless ones.
§ Take your time, but be persistent. § Provide alternatives and choices for making their decisions.
Don’t be abrupt and rapid. Don’t come with the decision made, or make it for them.
§ If you disagree, prove it with data, facts or testimonials from § Provide facts and figures about probability of success or the
respected people. effectiveness of options.
Don’t appeal to opinion or feelings as evidence. Don’t speculate wildly or offer guarantees and assurances
§ Provide them with the information and the time they need to where there is a risk in meeting them.
make a decision. § If you disagree, take issue with the facts.
Don’t use closes, use incentives to get the decision. Don’t take issue with the High D personally.
§ Allow them their space. § Provide a win/win opportunity.
Don’t touch them. Don’t force a High D into a losing situation.

S I
COMMUNICATING WITH THE HIGH S COMMUNICATING WITH THE HIGH I

§ Start with personal comments. Break the ice. § Plan interaction that supports their dreams and intentions.
Don’t rush headlong into business or the agenda. Don’t legislate or muffle.
§ Show sincere interest in them as people. § Allow time for relating and socializing.
Don’t stick coldly or harshly to business. Don’t be curt, cold or tight-lipped.
§ Patiently draw out their personal goals and ideas. Listen and § Talk to people about their goals.
be responsive. Don’t drive to facts, figures and alternatives.
Don’t force a quick response to your objectives. § Focus on people and action items. Put details in writing.
§ Present your case logically, softly, non-threateningly. Don’t leave decisions up in the air.
Don’t threaten with positional power, or be demanding. § Ask for their opinion.
§ Ask specific (preferably How?) questions. Don’t be impersonal or task-oriented.
Don’t interrupt as they speak. Listen carefully. § Provide ideas for implementing action.
§ Move casually, informally. Don’t waste time in “dreaming.”
Don’t be abrupt and rapid. § Use enough time to be stimulating, fun, fast moving.
§ If you disagree, prove it with data, facts or testimonials from Don’t cut the meeting short or be too businesslike.
respected people. § Provide testimonials from people they see as important or
Don’t mistake their willingness to go along for satisfaction. prominent.
§ Provide personal assurances and guarantees. Don’t talk down to them.
Don’t promise something you can’t deliver. § Offer special, immediate and extra incentives for their
§ If a decision is required of them, allow them time to think. willingness to take risks.
Don’t force a quick decision, provide information. Don’t take too much time. Get to action items.

21 Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd.

 COMMUNICATING WITH OTHERS
By recognizing others’ behavioral styles and adapting to the styles, you will be able to increase your
understanding, appreciation and communication with them, leading to more productive relationships.
This exercise will assist you in knowing how to adapt.

1. List four people, in Column A, with whom you interact on a regular basis.

2. Which descriptors on the Success Insights Wheel on the top of Page 19 best describe each
person? List those descriptors in Column B. Determine which section of the wheel best describes
each person and write their initials or name in that section on Page 19.

3. In Column C, for each person, list words that DON’T work from the bottom section of Page 19.

4. The Success Insights Wheel has four major quadrants (D, I, S and C). In Column D, list the
quadrant in which you have plotted each person.

5. Based on each person’s quadrant, turn to Page 20 and 21 and list, in Column E, at least three ways
you can communicate more effectively with them.

A B C D E
Words That D, I
Names Descriptors Ways to Communicate More Effectively
DON’T Work S,C

1.

2.

3.

4.

Copyright © 1986, 1993, 1994, 2000. Target Training International, Ltd. 22