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DiSC®: Review & Apply DiSC Management Reports

When reviewing the information in each section of the DiSC® Management Reports, it is important to keep in mind that this report represents potential behavior not the actual, observed behavior of the person.

The DiSC Management Reports represent how someone with these responses, and this behavioral style, may have a tendency to behave. Other factors such as the person's values system and life experience may have caused them to modify these potential behaviors. It is through observation and dialogue that a person’s DiSC behavioral style can be most completely understood.

DiSC General Characteristics Report

DiSC General Characteristics (PPSS) Report

DiSC Behavioral Highlights

Covers several highlights for each of the behavioral tendencies occurring above the midline in the person's graph three. The check boxes next to each statement can be used for personalizing the report by rank-ordering the information in terms of importance or accuracy.

DiSC Personal Profile Graph

Displays the intensity of the four behavioral dimensions, D, i, S,C which make up the person’s profile pattern. Displays Graph three unless the option to display all three graphs has been selected in the “Preferences” section of the software. Lists the Classical Pattern.

DiSC Behavioral Overview

This section is a narrative description of the person's behavioral style as it relates to his or her behavior in the response focus selected. The heading describes how to review and apply this information.

What Motivates This Person

The heading of this section explains the definition of motivation that is used. The primary purpose for this section is for people to use the information to evaluate how many of the factors that motivate him/her are present in his/her current work environment and how the presence (or lack) of key motivators affects his/her self -motivation positively (or negatively). The next step in using a self-managing approach is for the person to identify what actions he/she can take to get more of his/her
motivational needs met.

What Environment This Person Prefers

The section describes the person's preferred environment. These preferences may need to be discussed and negotiated with others in a work environment. For example, one person may enjoy "private uninterrupted time to think" while another may prefer "a fast moving pace involving relating to others with enthusiasm". If two people with these differences in environmental preferences work closely with each other or share work space, they may need to negotiate solutions to their differences so that each person can get what he/she needs some of the time. Or, when reviewing this section, the person may realize that the current work environment does not meet his/her preferences and may begin to identify actions that may be taken to create an environment that will enhance his/her performance.

What This Person Tends to Avoid

All people have situations or activities that they may tend to avoid based on a natural dislike or fear of what is involved in the situation. However, these tendencies toward avoidance may be a source of conflict in work relationships or result in performance problems. This section can be used to negotiate new approaches to situations or activities, eliminating those that can be eliminated and minimizing the negative impact of those that still need to be done.

Strategies For Increased Personal Effectiveness

All people have areas where they could increase their effectiveness. This section may provide new strategies that may be helpful in increasing the person's effectiveness. Also, it may validate the actions which a person has already taken which are resulting in positive outcomes. This section should be reviewed to select further actions that can be taken and to highlight accomplishments.

Demotivating Factors

This section can be used to identify those situations, activities or types of interactions that may be negatively affecting the person's motivation. By taking action to eliminate, where possible, those factors that are having a negative effect on his/her motivation, the person can enhance his/her positive attitude and self-motivation.

Behavior In Conflict Situations

Most people have a response to conflict that involves some combination of "fight or flight" responses, depending on the degree of emotional risk they perceive to be involved in the situation. This section lists the potential behaviors the person may use in conflict based on his/her natural behavioral style. However, the potential behavior may be significantly modified or eliminated due to the person's values system or life experiences. For example, someone may have a natural potential to
handle conflict by "escalating aggression" and by "becoming attacking", however the person may not use those behaviors because he/she does not believe those behaviors are the "right" way to treat people, morally and ethically. It is suggested that the person rank order the statements from most likely to least likely for him/her to use, deleting those he/she would not use, adding others that he/she may use instead of the listed behaviors.

Behavioral Tendency Continuum

This thirty-two word continuum is derived from the 18 Classical Patterns.  It is plotted based on the classical patterns, using the segment numbers combination, rather than the actual tally box scores. The Continuum displays the range of potential behavior based on the person’s responses to the PPS. Actual, observed behavior may be different than the intensity displayed on the Continuum for a number of reasons. This information is most helpful when used as a structure for thinking about and discussing individual differences. The person may find value in identifying which behaviors he/she agrees in the description and which behaviors he/she feels are different. Exploring the reasons for those differences may illuminate the degree that his/her behavior has been modified in response to experience and values-based choices.

Performance Management Worksheet

These two pages are designed to be used to turn the report from passive information into an Action Plan for Self-Management. The real power of the personalized behavioral style information is in using it to improve the quality of a person's work life and performance by helping them to make informed choices about what they want and need. Also, the behavioral information can be used to develop strategies for negotiating differences with the significant people in their work life. 

Strategies for Managing the Person

DiSC Management Reports

The DiSC General Characteristics Report (PPSS) uses a small "m" approach to managing which says that everyone has a need to "manage" others whether or not they have the official title of Manager. So, the definition of managing used in this section refers to anyone who needs to work with and through others to get results. Therefore, each person may find it very helpful to share the information about what strategies are most effective in managing him/her with all of his/her co-workers.

This section provides specific strategies for managing the person based on their behavioral style. It is recommended that the suggested strategies for each of the nine different management activities be reviewed and edited by the person him/herself as this information represents those strategies having the potential, based on his/her behavioral style, to be most effective in managing this person. The information becomes a more accurate management guide when reviewed and discussed with the person involved, as each individual has life experiences and values that may alter the effectiveness of a specific strategy.

Communicating

People can listen to us most easily when we use a style of communicating that meets that person's needs. Our natural style for communicating may not be effective for them. By understanding another person's style, we can communicate in a way that meets his/her needs. We may need to be aware of

  • how fast a person likes to speak
  • how much detail a person needs
  • how formal or informal the person likes to be when interacting.

This section describes the communicating strategies most likely to be effective with someone with this profile.

Motivating

People have different motivators. What may make one person highly motivated, may be frustrating or demotivating to someone else. By identifying a person's style, we can choose actions that are likely to increase the other person's motivation. We can also learn what actions might have a negative effect on the person's motivation and avoid using them. This section describes the motivating strategies most likely to be effective with someone with this profile.

Complimenting

People feel most genuinely valued when they receive compliments for those personal characteristics which they consider strengths in themselves or others. A characteristic that viewed as a compliment by one person, may be considered an insult by another, based on differences in their behavioral styles. For example someone with an Influencing style may not consider being called analytical a compliment. Yet, someone with a Cautiousness style would be likely to feel complimented when described as analytical. We can apply our knowledge about the other person's behavioral style to use compliments that he/she is most likely to enjoy.

This section describes the compliments most likely to be received positively by someone with this profile.

Counseling

People may respond either positively or negatively to a specific counseling or coaching approach based on their behavioral style. For example, some people prefer directness while others prefer a more indirect, tactful approach. We can use the information about another person's behavioral style to develop more flexible approaches to counseling. This section describes the counseling strategies most likely to be effective with someone with this profile.

Correcting

People respond better to what we say if how we say it meets their style for receiving feedback. Some people are more open and receptive to corrective feedback than others. What one person may feel defensive about may be very different from what another person feels defensive about. By understanding another person's behavioral style we can anticipate his/her possible response to some specific feedback. We can use this understanding to adapt our behavior to meet his/her needs. Then the corrective feedback is more likely to be heard in a way that will lead to positive results. This section describes the correcting strategies most likely to be effective with someone with this profile.

Developing

People have different requirements for the amount of direction, support and information they need in developing a new skill. We can use our understanding of a person's behavioral style to select the amount and type of structure to provide to meet his/her needs for development. The appropriate rate and method of supplying information can also be determined. Information about a person's behavioral style can also be used to decide the most effective method for following up. This section
describes the approaches to developing most likely to be effective with someone with this profile.

Delegating

People can complete work most effectively when it is delegated to them using a method which meets their needs. Some people need for detailed, step-by-step instructions. Others may want to know only the desired result and the deadline for completion. We can use the information about another person's behavioral style to determine the amount and type of information to communicate when delegating. In addition, we can identify what follow-up actions are appropriate to use when delegating to that person. This section describes the approaches to delegating most likely to be effective with someone with this profile.

Problem-Solving

People can increase their effectiveness in working together by understanding each other's problem-solving style. Some people approach problem-solving analytically. Others use an intuitive or `gut-feel' approach. We can use behavioral style information to understand the differences in problem-solving approaches. Using this understanding, we can select the approach, or combination of approaches, most suited to the situation. This section describes the approaches to problem-solving most likely to be effective with someone with this profile.

Decision-Making

People can also increase their effectiveness by recognizing and valuing differences in decision-making styles. Some people approach decisions slowly, methodically, while calculating risks. Others tend to be more impulsive, perhaps being comfortable with higher levels of risk-taking than others. By understanding individual differences we can be more flexible in our approaches to decision-making. We can use our understanding of behavioral styles to adapt our decision-making styles to
the needs of others and the work environment. This section describes the approaches to decision-making most likely to be effective with someone with this profile.

Management Action Strategy Worksheet

A Management Action Strategy Worksheet is provided for processing the information in this section and translating the information into an action plan.

How This Person Tends to Manage

DiSC Management Reports

This section describes the actions most natural, based on his/her style, for the person to use in eight different management skills. The behaviors listed in this section represent potential behaviors, not actual observed behaviors. The person needs to review and edit the information, identifying those behaviors he/she has modified. The person may have modified his/her natural approach to these management activities due to training, life experience or values. It is recommended that the information be reviewed with their manager and co-workers. A group discussion with the person's work team may also be helpful in clarifying what are the most
effective behaviors for managing others. (See small group discussion exercise format)

Communicating

This section describes how someone with this profile is most likely to communicate. Some of the potential communicating behavior may have been modified. Possible limitations are also described for the purpose of evaluating the effectiveness of this person’s approach to communicating in his/her specific environment and developing alternate behaviors.

Delegating

People often delegate to others using the approach that would be most effective on themselves. However people are different so a different strategy may be necessary. This section describes how someone with this profile is likely to delegate. However, some of the behavior may have been modified based on experience.

Directing People

This section describes the behavior that someone with this profile is likely to use when delegating to others. Some of the potential behaviors may have been modified. This information can be evaluated to determine the effectiveness of this person’s approach to directing other based on the needs of his/her environment. Alternate directing behaviors may need to be considered.

Developing People

This section describes the approach to developing others that someone with this profile is likely to use. These potential behaviors may have been modified due to experience and the person’s values' system. Potential limitations are described for the purpose of considering alternate approaches to developing others that may be more effective in the specific environment.

Decision-making

This section describes how someone with this profile is likely to approach making decisions. It also provides information on some of the potential limitations or challenges this person may face in decision-making. There are many different approaches to decision-making and some are more effective than others in different situations. This information is designed to be used to help evaluate the person’s approach to decision-making based on the needs of his/her environment and to identify additional decision making strategies which may be helpful.

Managing Time

This section describes how someone with this profile is likely to manage time. Some of these potential behaviors may have been modified based on life experience and the person’s value system. Possible limitations and challenges are also listed for the purpose of identifying alternate strategies that may be more effective in managing time.

Problem-solving

This section describes how someone with this profile is likely to solve problems. Possible limitations and challenges are also listed for the purpose of identifying alternate strategies that may be more effective in solving problems. There are many different approaches to problem-solving and some are more effective than others in different situations.  This information is designed to be used to help evaluate the person’s approach to problem-solving based on the needs of his/her environment
and to identify additional problem-solving strategies which may be helpful.

Motivating Others

People often approach motivating others by using a strategy that would be most effective when used on themselves. However, people are different and many different approaches to motivation may be necessary to meet the needs of others. This information is designed to be used to help evaluate the person’s approach to motivating others based on the needs of his/her environment and to identify additional strategies for motivating others which may be effective.

Management Style Worksheet

After reviewing the information, it may be helpful to complete the Management Style Worksheet which structures the process for evaluating how effective the person's natural approaches are in working with others and meeting the needs of his/her work environment. A simple "Start, Stop and Continue" formula is suggested for evaluating the effectiveness of each management behavior.

DiSC® is a registered trademark of Inscape Publishing, Inc.

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