Building a High

Performance Team
Overview for Understanding
Personality and Behavior
and Team Roles

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 Environment
As environment changes, a person’s styles may change

Corporate Work
School Family
Friends
Church
Community
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 What is DISC?
• DISC is a system used to explain behavior and
personality in a way that “opens” a doorway of
communication.
• DISC is a universal language, easily observable and
one of the most highly validated instruments of its
kind.
• DISC style identifies the interaction of four factors,
but strongly argues against any form of labeling
people.
• DISC measures the needs-driven motivation portion
of our personality.

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 DISC Styles
D I
Direct Influencing
Dominant Interactive
Decisive Inspiring
25% of population 25% of population

C S
Correct Stable
Cautious Steady
Conscientious Secure
25% of population 25% of population

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 Dominant, Direct, Decisive

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 Influencing, Inspiring

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 Steadiness, Stable, Secure

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 Correct, Conscientious, Careful

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 Modern Behavioral Science
• Carl Gustav Jung, was one of the most influential
modern behavioral theorists.

• In 1921 Jung published "Psychological Types" which

described four psychological functions: thinking,
feeling, sensation, and intuition.

• Jung also classified these four types further by

calling them either introverted or extroverted.

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 DISC History
• Dr. William Moulton Marston, a behavioral
psychologist at Harvard and Cornell, first identified the
concept of the modern DISC behavioral system. (He
was also the inventor of the polygraph and Wonder
Woman.)
• In 1928 he published "The Emotions of Normal
People" in which he outlined the current language of
DISC. He grouped people along two axis: either
active or passive tendencies dependent upon their
either antagonistic or favorable view of the
environment.
• From this, the four styles were formed:
D (Dominance), I (Influence),
S (Steadiness), C (Compliance).
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 Modern DISC
• Since Marston, many individuals have contributed
to the maturation of the DISC.

• It became a common tool for the US military's

recruiting process before the second World War.

• Today, DISC is used in numerous ways, including

counseling and relationship enhancement,
employment assessment, conflict resolution,team
building, personal development, career guidance,
and as a communication insights tool.

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 Factors Contributing to
Behavioral Style

• Heredity
• Role Models (up to age 12)
• Experiences (after age 8)

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 Behavioral Principles
ACTIVE

D I

PEOPLE
SKSAT

C S
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PASSIVE
 D
Style Characteristics

• High Ego Strength; Seeks Authority

• Impatient
• Greatest Fear - Being Taken
Measures
Measures how a
Advantage Of
person solves
• Desires Change problems and
• Does Many Things At Once responds to
• Responds To Direct Confrontation challenges

The higher the D value, the more active and

intense an individual will be in trying to
overcome problems and obstacles.
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 I
Style Characteristics

• Emotional
• People-Oriented
• Greatest Fear - Rejection
Measures how a
• Disorganized person attempts
• Optimistic to influence or
• Encouraging persuade others

The higher the I value, the more verbal and

persuasive the person will be in trying to
influence others to his/her way of thinking.
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 S
Style Characteristics

• Loyal; Gentle Team Player

• Person of Substance
• Greatest Fear - Loss of Security
Measures the
• High Level of Trust pace at which a
• Possessive person responds
• Resists Change; Adapts Slowly to change

The higher the S value, the more a person is

resistant to change. In addition, the higher the
S value, the more a person prefers to start and
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complete one project at a time.
 C
Style Characteristics

• Perfectionistic
• Sensitive
• Greatest Fear - Criticism Measures how a
• person
Accurate
responds to the
• Requires Many Explanations rules and
• Asks Many Questions regulations of
others

The higher the C value, the more the person

will comply with rules set by others.
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 Marston’s Original Model
Sees Self More Powerful
than Environment

D I

Unfavorable Favorable
Environment Environment
C S

Sees Self Less Powerful

than Environment

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 Enhance Communication
With Ds:
Do: Don’t:
• Be brief, direct, to the point • Ramble
• Ask “What”, not “How” • Repeat yourself
• Focus on business, they desire • Focus on problems
results • Be too sociable
• Highlight logical benefits • Generalize
• Agree with facts & ideas, not
with a person
• Discuss problems in light of how
they affect outcome

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 Enhance Communication
With Is:
Do: Don’t:
• Build a favorable environment • Eliminate social
• Let them talk about ideas, time
people, their institution • Do all the talking
• Share testimonials • Ignore their ideas
• Allow for social time • Tell them what to do
• Write details, but do not
dwell on them
• Create incentives for following
through

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 Enhance Communication
With Ss:

Do:
• Build a favorable environment
• Show genuine interest in them Don’t:
• Ask “How” questions • Be pushy, aggressive
or demanding
• Patiently draw out their goal
• Be controversial
• Give them time to adjust
• Define goals, procedures &
their role in the plan
• Assure personal follow-up
• Minimize perceived risk

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 Enhance Communication
With Cs:
Do:
• Prepare your case in advance
• Delineate pros & cons Don’t:
• Use accurate data • Refuse to explain
the details
• Assure them “No surprises”
• Answer questions
• Use precise explanations
vaguely or casually
• When agreeing - be specific
• Disagree with facts, not with the
person
• Give patient and diplomatic
explanations

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 Team Dimensions Profile

Team Dimensions Profile

Measures & Describes Your ROLE on a TEAM

DISC Profile
DISC Measures & Describes Behavior

BEHAVIOR is NOT ROLE

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 TEAMS
Z Process
CREATOR

ADVANCER

FLEXER

REFINER

EXECUTOR

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 TEAMS Flexer
Monitors - Balances
Roles Facilitates-Manager
Assumes Roles

Creator Advancer
Idea Generator Implements Ideas
Creative Conceptual Promotes Team Plan
Reframes Problems Moves Forward

Refiner Executor
Challenges Implements Precisely
Sets High Standards Attention to Detail
Reviews & Analyzes High Quality Outcome

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 Style Characteristics
Creator
• Role – The team member that
generates ideas, models, and
hypothesis
• Key Value to Team – They are able to think
outside the box and create a paradigm shift
• Core Strengths – Creative problem solvers

Potential Limitation - The higher the Creator value,

the greater the chance of generating new ideas
rather than focusing on completion of tasks.
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 Style Characteristics
Advancer
• Role – The team member that
identifies new concepts and ideas and
has the ability to move them forward
• Key Value to Team – They find ways to overcome
obstacles that would stop or slow down the
progress of the team
• Core Strengths – They constantly provide solutions

Potential Limitation - The higher the Advancer value,

the greater the chance of putting too much pressure
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 Style Characteristics
Flexer
• Role – The team member that
facilitates and balances the needs
of individuals
• Key Value to Team – The ability to see a project
from all the different team members viewpoints
• Core Strengths – Diplomatic, balanced approach
to problem solving
Potential Limitation - The higher the Flexer value,
the greater the chance trying to balance all needs
equally and losing sight of prioritizing key ideas
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and finishing to completion.
 Style Characteristics
Refiner
• Role – The team member that is
always thinking quality control and
refinement of the process or program
• Key Value to Team – They set high standards
of excellence and weigh the downside risk vs.
the potential rewards of an idea
• Core Strengths – Organization
Potential Limitation - The higher the Refiner value,
the greater the chance of becoming bogged down
in the details of the project and losing sight of the
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end goal.
 Style Characteristics
Executor
• Role – The team member that
implements the ideas, programs, and
solutions developed by the team
• Key Value to Team – They are valued for their
precision, accuracy, and dependability.
• Core Strengths – Doing things according to plan,
and doing them well

Potential Limitation - The higher the Executor

value, the greater the need for clearly defined
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processes and goals in order to be effective.