Personal Performance Coaching

Diploma in
Personal
Performance
Coaching
Introduction to DISC
Personality Profiling
t. 0208 4399 440 | w. www.the-coaching-academy.com
Introduction To DISC Personality Profiling
Key
Activity:
Key Learning Point
Activity
Recommended
Reading
Quotes
Notes
Module Information
Would you like to be able to understand people in minutes instead of months?
Would you like to be able to identify their preferred communication styles and adapt your own so
you can build instant rapport?
We all have different preferences in terms of how we like to communicate and how we like
people to communicate with us. So some of us are people-focused, whilst others of us are
task-focused; some of us outgoing, whilst others more reserved; some of us prefer a summary
of big broad brush strokes, whilst others need the detail explained; some of us think before
we act and others act first and think about it afterwards.
How useful would it be to know how best to effectively communicate with your clients?
One of the keys to a successful coaching session is being able to adapt your coaching
questions, style and the coaching tools that you use with your different clients. DISC profiling
has emerged as the personality profiling tool of choice within the coaching industry with
The Diploma in Personal Performance Coaching.

Copyright 2013 The Coaching Academy
many coaches realising the benefits of being able to tailor their sessions to their client, build
greater levels of rapport and have a useful marketing tool for prospective businesses and
clients to consider.
You can also help your clients understand their own strengths and developmental areas
through using the DISC profiling system. With teams it can foster greater understanding
and ultimately cooperation among team members who finally can understand why certain
conflict situations may have arisen. Plus many businesses, both large and small, are using
coaches to deliver DISC profiles as part of their training and development, recruitment and
retention and business growth strategies.
This Module is packed with exercises, skills and strategies to give you a firm foundation in
DISC profiling an invaluable coaching tool. Youll finish it with a fundamental understanding
of DISC and how it can be applied within coaching plus a much better appreciation of how
you communicate, how other people communicate differently and what you can do to
communicate more effectively.
Weve been known to heal family rifts, resolve work conflicts and even save the odd marriage
through helping you realise where different preferences can come into conflict!
The first step to mastery of anything is self-awareness and DISC is no exception. This is why
you will complete your own DISC profile before gaining an understanding of how to use the
skills with others.
NB Completion of the Workbook without attending the DISC Accelerator Day will NOT
equip you to be able to use DISC as part of your Coaching.

Activity:
Activity 1
Before you begin

It might be interesting to for you to conduct a scaled-down version of the full DISC Profile Analysis
Questionnaire which you will complete on the Accelerator Day.
1.
Below are nine rows of four words. Using the numbers 1,2,3,4 categorise each of the words in each
horizontal row.
1 = least like you; 4 = most like you. Use each number once in each row. For Example:
Q1
Directing
Influencing
Steady
2.
Try to complete the task based on your immediate reaction.
3.
Give yourself no more than 5 minutes to complete the task.
4.
Once you have finished, add up the totals in each vertical column
Cautious
Column 1
Column 2
Column 3
Column 4
Directing
Influencing
Steady
Cautious
Self-Certain
Optimistic
Deliberate
Restrained
Adventurous
Enthusiastic
Predictable
Logical
Decisive
Open
Patient
Analytical
Daring
Impulsive
Stable
Precise
Competitive
Persuading
Accommodating
Curious
Assertive
Talkative
Modest
Tactful
Experimenting
Charming
Easy Going
Consistent
Forceful
Sensitive
Sincere
Perfectionist
Total
4
Total
Total
Total

NEXT:
5.
Circle the number in the columns below that most closely match the totals you scored in the
corresponding columns on the previous table.

Column 1
Driver
Column 2
Influencer
Column 3
Steady
Column 4
Compliant
COLUMN 1 COLUMN 2 COLUMN 3
COLUMN 4
40
40
40
40
38
38
38
38
36
36
36
36
34
34
34
34
32
32
32
32
30
30
30
30
28
28
28
28
26
26
26
26
24
24
24
24
22
22
22
22
20
20
20
20
18
18
18
18
16
16
16
16
14
14
14
14
12
12
12
12
10
10
10
10

The column with the highest score is your most dominant-style; the column with the lowest
score is your least dominant style.
A very high score 34-40 suggests that you strongly share the characteristics of that style.
A low-end score in the region of 10-16 that the style is less dominant and takes a different form.
Any score above the bold line suggests you err towards a dominant style. You may also find that
your scores change when you are under pressure.
Everyone has the ability to higher or lower their styles, and most do, depending on
circumstances. The value of knowing who you are is that you can consciously modify your
approach when necessary.
What did you learn?


The History Of DISC
Throughout history, physicians, philosophers, psychologists and educators identified four factors
that they believed influenced humankind.
Four Elements
Empedocles
As far back as 444B.C. Empedocles established what he believed that everything was made up of
four ultimate elements :
Empedocles called these elements roots which he also identified with
the mythic al names of Zeus, Hera, Nestis, and Aidoneus.
This theory of the four elements; Earth, Air, Fire, and Water, became the
standard dogma for many years to come.
Hippocrates
Greek physician Hippocrates (460370 BC) believed certain human moods, emotions and
behaviors were caused by body fluids (called humors):
Blood
Yellow Bile
Black Bile
Phlegm

Galen
Galen (AD 131200) developed the first typology of temperament. He searched for physiological
reasons for different behaviors in humans. He mapped them to a matrix of hot/cold and dry/wet
taken from the Four Elements.
He believed There could also be balance between the qualities, yielding a total of nine
temperaments. The word temperament itself comes from Latin temperare, to mix. In the ideal
personality, the complementary characteristics or warm-cool and dry-moist were exquisitely
balanced.
In four less ideal types, one of the four qualities was dominant over
all the others. In the remaining four types, one pair of qualities
dominated the complementary pair; for example; warm and moist
dominated cool and dry. These latter four were the temperamental
categories Galen named :

Sanguine
Choleric
Melancholic
Phlegmatic
Each was the result of an excess of one of the humors that produced, in turn, the imbalance in
paired qualities.
The Four Tempermant Types

Each of the four types of humors corresponded in ancient times to a different personality type.
Sanguine
The sanguine temperament is fundamentally impulsive and pleasure-seeking; sanguine people
are sociable and charismatic. They tend to enjoy social gatherings, making new friends and tend
to be boisterous. They are usually quite creative and often daydream.
However, some alone time is crucial for those of this temperament. Sanguine can also mean
sensitive, compassionate and romantic. Sanguine personalities generally struggle with following
tasks all the way through, are chronically late, and tend to be forgetful and sometimes a little
sarcastic. Often, when they pursue a new hobby, they lose interest as soon as it ceases to be
engaging or fun. They are very much people persons.
They are talkative and not shy. Sanguines generally have an almost shameless nature, certain
that what they are doing is right. They have no lack of confidence. Sanguine people are
warm-hearted, pleasant, lively and optimistic.

Choleric
The choleric temperament is fundamentally ambitious and leader-like. They have a lot of
aggression, energy, and/or passion, and try to instill it in others. They can dominate people of
other temperaments, especially phlegmatic types. Many great charismatic military and political
figures were choleric. They like to be in charge of everything.
However, cholerics also tend to be either highly disorganized or highly organized. They do not
have in-between setups, only one extreme to another. As well as being leader-like and assertive,
cholerics also fall into deep and sudden depression. Essentially, they are very much prone to
mood swings.
Melancholic
The melancholic temperament is fundamentally introverted and thoughtful. Melancholic
people often were perceived as very (or overly) pondering and considerate, getting rather
worried when they could not be on time for events.
Melancholics can be highly creative in activities such as poetry and art - and can become
preoccupied with the tragedy and cruelty in the world. Often they are perfectionists.
They are self-reliant and independent; one negative part of being a melancholic is that they can
get so involved in what they are doing they forget to think of others.
Phlegmatic
The phlegmatic temperament is fundamentally relaxed and quiet, ranging from warmly
attentive to lazily sluggish. Phlegmatics tend to be content with themselves and are kind. They
are accepting and affectionate.
They may be receptive and shy and often prefer stability to uncertainty and change. They
are consistent, relaxed, calm, rational, curious, and observant, qualities that make them good
administrators. They can also be passive-aggressive.


Carl Gustav Jung
Carl Gustav Jung (26 July 1875 6 June 1961) was a Swiss psychologist and psychiatrist who
founded analytical psychology. Jung proposed and developed the concepts of the extraverted
and the introverted personality, archetypes, and the collective unconscious. His work has been
influential in psychiatry and in the study of religion, literature, and related fields.
Jung created some of the best known psychological concepts,
including the archetype, the collective unconscious, the complex, and
synchronicity. The
Myers-Briggs Type Indicator (MBTI), a popular psychometric instrument,
has been developed from Jungs theories. In 1921, Jung published
Psychological Types in which he describes 4 psychological functions.

Thinking
Feeling
Sensation
Intuition
It was at this point, Jung went on to further sub-divide the types by

calling them introverted or extroverted.
Modern Behavioural Science

Dr. William Marston
Psychologist and inventor
Marston is credited as the creator of the systolic blood pressure test used in an attempt to detect
deception, which became one component of the modern polygraph - also commonly known as the
lie detector test.
From this psychological work, Marston had been convinced that women
were more honest and reliable than men and could work faster and more
accurately. During his lifetime, Marston championed the causes of the
women of the day.
In 1928, he published Emotions of Normal People, which illustrsted the
DISC Theory.
Marston believed people behaved along two axes - passive or active;
depending on the individuals perception of his or her environment as
either favorable or antagonistic.
By placing the axes at right angles, four quadrants form a behavioural model with each quadrant
describing a behavioral pattern:
10


Marstons DISC Complete Behavioural Model
= Outgoing + Task
I
= Outgoing + People

S
= Reserved + People
C
= Reserved + Task
DISC Explained
On the DISC Accelerator Day you will have an opportunity to complete your personal DISC profile
and gain an in-depth understanding of your personal preference(s). In the interim, it might be
useful to delve into some detail as to the general characteristics and traits of the 4 key styles.
Of course if you discover you are a D style, youll probably only read the headings, short
paragraphs and bullet points; if you end up realising you are an I style, youll only be interested
in the pictures, diagrams and headings; if you are worried that the Ds and Is may be offended
by the above, chances are you will later score highly on the S style; whilst if you are a C style you
may want more detail than is to follow and the e-mail address to send to highlight any typos or
grammatical errors that you spot.
11
Style-by-Style Analysis: D Style - Outgoing + Task

General Overview

Dominant
Demanding
Decisive
Determined
Self sufficient
Sees big picture
Optimistic
Outgoing
Responds well in emergencies
Initiates change
Practicle
Productive
Independent
Reluctant to say Im sorry.
Sets goals
Struggles with work life balance
Intolerant of poor performance
Wont give up when losing
Likes to lead
Courageous
Impatient
Opinionated
Quick to anger
Unwilling to give praise
Domineering
Low tolerance for mistakes

Doesnt analyse details
Driven to succeed
Quick decision-maker
Work may become all consuming
Demanding
Wants to be judged by results, not just
methods
Often seen as:

Controlling
Lacking sympathy
Insensitive
Blunt
Lacking forgivness
Characteristics At Work:

12
Decisive
Seeks quick solutions
Will act quickly
Delegate
Insists on productivity
Drives others to work
Thrives on challenge
Goal orientated

Graph Intensity

D styles will generally respond quickly to problems. The higher the intensity, the higher the
active response.
The lower the intensity the less active response.
In a difficult environment

High D styles will respond quickly and often aggressively
D Style Overview
Desire:
To be in charge
Leadership style:
Directing others
Communication style:
Telling
Control Method:
Use their force of character
Value to the organisation:
Bottom line focus

13
Style-by-Style Analysis: I Style - Outgoing + People

General Overview

Influencing
Persuasive
Talkative
Positive
Optimistic
Outgoing
People Person
Story teller
Exaggerating
Enthusiastic
Friendly
Rapport builder
Expressive
Generous
Unreliable
Over-optimistic
Non-productive
Dwells on trivia
Controlled by environment
Enthusiasm fades fast

Forgetful
Lacks follow through
Easily distracted
Deadlines act as a suggestion
Undisciplined
Does not always prioritise
Often seen as:

Ill-disciplined
Over promising
Restless
Lacking follow through
Disorganised
Characteristics at work:

14
Distracts others
Looks for the fun in the task
Persuades others
Gets buy in
Creative
Inventive
Relies on memory rather than a task list

Graph Intensity

The I style will generally respond to problems by talking and persuading others. The higher
the intensity, the more persuasive and outgoing they become.
The lower the intensity, the less outgoing and persuasive they will be.

High I types will respond actively and may try to negotiate an agreement.
I Style Overview
Desire:
Recognition, praise and popularity
Leadership style:
Motivating & inspirational
Selling
Control method:
Persuasion and enthusing
Generating enthusiasm within group

15
Style-by-Style Analysis: S Style - Reserved + People

General Overview

Steady work pace

Stable
Supportive of others
Reserved
Laid back
Sympathetic
Friendly
Conservative
Internalise feelings
Organised
Easy going
Patient
Easygoing
Reliable
Quiet
Kind
Laid back
Overly compromising
Fearful
Reluctant
Slow to act
Polite
Agreeable
Team player
Finds the safe way
Self sacrificing
Likes to complete tasks
Often seen as:

Lacking motivation
By stander
Indecisive
Worrysome
Slow to act

16
Seeks harmony
Peaceful
Great listener
Avoids conflicts
Resents being pushed
Considerate

Graph Intensity

The S style will generally respond to problems by slowing things down and internalising.
The higher the S intensity, the slower and more resistant to change they become.
The lower the S intensity, the faster they work and the more change they desire.

High S types will withdraw within themselves, internalise and have passive -aggressive
tendencies
S Style Overview
Desire:
Security and safety
Leadership style:
Laid back
Likes to listen
Control method:
Slows processes down
Team players

17
Style-by-Style Analysis: C Style - Reserved + Task

General Overview:

Careful
Perfectionist
Accurate
Creative
Serious
Reflective
Cautious
Analytical
Conscientious
Task led
Self-disciplined
Critical thinker
Compliant
Competent
Overly critical
Hard to please
Sensitive to criticism
Cold
Perfectionist
Detail focussed
Thorough
Precise
Sees the problem first, not the solution
Needs to finish what he/she starts
Prefers analysis to interactions
Likes to complete tasks
Often seen as:

Grumpy
Rigid
Unfriendly
Vengeful

18
Task oriented
Has high standards
Dogged persistent
Neat and tidy
Well organised
Creative
Likes charts, graphs, figures
Overly analytical

Graph Intensity

The high C styles will generally respond to problems by reverting to systems and procedures
which have a proven track record
The lower the C styles, like to bend or break the rules.

High C types will respond by assessing data / proof to validate actions.
C Style Overview
Desire:
Systems & procedures
Leadership style:
Will enforce the rules
Written
Control method:
Rules and information
Quality & standards - Doing things right

19
Activity:
Activity 2
Look at the famous characters below who exemplify the 4 DISC styles:
James Bond (007)
Austin Powers - International Man of Mystery
Impetuous
Work is all consuming
Positive
Undisciplined
Courageous
Excels in emergencies
Optimistic
Charms others
Not easily discouraged
Rash decision maker
Easily distracted
Enthusiastic
C3PO from Star Wars
Sherlock Holmes
Efficient
Diplomatic
Talented
Organised
Balanced
Steady
Perfectionist
Detail orientated
Patient
Avoids conflict
Genius prone
Analytical
20

ed

What famous people/characters can you think of that typify the 4 DISC styles and why?
D
Who?
Why?
I
Who?
Why?
S
Who?
Why?
C
Who?
Why?

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Activity:
Activity 3
DISC PROFILES QUIZ

Question 1
A D-Style Fears...
A Offending others
B Being wrong
C Being ignored
D Being taken advantage of
Question 2
The best way to recognise and reward a D-Style is to
A Step back and give them autonomy
B Compliment their performance and expertise
C Meet regularly to assure they are meeting your expectations
Put them in the spot and provide opportunities to network
Question 3
An I-Style is sometimes limited by...
A Lack of concern for others
B Being impulsive
C Being over critical
D Being indecisive
22

Question 4
A C-Style could be described as...
A Diplomatic
B Strong Willed
C Predictable
D Warm
Question 5
An I-Styles goal is...
A Group acceptance
B Correctness
C Independence
D Popularity
Question 6
An I-Style values...
A Loyalty
B Freedom of expression
C Concrete results
D Quality

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Question 7
A D-Style is motivated by...
A Co-operation
B Quality work
C Relationships
D Winning
Question 8
When managing an S-Style you should...
A Let them know their ideas are being heard
B Give clear guidance and time to complete tasks
C Give them challenging projects that impact on the bottom line
Give clear directions that address methods and logics
Question 9
When working through a conflict situation with an
S-Style, you should
A Stick to the facts
B
C
D
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Give them time to have their say and avoid purposely escalating
the argument
Take a more diplomatic patient approach
Avoid being impatient or lashing out emotionally

Question 10
If selling to C-styles, you should remember to...
A Quickly lay out your main points
B Provide them assurances your product is reliable
C Provide lots of objective information
D Create a friendly atmosphere to get to know them
Question 11
An S-style needs others who
A Concentrate on the task
B Weighs pros and cons
C Help prioritise work
D State unpopular decisions
Question 12
A C-style prioritises
A Giving support
B Accepting challenge
C Ensuring accuracy
D Taking action
N.B. There will be a handout on the Accelerator Day with all of the answers.

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DISC and Coaching

Having an understanding of your clients predominant DISC style can facilitate all aspects of the
coaching relationship. From helping you identify your coaching niche and preferred client profile in
the first instance, building rapport, listening skills, question selection, navigation through each of the
stages of GROW, and ensuring that your client is more likely to take action and achieve the successes
they seek.
Coaching
Rapport
Understanding how your client prefers to be communicated with can significantly impact on your
level of rapport. Recognising that people like people like them and subsequently matching or
mirroring their preferred communication style will therefore increase their levels of liking resulting
in a more motivated client, whose perception of you as a coach is of someone who understands
them.
Listening
Managing your reflective listening skills with different client preferences will build on the level of
rapport and also contribute positively to the dynamics of the coaching relationship.
Questioning
Depending on your clients predominant DISC style preference, you may consider adopting a
different tack with your approach to questioning.
Goal Setting
Your clients preferences will have a significant impact on how they set goals and therefore it is
important to tailor your questions to suit.
26

Reality
Raising your clients awareness of the situation and drawing out strengths and resources, obstacles
and barriers is crucial to the quality of the options your client is likely to generate. This presents a
range of different challenges and considerations when dealing with your clients differing DISC style
preferences.
Options
Helping your client consider a range of different possible action steps they could take in order
to move forward will have an exponential impact on the quality of the action plan they leave
with, their commitment levels and ultimately their likelihood of success. Your clients DISC style
preference will have a bearing on their approach to the creativity of the options stage.
Will / Way Forward

You will find that different DISC style preferences will deal with the challenge of setting a clear and
agreed set of specific action steps with realistic timeframes, in a variety of different ways.

27
High D Style
Rapport
Working with clients with a high D style, you may find that at times even though a 60 minute session
has been scheduled, you may finish early if they have achieved what they want. Youre likely to
recognise the need to explain things swiftly and succinctly, without dwelling on too much detail.
Listening
D styles prefer a style that is fast pace, they like to get to the point and appreciate that in others. Most
high D clients will listen to your questions if they are succinct. They may well show a desire to get
to the actions part of GROW (W) as quickly as possible. Matching and mirroring this preference means
that its likely that the odd interruption from your end will help ensure they consider (albeit abruptly)
the Reality of the situation before looking at possible Options.
Questioning
Incisive and decisive questioning will work better with your high D style clients. Keep your questions
short and to the point. Challenging your D clients to take time to explain their thinking and reflect
on the situation may stretch them and assist in their development. Ensure you question your high
D style clients around support, possible obstacles/barriers and the consequences of success or
otherwise and the impact on others since they might not consider these questions autonomously.
Goal Setting
High D style clients can be naturally goal-orientated, so setting goals tends to be no problem.
Remember that the Ds often set challenging goals as thriving on extreme objectives that stretch
them can also inspire them; their stretch zone can be most others panic zone so its useful to help
them check in on how realistic the goal and timeframes are for them.
28

Reality
Your high D style clients might not always consider the reality of the situation and they are often
keen to move straight to the action part. But a D who doesnt consider things in some degree of
detail can be reckless. Get them to consider the impact of the change on others and be aware that
they may often disregard obstacles and barriers.
Options
Your D style clients may want to move quickly into Will/Way Forward when they find an Option
they like so you may have to work hard to keep them in the creative Options process. Ds have
a tendency not to do enough research so assumptive questions like What support? What
research? and What preparation could you do are all useful questions.
Will / Way Forward

High D style clients like task lists so they are likely to write down the actions they intend to take.
They can be slightly optimistic with their timescales so challenge how realistic they are being.
Remember that your Ds tend to be future-focussed so ask them to remind you of the benefits of
taking action and the consequences of achieving their goal.
Additional Tip
Your High D style clients will often make the mistake of thinking that others work at their pace and
have the same drive. When other people do not live up to their expectations, this can invariably
lead to frustration. So raise their awareness of this and ensure their action plans take this into
consideration.

29
High I Style
Rapport
Working with clients with a high I style you will probably find it useful to provide plenty of targeted
praise throughout your coaching sessions, highlighting their strengths and feeding back their
successes. Because high Is like fun they often respond well to coaching exercises both during and
between coaching sessions so keep things different where possible.
Listening
High Is like to tell stories and may go off topic from time to time. You may need Pre frame by saying
if we go off topic I may need to cut you short so we stay on track and reach your session goal.
Remember to listen out for opportunities to feedback, with the evidence they have provided you,
examples of their strengths and successes.
Questioning
Keep your questions focused to minimise the likelihood that your I clients will disappear off track so
questions like So what one or two things went well for you last week in relation to your outcome?
are more appropriate than So tell me how youve been. Ensure you get your I clients to focus on
the detail and facts and ask how they might be able to delegate or gain additional insight from others
when appropriate.
Goal Setting
Your high I style clients often benefit from being made accountable with regard to deadlines and
action. How will they benefit? When will they achieve it? What might the consequences be if they
dont achieve the goal? The Is often set so many goals, you may need to help them identify the most
important to focus on first plus because the Is have impulsive tendencies help them break the
goal down and unpack the specifics before committing.
30


Reality
I style clients can be overly optimistic and if so, will benefit by you raising their awareness of
possible obstacles and barriers. In generally terms, I styles can be easily distracted and so it might
also be useful for you to help them remember previous situations in which they got things done
in a timely manner. What was it that worked? What strategies did they employ? Challenge over
optimism and the belief that everything will be OK your Is like things to be fun but when they
miss deadlines, dont achieve goals and things go wrong, its not fun. So what impact might that
have?
Options
Your high I style clients will probably enjoy the creativity of the Options phase. Your role as a
coach will primarily be to keep your Is on track here as they may be easily distracted and can start
to consider a whole range of options which may cause them to veer off at a tangent on occasions.
In addition to this, they tend to overestimate what they can do between sessions. Ensure you help
them rank, prioritise and filter their options.
Will
Remember that your high I style clients can often struggle to follow things through to completion
so spending some time challenging their level of commitment, ensuring they have a clear and
agreed action plan with some specific timescales and that they are aware of the benefits of taking
action and achieving the goal will add value.
Additional Tip
High Is can lose motivation if the task is too long, detailed or means they need to spend a lot of
time alone to complete the task. - not fun.
They are generally more likely to be committed and motivated if they think they are going to
enjoy the journey so help ensure they make it fun. Plus it will increase the likelihood that they will
take action if they know the why and because so explore the positive impact of the actions and
achieving their outcome(s).

31
High S Style
Rapport
Clients with a high S style will appreciate it when you demonstrate a sincere interest in them as a
person. Spending some time building rapport with your S clients is perhaps more important than
most since they will value more reserved, relational and harmonious coaching relationship.
Listening
It is important to encourage your high S style to speak openly and freely and they will value being
heard. They have a natural tendency to want to listen themselves, so avoid long periods of silence and
remember to keep the balance of 70% listening to 30% questioning.
Questioning
Your high S style will appreciate a steady pace during this phase and will benefit more from a slightly
challenging approach as they may be more reluctant to make change than some other clients. Help
your client manage their expectations and develop their levels of flexibility in order to accomplish
their goals.
Goals
High S style clients goals are often driven by their desire for safety and security they generally like
the status quo, so helping raise their awareness of how their goal achievement will impact on other
people will be a useful question. Furthermore, its worth encouraging them to set goals in their
stretch zone rather than their comfort zone.
32


Reality
When coaching your high S style clients through the reality of the situation and considerations for
the future, raising their awareness of situations in the past in which they have achieved a similar
outcome will help provide them with evidence that they can make the change. Create a safe
environment to draw them out and find opportunities to feedback some evidence-based strengths
you have noticed.
Options
High S style clients when given an opportunity to consider their options, may have a tendency to
play it safe. Encourage them to step outside of their comfort zone and remind them that writing
down an option in no way commits them to taking the action. This will help facilitate the Ss
creative side.
Will / Way Forward

Your high S style clients generally like to see things through to completion. They sometimes prefer
to look for the safer options so ensure you challenge the level of impact their actions will have on
the achievement of their desired outcome. Ss are the marathon runners as apposed to sprinters of
goal attainment so are likely to create action plans over a longer period of time in order to work at
a steady pace.
Additional Tip
As your S style clients can be quite self-sacrificing, putting others needs above their own; one of
the reasons they may not take action is their self-perception of selfishness so help them establish
the positive impact that taking action and achieving their personal goals will have on others.

33
High C Style
Rapport
Because the C style client is both task-oriented and reserved, they may not wish to engage in too
much small talk. You can probably begin to work with the C style client on their desired objectives
more quickly than with some of the other styles. The coach of the C style individual builds rapport
with their client retaining a professional air throughout and carefully listening to them, helping
them express their ideas and opinions and valuing their insights.
Listening
Your high C style clients often need time to think and formulate their thoughts. They do not like to
be rushed. Therefore give them time to process questions and articulate their thoughts. This helps
the C client see data in new ways and discover new connections between their various ideas.
Questioning
Patient and precise questioning to help your C style clients explore the facts will add value. High C
styles are generally predisposed to work well with processes and procedures, so ensure they have
the time to delve into the detail but at the same time help them take a look at the big picture which
they might not readily do.
Goal Setting
Because your C style clients tend to emphasise process and can tend toward perfectionism, they
often worry about not meeting their own standards. When coaching your high C style clients, help
them identify the appropriate standard of success for that specific project. Helping the client think
through the practical implication of various degrees of precision and thoroughness and with a
clearer standard of success, the C client will be better able to develop a plan and know when they
have completed it.
34


Reality
Encouraging your C style clients to consider how they can communicate their objectives and
perhaps how to adapt in order to best connect with other people, is likely to be an important part
of the reality stage. Challenging your C style clients tendency for perfectionism is also likely to be a
valuable focus in reality. How perfect does the solution need to be?
Options
Avoid rushing your high C style clients through the options stage since they tend to prefer to
consider options and proposals carefully. Because your C style clients generally prefer accuracy
and dont usually like to be wrong, remind them that the options they generate are merely
possibilities and that you will help them prioritise and filter the options shortly.
Will / Way Forward

Your high C style clients are likely to appreciate a clear and methodical action plan with specific
timeframes however they may get bogged down in the detail of their action plan with a focus on
getting it right so ensure you are facilitating this with plenty of How questions. Challenge the Cs
to consider how their actions will minimise the likelihood of possible conflict in the future.
Additional Tip
You might consider e-mailing your C style client a summary of their agreed action plan and
timescales since Cs generally prefer written detail and want to feel that you fully understand what
they are trying to achieve.

35
Activity:
Activity 4
A family member asks to borrow your car over the weekend to get to a wedding of their close
friends, since their car is unexpectedly in the garage being repaired. They are trustworthy and
reliable so you agree.
They bring your car back to you on the Sunday evening, hand you the keys and thank you for
letting them use the car. As you see them out, you notice the car on your driveway is filthy,
theres litter on the backseat which was not there before and you see that the fuel gauge is just
about on empty.
1. Describe how you might FEEL if you were a:
High D?
High I?
High S?
High C?
36

2. Describe what you might SAY if you were a:
High D?
High I?
High S?
High C?
3. Describe what you might DO if you were a:
High D?
High I?
High S?
High C?

37

DISC Traits continued
Greatest Fears
Style
D
I
S
C
Fear 1
Being taken advantage of
Rejection
Loss of security
Criticism
Fear 2
Failure
Loss of popularity
Change
Conflict
Leadership style
Style
D
I
S
C
Force of character
Verbal persuasion
Slowing down
Information
Do It!
You can do it
We can do it
Lets do it right
Personality goals
Style
D
I
S
C
38
Have control
Have fun
Have security
Have perfection


DISC Combinations or Blends
Some individuals have one dominant style whereas others have more these combinations are
called BLENDS and these blends will have particular intensities.
Imagine you have a cup of black coffee in front of you add milk its still coffee but it will taste
different because of the blend/mix of both ingredients - now add some sugar and it will be
different again.
The same can be said if you have a D profile and some I is added there is a dilution of the main
ingredient different again by adding some S.
In this example, if the D trait is high, the individual will be very direct and task focused possibly
blunt. This will result in a direct style of communication. Add some I to the individual and the
communication style will be more relational, interactive and persuasive. Respectfully direct.
There are 42 different DISC combinations with between 1 & 4 traits being in play. This results in
additions to primary trait behaviour.
+
D

+
S
39

How To Read The Graphs
The higher the plotting point above the mid-line, the more
intense the behaviour.
The graphs have a line across the

middle.
One or more DISC points will be
plotted above or below this line.
The personality type in this graph is ID. Simply as the I trait is plotted higher than the D traits.
Please note that ID and DI may have similar traits, but depending on the intensity behavioural
patterns may be different. The lower the plotting point - the less intense the behaviour.
N.B. This highlights nicely why as coaches we need to be mindful not to box
and stereotype individuals as a result of profiling knowledge.
40


DISC Graphs
DISC reports produce a document, which contains an incredible amount of accurate
information about an individual. This information is produced in an easy to read PDF format.
In addition to the text, 3 graphs are produced which is where the magic really is.
The 3 graphs are:

Public Perception (Graph 1)
How one acts in response to the environment
Behaviour expected by others
This graph has the greatest potential for change
Stress Perception (Graph 2)

Instinctive response to pressure
Blind spot
Instinctive responses are less likely to change
Self Perception (Graph 3)

Displays the mental picture one has of themselves
Self image or self identity
Change in ones perception can occur, but it is usually
gradual and based on the changing demands of ones
environment

41
Study GRAPH 3 and identify the high point. This graph establishes the predominant, basic style.
Once the style has been identified, list the likely behaviours.
Study GRAPH 1 and identify the changes against GRAPH 3. This graph shows how an individual
adapts to a work environment.
Study GRAPH 2 and identify the changes against GRAPHS 1 & 3. This graph identifies how an
individual will react under extreme pressure.
Graph 1
Graph 2
Graph 3
In order to do a good job of interpreting the graphs, you will need to use LUCK
Look for patterns
Understand the greatest fears
Check the highs and lows
Know the strengths and weaknesses
42


Special Patterns
The DISC profile will produce what are termed special patterns from time to time.
These are patterns that are outside what is considered to be the norm and should be looked for
when reviewing an individuals graph.
Overshift
An over-shift pattern occurs when all four plotting points are above
the midline.
Individuals with this pattern are often trying to be all things to all
people. They are responding to all four motivational tendencies of
the D, I, S, and C and are exerting a lot of energy handling widely
differing demands. These individuals are also described as overstimulated, overachievers and fast trackers. When in doubt, they DO
more, hoping that extra efforts will accomplish their goals.
This can be a very good short-term performance oriented style,
providing the candidate is exerting this effort toward task or goal completion.
Undershift
All four plotting points fall below the midline within an under-shift
graph.
This pattern can be caused by self-doubt, lack of confidence, or
feelings of underachievement. Regardless of the behavior associated
with this pattern, it definitely signifies an under-performance or low
exertion of energy in the environment the assessment reflects.
This pattern indicates an under -performance and is a possible
warning sign.
(Tight graphs are an indication that an individual may experiencing either pressure or
discomfort in a given environment)

43
Transition
The transition pattern is identified by the four plotting points
being very close together all around the midline; typically all
points fall between the +2 and 2 range.
This pattern is sometimes referred to as the Chameleon Pattern since
there is a tendency to blend in with the styles and environment
around you. The tighter the pattern the more you move in and out
of the four different patterns to satisfy your perception of what is
required. This is not a natural, permanent style, but more of gaining
a comfort level in a new situation or position.
This is neither a positive or negative type pattern but rather a unique
and unusual pattern. (Tight graphs are an indication that an individual may experiencing either
pressure or discomfort in a given environment).
ISC
The ISC combination is not so much a special pattern but it is quite
unique. This pattern occurs when the I-S-C types are all above the
midline (this can be ISC, ICS, SCI, SIC, CSI, or CIS).
This style prefers to be in a support role, but with proper training
and an understanding of their parameters will sometimes act
like the much stronger D style, taking charge when the situation
requires.
While not as tasked oriented as a higher D style, this ISC
combination is very service oriented and can perform many
different functions providing proper training and a clear
understanding of the job are achieved.
44


Extreme Scores In the DISC Patterns
D
I
Extreme High D
Extreme High I
A very assertive and aggressive style
A very social and talkative style
Task oriented
Very competitive
Puts goals ahead of relationships
Favours upbeat positive work environments

where more emphasis is put on relationships
rather than tasks
Depicts rapid movement and quick

response to challenge
Extreme high ranges may have a hard time with

proper time usage and goal accomplishment
Extreme high ranges may sometimes be

seen as overly aggressive
Extreme Low D
Extreme Low I
A passive, less competitive style
A less social and relational style
Slow to take action and avoids direct

conflict or confrontation
A non-verbal style
Extreme low ranges may be seen as overly

passive
Extreme low ranges may have a hard time

allowing quick rapport and relationships to be
built
C
Extreme High S
Extreme High C
A very relational and team oriented style
A detail oriented style that can slow a process

down until they obtain all the facts
The high S symbolises a high need for

security and maintaining of tradition
Very conscientious and compliant with rules

and regulations, and extreme high C may have
problems dealing with situations that are
contrary to the standard methods of
completion.
Extreme Low S

A low S symbolises the desire for change
An extreme low S may indicate a lack of

patience or perseverance in situations that
require consistent, steady action

Extreme Low C

A less detailed style, an extreme low C may lack

attention to details and obtaining enough facts
before making critical decisions.
45

Building an Effective Relationship
This worksheet can be used for teams in the workplace, on a family level, or in any other situation
where group interaction is required.
Name
Perceived Style
1.
What may cause tension &

conflict?
2.
3.
4.
46
Action Plan - Person 1
These are things I will try to do:
..................................................................
.......................................................................
..................................................................
.......................................................................
..................................................................
.......................................................................
..................................................................
.......................................................................
..................................................................
.......................................................................
..................................................................
.......................................................................

What things can we do to develop a better What things can we do to

relationship?
communicate better?
..................................................................
.......................................................................
..................................................................
.......................................................................
..................................................................
.......................................................................
..................................................................
.......................................................................
..................................................................
.......................................................................
..................................................................
.......................................................................

47
The High D
The high D personality may appear impatient.
If the individual has a high D/I combination
they could well be smartly dressed.
Will often do something else while you are

talking (Read, make phone call)
Observable Behaviours
Often uses challenging questions
Probably running on a tight schedule
Desk may be untidy
Often leans forward if interested and lean

back if not
Office will be functional rather than stylish
Often has a piling system, not a filing

system.
Can use finger-pointing gestures to make a

point
Will be keen to take actions to sort

problems
Strong handshake
Will use hand gestures (even when

describing something on the phone)
Very positive and optimistic
Friendly handshake
Office may be disorganised and untidy
Very enthusiastic
May have pictures of social activities/or

awards openly displayed
Very expressive facially
Friendly eye contact that is steady
May delay decisions if they feel it will be

unpopular
Friendly and sociable
Extremely verbal telling stories whenever

possible
Will prefer to persuade others to their way

of thinking
Facially expressive
Likely to have the latest gadget
Generally gives direct, steady eye contact
Can try to dominate or take over
Will have a can do attitude
May interrupt you while talking
Direct communication style
The High I
The high I is often smartly/fashionably dressed.
Can start the day looking smart & professional.
The high I type has an open & relaxed style and
will touch or hold as a sign of friendship.
48

The High S
The high S personality tends to dress
appropriately for their environment. They
usually dress for comfort rather than
for fashion. Men in particular may wear
comfortable, functional clothes they have had
for a long time.
Friendly, handshake not aggressive
Office often well organised and neat
Generally is a good listener
Furnishings could be well worn but

comfortable
Tends to ask questions to clarify a request
Often has a slower pace or response
Will probably have a neat orderly office

(almost impersonal). The desk may well be
clear apart from the item they are currently
working on.
Security conscious Often reluctant to

change for changes sake. Needs time
to adjust to change and the decision to
change
Good eye contact and excellent listening

skills. They will listen attentively.
Often looks for a democratic solution.
May have pictures on display
The High C
The high C personality may have a more
conservative dress sense but are often very
smart, wearing the appropriate comfortable
clothes for the environment.

Can have a less firm handshake
Will generally file things away accurately
Normally very polite and diplomatic
Can tends to avoid a lot of eye contact,

particularly in a hostile environment
Generally Well prepared, unhurried,

organised and on time
Tends not to share personal feelings
Will quote facts, rules and regulations

when in dispute
Can get defensive when criticised without

validation
Will generally ask detailed, logical, precise

questions.
Relucant to make a decision if they feel

more data is needed

49
50


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52


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Introduction To DISC Personality Profiling

Key Learning Point

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

Before you begin

Try to complete the task based on your immediate reaction.

Give yourself no more than 5 minutes to complete the task.

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

corresponding columns on the previous table.

COLUMN 1 COLUMN 2 COLUMN 3

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

What did you learn?

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

The Four Tempermant Types

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

It was at this point, Jung went on to further sub-divide the types by

Modern Behavioural Science

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

Introduction To DISC Personality Profiling

Style-by-Style Analysis: D Style - Outgoing + Task

Low tolerance for mistakes

Often seen as:

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

The lower the intensity the less active response.

High D styles will respond quickly and often aggressively

Use their force of character

Value to the organisation:

Bottom line focus

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

Style-by-Style Analysis: I Style - Outgoing + People

Enthusiasm fades fast

Often seen as:

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

Recognition, praise and popularity

Motivating & inspirational

Persuasion and enthusing

Value to the organisation:

Generating enthusiasm within group

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

Style-by-Style Analysis: S Style - Reserved + People

Steady work pace

Often seen as:

The Diploma in Personal Performance Coaching.

Introduction To DISC Personality Profiling

Security and safety

Slows processes down

Value to the organisation: