Slowikowski NOVEMBER 2005, VOL 82, NO 5

Using the DISC

Behavioral Instrument
to Guide Leadership and Communication
Mary Kay Slowikowski to resolve internal and external con-
flicts. Conflict within the workplace can

A
true leader knows the keys for spiral out of control without communi-
inspiring and influencing team cation. If the communication pipeline is
members. If a leader can instill not kept open, barriers to productivity
the desire to excel in team members, increase exponentially. To prevent this
then the team as a whole will succeed. implosion in the workplace, everyone
A workforce primarily is character- should learn the different personality
ized by its ability or inability to achieve types and how to deal with each on a
results through positive interaction and regular basis. With enhanced communi-
cooperation. To be successful, a leader cation, the team can identify criteria to
must learn how to communicate with work together and eliminate communi-
coworkers and foster optimum team- cation breakdowns.
work.1 This can be achieved in three The workplace will become more
steps: develop synergy, blend strengths, productive when leaders learn how to
and enhance interpersonal skills.1 To achieve team compatibility. A good
achieve these objectives, leaders must way to effectively blend different per-
learn techniques to help them fine-tune sonalities is to administer a personali-
their ability to communicate. These ty profile that helps explain why peo-
techniques include ple act the way they do. In other
• identifying and explaining the key words, find out what makes people
elements of effective communication; tick and then use their strengths to
• learning to communicate with a enhance the team.
variety of personality types;
• creating a positive climate con- ABSTRACT
ducive to harmony, teamwork, and
success; • BEHAVIORAL INSTRUMENTS can be
• identifying other’s psychological useful tools to help leaders gain insight into
needs and learning how to deal with how to better communicate with coworkers.
each person on a more productive The DISC instrument classifies behaviors
level; into four personality types (ie, Dominant,
• minimizing potential conflict with Influencer, Steady, Conscientious) and pro-
others; vides methods leaders can use to work with
• learning how to tailor personality each personality type.
needs to specific habits;
• integrating work life with personal • LEADERS SHOULD STRIVE to have a good
life; mix of personalities on their teams to achieve
optimal success.
• breaking cycles of frustration through
powerful decision making; and • THIS ARTICLE DESCRIBES the benefits of
• staying focused on the path to using the DISC behavioral evaluation method
heightened serenity.1 to better understand and work with team
To be a successful team, team mem- members and gives role-play scenarios for
bers also need to learn communication dealing with each personality. AORN J
skills for dealing with various person- (November 2005) 835-843.
ality types. This allows team members

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NOVEMBER 2005, VOL 82, NO 5 Slowikowski

DISC INSTRUMENT As you enter Link’s office, he gets

The DISC behavioral instrument is right to the issue at hand by saying,
based on the work of psychologist “You have got to do something about
William Moulton Marston, PhD.2 improving the quality of your work,
Marston was interested in how people your dependability, and the way you
felt, behaved, and interacted with the communicate. What are you going to
world around them.2 The DISC method do to make these things better?” What
is easy to administer and interpret. This would be the most efficient way to
instrument helps determine the differ- respond and communicate with Link?
ent personality types (ie, Dominant,
Influencer, Steady, Con- To get through to Link, the team
scientious) of each person member should take into account the
The DISC in the workplace. skills of influencing a person who has a
DOMINANT. People with dominant personality. First, he or she
behavioral the dominant personali- should be brief and get to the point
ty type tend to make quickly. This will grab Link’s attention
instrument helps quick decisions, are very without alienating him. By being specif-
results-oriented, are direct ic about the facts, one can communicate
leaders and straight-forward, and well with a dominant person.
often display a high level INFLUENCER. The influencer is outgoing,
determine the of initiative and energy. persuasive, gregarious, and tends to be
To motivate a dominant good at delegating. By influencing and
personality types person, a leader should persuading others, the influencer creates
foster that person’s initia- an environment for personal success.
of each person in tive by removing obsta- The best way to motivate an influencer
cles and giving the per- is to create a social environment that
the workplace. son freedom to act with- includes constant interaction with peo-
out interference. ple. In these circumstances, an influ-
Although dominant encer will demonstrate trust in others
people are strong work- and spread enthusiasm throughout a
ers, a dominant person can cause con- team, creating a democratic relationship
flict by being too blunt, restless, and favorable for working conditions.
impatient. Dominant people try to do Certain situations, however, can
everything, and they may act without emphasize the weaknesses of an influ-
knowing all the facts and without con- encer. For instance, the influencer is
sidering others’ feelings. To further not very task-oriented and may not fol-
understand people with this personali- low up on delegated jobs. The influ-
ty type, team members can use the fol- encer’s strength at building friend-
lowing role play exercise. ships can be exploited easily when he
or she has to make unpleasant deci-
Mike Link, a highly dominant person, sions. Instead of doing what is best for
asks you to come into his office. You the job, the influencer procrastinates
know he is upset about the arrange- on decisions so as not to rock the boat.
ments for his meeting this morning. To consider the best way to deal with
The overhead projector’s bulb burned an influencer, team members can par-
out, there were not enough chairs in ticipate following role play.
the meeting room, the reports copied
for the meeting were out of order, and Mary Smith, a high influencer type,
the refreshments arrived an hour late. is one of your coworkers and is

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known as the socializer. You arrive steady person also can be a poor dele-
early Friday morning to get a head gator. With these motivators, strengths,
start on a project that is due by 10 and weaknesses in mind, this role play
AM that day. Smith stops by your can help team members deal with the
desk and starts talking about the steady personality type.
party she is throwing tonight and all
the people who may stop by. What Larry Garcia, who has a high-level
you thought would be a few minutes, steady personality, asks you to come
turns into half an hour. Your super- into his office. Garcia always has a
visor walks by and gives heavy workload, but does not like to
you the evil eye. The delegate work to you. You are a very
People with pressure is on, and you competent worker who wants more
have to get your project responsibility. You want to discuss
a steady done. How do you get your objectives for the next year
rid of Smith without because this year has not been very ful-
personality type hurting her feelings? filling. You want to expand your job,
and you know Garcia cannot seem to
are dependable The best way to com- manage his workload very well. As you
municate with Smith is enter his office, you see Garcia is over-
and easygoing, to start out by socializing whelmed with stacks of files that are
for a few minutes. Right not only all over his desk, but spread
technically off the bat, she will out on the floor. He is pacing back and
become more responsive forth and swearing under his breath.
competent, and to the conversation. You know his budget report is two
Smith has a need to talk, months overdue and must be completed
place emphasis so the team member by 4:30 PM today. Approaching him at
should ask for her opin- this time might be seen as adding more
on cooperating ions and ideas. After her work for him. What would be the best
need for interaction is way to communicate with Garcia?
with others to satisfied, the team mem-
ber should get her in- First, the team member should
carry out a task. volved in the decision- break the ice with a positive comment,
making process to help and take some of the blame. This will
achieve priorities. soften Garcia without making him feel
STEADY. The steady person is depend- threatened. The team member should
able and easygoing, technically compe- ask “how” questions to get Garcia’s
tent, and able to teach. His or her input. For example, “How can I help
emphasis is on cooperating with others with an aspect of the budget report?”
in existing circumstances to carry out The team member should define clear-
a task. The supreme motivator for ly, preferably in writing, what skills
someone with a steady personality is and contributions he or she can add to
security. In this regard, repetitive tasks, the situation and provide clear sugges-
established work patterns, and routine tions to avoid a similar occurrence in
work are best for a steady person. the future.
The status quo is the ideal environ- CONSCIENTIOUS. People with the consci-
ment for someone with a steady per- entious personality type are thorough,
sonality. The steady person tends to attentive perfectionists who can think
resist change, especially new directions ahead and prevent problems. To achieve
that challenge personal structure. The results, the conscientious person works

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People with conscientious personalities prefer to have little

or no people contact and work best with detail-oriented
jobs that have precise instructions.

carefully within existing circumstances should draw up a scheduled approach

to ensure quality and accuracy. Unlike for implementing the tracking system
influencers, people with conscientious expenses with a step-by-step timetable
personalities prefer little or no people and assure Price that there will not be
contact and would rather define limits any surprises. This plays to her
of authority themselves. Detail-oriented strengths and ensures her role will be
jobs with precise instructions give peo- important.
ple with the conscientious personality
type the clearest road to success. COPING WITH FEAR
This person tends to be rigid and Each DISC personality has different
overly detailed. Instead of talking about skills for coping with fear.1 For example,
a problem, the conscientious person people with dominant personalities
will write long memos and avoid per- have a basic fear of being treated unfair-
sonal communication. The following ly or exploited. The way to cope with
role play can help team members deal this fear is to develop closeness and
with a person who has a conscientious trust. Installing a supportive social fab-
personality type. ric in each area of life will correlate with
this person’s success as a worker and
Jean Price, a highly conscientious individual. A dominate person will
individual, asks you to come into her respond well to a friend or superior
office. You have discovered problems who “tells it like it is.”
with the current procedures for The influencer’s basic fear is loss of
tracking expenses against the budg- social approval. For example, suffering
et. As a result, you and two other from panic attacks can be crippling for
coworkers have put in 10 hours a day an influencer and can instill a sense of
for the last two weeks, trying to not wanting to leave home. This fear
straighten out the mess. You are tired can lead to a disorder known as agora-
and fed up because you know there is phobia. With the loss of social approval,
an excellent software tracking sys- an influencer’s fear is kept inside and
tem available, but Price will not sign can lead to a very unfulfilling life. The
the requisition to purchase this soft- influencer needs to deal with difficult
ware. Price does not want to spend situations head on without the fear of
the money for new equipment what others think. Friends and superi-
because she is not sure if there is ors who are democratic and those who
enough money left in the budget. take a strong personal interest in help-
Price is highly sensitive to errors. As ing the influencer succeed can help both
you enter the office Price says, “You on and off the job.
have not given me enough details on People with steady personalities fear
your reasons for changing the track- sudden change and need to learn to be
ing system. You need to be more spe- flexible and become comfortable with
cific.” How would you deal with situations that lack structure and pre-
Price? dictability. The steady person needs a
superior who is amiable and easygoing
The team member should remember under stress.
Price’s strengths and weaknesses, and People with the conscientious per-
approach her in a straight-forward way sonalities fear criticism, do not reach out
and stick to the issues. The team mem- to team members for help, and do not
ber should take time and be persistent share true thoughts with others. The
without criticizing. The team member conscientious person needs to learn how

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to accept constructive criticism and own point of view. These individuals

voice personal feelings to achieve mutu- feel that, despite the situation, they will
al understanding in difficult circum- be able to attain success.
stances. Conscientious people will be PATIENT (IE, STEADY/DOMINANT). Patient
reassured by a superior who is available people tend to be steady and consistent
and willing to listen and discuss issues. and prefer to deal with one assignment
at a time. They direct skills and experi-
PERSONALITY BLENDS ence into areas requiring depth and
Not all people’s personality types socialization, are steady under most
can be seen in black and white terms. pressures, and strive to stabilize their
Often, there is a grey area or a combi- own environment. They react negatively
nation of behaviors. Following are to change.
some common personali- PERSISTENT (IE, STEADY/CONSCIENTIOUS). Per-
ty blends. The first per- sistent people tend to be persevering
sonality type listed is the individuals who are not easily swayed.
Not all primary or stronger type. They set their own pace and stick with
personality types The second personality
type is the secondary or
it, can be rigidly independent when
force is applied to make them move, and
can be seen in lesser type within the
personality blend.
get exasperated with others who want
them to adapt.
CREATIVE (IE, DOMINANT/ PERFECTIONIST (IE, CONSCIENTIOUS/INFLUENCER).
terms of black INFLUENCER ). Creative peo- Perfectionists tend to be sticklers for sys-
and white— ple tend to be logical, crit- tem and order. They make decisions
ical, and incisive in attain- based on precedents and known fact and
many people ing goals. They are chal- meticulously try to meet standards.
lenged by problems that SENSITIVE (IE, CONSCIENTIOUS/STEADY). Sen-
exhibit a require original and ana- sitive people are concerned about avoid-
lytical effort. They can be ing risk or trouble. They look for hidden
combination of blunt and critical with meanings and are uneasy until there is
people. absolute confirmation of actions.1
personality DRIVEN (IE, DOMINANT/
STEADY). Driven individu- FOUR DIFFERENT STRATEGIES
types. als respond quickly to With knowledge of the four basic
challenges and use mobil- personality types and possible person-
ity and flexibility to attain ality blends, team members can create
their goals. They can be a mission that accounts for and makes
versatile self-starters who respond rap- the most of the different personality
idly to complete goals. types. The ideal team consists of indi-
GOODWILL (IE, INFLUENCER/DOMINANT). These viduals who have different behavioral
people tend to behave in a poised, cor- styles, but bringing together such a
dial manner displaying social aggres- team and integrating it effectively can
siveness in situations perceived to be be a challenge. Predictably, there are
favorable and unthreatening. They differing degrees of compatibility in
exude charm and strive to establish rap- terms of tasks and human relation-
port at first contact with people. ships. When the strengths and work
SELF-CONFIDENT (IE, INFLUENCER/CONSCIEN- behaviors of each team member have
TIOUS). These people are self-confident in been identified, four different strate-
dealing with others, strive to win others gies may be used to improve results
over, and are reluctant to give up their • capitalize,
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Slowikowski NOVEMBER 2005, VOL 82, NO 5

• augment, team should be comprised of all four

• modify or adapt, and personalities in the DISC model.
• blend • The dominate team member facili-
the strengths of each team member. tates the session and keeps it on
CAPITALIZE. This strategy focuses on track.
maximum use of a person’s predomi- • The influencer contacts other depart-
nant behavioral tendency. This is partic- ments to get them involved and gath-
ularly possible when a person’s natural ers input when the plan is completed.
style of behaving is the same as the sit- • The steady team member takes the
uation requires. notes from the influencer and organ-
AUGMENT. This strategy is used when a izes them into outline form.
person does not possess the required • The conscientious member of the
skills for the situation. The person seeks team takes the notes and outlines
out individuals who have the natural and writes up a preliminary plan to
skills needed and adds those individu- bring back to the whole team for
als to the team. review and finalization.
MODIFY OR ADAPT. When a person does To achieve any degree of success in
not have the required skills, he or she developing the ideal team, which is
makes an effort to learn or acquire the increasingly important in today’s com-
behaviors appropriate for the situa- plex world of accelerated change, it is
tion. This may be difficult or impossi- necessary to identify individual and
ble to achieve, however, and also can community strengths. A leader must
be energy consuming and can inter- develop an appreciation for the unique
fere with maximizing the value of nat- value of others and continuously
ural behavioral tendencies. employ strategies to maximize team
BLEND. This strategy integrates indi- strengths and minimize the effects of
viduals with different personality types team weaknesses. ❖
so that each can maximize skills for the
good of the group’s goal. When align- Mary Kay Slowikowski is chief
ment is achieved, the results can be executive officer at Slowikowski &
synergistic and greater than expected. Associates, Darien, Ill.

CREATING A SUCCESSFUL TEAM NOTES

People whose personalities fall into 1. DiSC Classic (Minneapolis: Inscape
Publishing, 2001).
the process-oriented dimensions (eg, 2. “What is DISC,” DiscProfile.com,
dominance, influencer) are appropriate http://www.discprofile.com/whatisdisc.htm
leaders during times of change and (accessed 19 Sept 2005).
growth. People whose personalities fall
into the product-oriented dimensions RESOURCES
(eg, steadiness, conscientiousness) pro- Ritchey, T; Axelrod A. I’m Stuck, You’re
Stuck (San Francisco: Berrett-Koehler
vide the supportive foundation and are Publishers, Inc, 2002).
appropriate leaders during times of sta- Warren, A. Great Connection (Plantation,
bility and maintenance. A successful Fla: Pallium Books, 1998).

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