1. DISC Personal Profile Analysis

2. “It is not the strongest of the species who survive, nor the most intelligent, but the ones most adaptive to change”
On the origin of species
Charles Darwin

3. Marston’s Theory

4. DISC High Dominance High Influence High Steadiness High Compliance
Drive – to accomplish results in spite of opposition or antagonistic circumstances
Getting results
Expediting action
Challenging self & others
Making decisions
Questioning the status quo
Influencing of people to act positively & favourably
Motivating people to act
Generating enthusiasm
Cultivating relationships
Making favourable impressions
Radiating optimism
Steadiness in performing work to consistently produce in a predictable manner
Developing specialist skills
Concentrating on the job in hand
Completing work thoroughly
Maintaining consistency
Persistence
Compliance with policy and standards to avoid error, conflict and danger.
Concentrating on detail
Enforcing quality and directives
Monitoring & controlling
Improving quality and standards
Fact finding and assessing risk

5. Profile Factors High Dominance (Power) High Compliance (Policy)
Basic fear
Motivator
Organisational value
Management style
Communication style
High Compliance (Policy)
High Influence (People)
High Steadiness (Pace)

6. Profile Factors High Dominance (Power) High Compliance (Policy)
Basic fear Failure
Motivator Power & authority
Organisational value Driving for results
Management style Directing
Communication style Telling
High Compliance (Policy)
Basic fear Conflict
Motivator Operating procedures
Organisational value Quality/standards
Management style Rule enforcement
Communication style Writing
High Influence (People)
Basic fear Rejection
Motivator Praise & recognition
Organisational value Working with people
Management style Motivating
Communication style Talkative
High Steadiness (Pace)
Basic fear Insecurity
Motivator Security
Organisational value Services/specialist
Management style Organising
Communication style Listening

7. Observable Behaviours
Dominance
Approach
Handshake
Office/study
Dress
Manners
Eye contact
Body language
Handling conflict
Compliance
Influence
Steadiness

8. Observable Behaviours
Dominance
Approach
Handshake
Office/study
Dress
Manners
Eye contact
Body language
Handling conflict
Behaviour
Tries to dominate take over
Strong, assertive
Probably disorganised
Generally not too concerned but will be appropriate
Impatient, abrupt and rude
Direct
Restless, looks forward when interested leans back when bored
Will not flinch from conflict, may even welcome it
Influence
Exceptionally enthusiastic
Long and friendly
Certificates, pictures trophies
Latest fashion, colour coordinated, dressed to impress
Could appear superficial, impulsive, happy to share feelings
Frequent ,friendly
Animated hands and body
Prefers to persuade rather than confront or demand

9. Observable behaviours
Steadiness
Approach
Handshake
Office/study
Dress
Manners
Eye contact
Body language
Handling conflict
Behaviour
Tentative, considerate and organised
Sincere
Pictures may be of family or possessions, certificates of competence
Appropriate but comfort not fashion
Generally very courteous and welcoming
Warm, friendly and sincere
Will appear relaxed and attentive
Prefers to smooth the situation avoid any aggressive decision
Compliance
Punctual, prepared and logical with cautious phrasing of questions
Loose ,brief
Very neat, orderly, clear and almost impersonal
Conservative ,smart business, avoids flamboyance
Very polite, correct and diplomatic
Tends to avoid eye contact in hostile situations but direct if self assured
Avoids expressing feelings
Avoids conflict unless have supportive evidence

10. DISC Working Strengths (on or above the line)
Driving
Competitive
Forceful
Inquisitive
Direct
Self starter
Assertive I
Influential
Persuasive
Friendly
Verbal
Communicative
Positive
Networker S
Dependable
Deliberate
Amiable
Persistent
Good listener
Kind
Methodical
Thorough C
Compliant
Careful
Systematic
precise
Accurate
Perfectionism
Logical
(Seeks) Power
People
Security
Structure
Hesitant
Mild mannered
Low decision need
Non demanding
Accommodating
Reserved
Reflective
Suspicious
Self-conscious
Probing
Serious
Mobile
Alert
Active
Restless
Demonstrative
Firm
Stubborn
Strong willed
Independent
(Seeks) Direction
Reality
Variety
Autonomy
Support Factors (below the line)

11. The benefits and limitations of each of the 4 styles above and below the line
Dominance
Influence
Steadiness
Compliance
Below the line

12. The benefits and limitations of each of the 4 styles above and below the line
Dominant
Gets results
Takes initiative
Challenges
Takes risks
Influence
Good relationships
Spreads enthusiasm and positivity
Likeable and approachable
Steadiness
Kind and considerate
Considerate
Reliable
Good listener
Dependable
Compliant
Logical
Ensures quality
Ensures rules and regulations are adhered to
Upsets people
Too task focussed
Too direct
Creates fear& anxiety
Not enough feeling
Tells too much
Not task focused
Too little detail
Not enough facts
Easily upset
Doesn’t cover the ground
Talks too much
Doesn’t challenge enough
Too much support
To slow paced
Doesn’t like change
Can be stubborn
Holds grudges
Too much perfectionism
Too inflexible
Little feeling
Lacks support
Below the line
Team player
Supportive
Helpful
Gets on with the job
Reflective
Serious about work/task
Check for details
Calm
Action focus
Change agent
Mobile
Demonstrative
Quick
Independent
Gets on with the task
Will take risks
Doesn’t take initiative
Afraid to challenge
Seeks approval
Too serious
Doesn’t connect with others
Prefer not to work with others
Bored easily
Too quick to change
Doesn’t finish tasks
Not reliable
Not a team worker
Doesn’t like being told
Stubborn
Not willing to share

13. (D) Results power/challenge (C) Rules /policy/information
Managing Behaviour
Motivators
(D) Results power/challenge
(I) Recognition
Public/ Peer
(S)Security
status quo
(C) Rules /policy/information
Works best for a manager/coach who..
Expects and wants
Their challenge in modifying behaviour is to try to be

14. (C) Rules /policy/information
Managing Behaviour
Motivators
(D) Results power/
challenge
(I) Recognition
Public/peer
(S)Security
status quo
(C) Rules /policy/information
Works best for a manager/coach who..
Is direct
Is straightforward
Negotiates commitment
Is democratic
Is also a friend
Recognises their worth
Is relaxed
Is amiable
Is interested in and appreciates them
Is supportive
Is willing and able to discuss key moves
Expects and wants
Freedom from control supervision, detail
To know the desired result
New and varied activities
To negotiate
To tell and direct others
To initiate and work independently
Freedom of speech
To interact with people and build relationships
Opportunity to with and though people
Recognition of accomplishments
To sell and lead
Credit within the organisation
Freedom from pressure and tight deadlines
A stable work environment
Structure & procedures
To work as part of a team
Specialised work needing patience and follow though
Appreciation and sincerity
To listen and be of service
No loose or open instructions
Systems to work to
Clearly defined objectives and requirements
No change for change sake
Work requiring specialisation and attaining high standards and precision
An ordered environment
All the facts
Their challenge in modifying behaviour is to try to be
Empathic
Consultative
A team player
Understanding of others
Patient
A good listener
Good at follow though
More emotionally controlled
More objective
Serious & probing
Able to meet deadlines
Able to follow though
More adaptive to change
Faster paced
Able to juggle many tasks
An initiator
A contributor to conversations
A big picture thinker
More independent
Less attention to detail when not important
Able to take short cuts when necessary
Direct in dealing with conflict 

15. Behaviour Linked to Ofsted
Criteria
Dominant
Influence
Steadiness
Compliance
Leadership
Direct No nonsense Driven Challenging Results rather than people
Achieves through people Persuasive Builds relationships
Kind Loyal Helpful Friendly Supportive
Rules & regulations Policy & procedures Quality matters
Teaching
Likes to tell Directs Wants and expects results Focus on task facts not feelings
Likes to talk Motivates Positive Presenting
Likes to listen Likes to organise Specialist areas of knowledge
Likes written work Like to follow rules Systematic Standards
Learning
Pragmatist Dislikes detail Short cuts Curious Takes initiative
Activist Ideas discussion
Reflector Listens Review Reads
Theorist Logical Likes detail Checks for accuracy Reads
Attainment
Likes to get results
Like praise & recognition
Likes to do thorough conscientious work
Delivers in line with expectations quality
Behaviour
(students)
Energised/ Physical Short attention span Quick Fears failure
Talks in class Could be disruptive Likes team work Fears rejection
More passive Still Dependable Fears insecurity
More reserved analytical Studious Follows rules Fears conflict

16. Lunch