2. Extended DISC: 4 Quadrant Model
Compliance
Dominance
Steadiness
Influence

3. Extended DISC: 4 Quadrant Model
precise, logical
follows rules
careful, reserved
formal, disciplined
withdrawn, shy doesn’t express opinions
gets stuck in details
risks adverse
calm, steady
careful, patient
good listener, modest
trustworthy
stubborn
resists new ideas doesn’t express opinions
doesn’t seek change
decisive, tough
strong-willed
competitive, demanding
independent, self-confident
aggressive, blunt
self-centered
overbearing
exceeds authority
sociable
talkative, open
enthusiastic, energetic
Persuasive, inspiring
flamboyant, frantic
careless, indiscreet
excitable, hasty
loses sense of time
Note the colours D = red (fiery), I = yellow (friendly and sunny), S = green (nurturing and concerned about people their environment) and C = blue (more clinical). 3

4. Extended DISC: Behavioural Styles
Adjectives
Aggressive
Competitive
Demanding
Talkative
Social
Communicating
Deliberate
Stable
Systematic
Precise
Perfectionist
Logical
Describing Terms
Reorganiser
Project Leader
Idea creator
Visionary
Pioneer
“Character”
Idea generator
Quick-tongued
Inspirer
Worker with a steady trend
Doesn’t get in your face
Feet on the ground
Fears to be wrong
Follows the rules
How To Identify
Is busy with many simultaneous projects
May interrupt you
Talks on the phone at the same time
Is not always polite
Very excited, open and friendly
Agrees with you
Talks about people he/she knows
Secure, stable
Proceeds carefully
Listens and seems to agree
Things in order
Focuses on details
Polite in a diplomatic way
These next six slides are included in your handouts. They are laminated so that you can keep them for future reference.
They drill down a little further into each style and need to become retained knowledge! 4

5. Extended DISC: Behavioural Styles
Communication
Often to only one direction, he/she talks
Own opinions as facts
May be blunt
Good in disciplining
Selling and inspiring
Talks a lot, but not about details
Avoids unpleasant subjects
Good in providing constructive feedback
Not always direct
Often only to one direction, he/she listens
Answers when asked
Talks calmly
Creates trust
Talks about topics he/she masters
Better in one-to-one situations
Good instructor
Better in written communication
Doesn’t exactly express disagreeing views
Includes a lot of facts and details
May lose essentials
Doesn’t talk about opinions or abstract matters
Extremely diplomatic
Perspective
$13,287,543.57
$13,000,000.00
A lot, some, a little
$13, $
Authority is Based On
Fear
Power
Distance
Charisma
Motivation
Atmosphere
Experience
Expertise
Bureaucratic status
Rules and standards 5

6. Extended DISC: Behavioural Styles
Fears
Losing control
Failure
Abandonment
Fights – doesn’t participate in conflicts
Insecurity
Losing face
Disorganisation
Conflicts
Relationship to supervisor
Either respects (when no overlapping responsibilities) or no respect at all (competitive situation)
Doesn’t oppose
Protests by neglecting responsibilities (late, errors, etc.)
Trustworthy –“right arm”
Needs clear instructions
Same as to other employees
Seeks safety from conflicts and new situations
Irritated By
Inefficiency
Indecisiveness
Boredom
Routines
Dishonesty
Impatience
Surprises
Unpredictable situations
Situational Management
Crisis
Changes
New organisations
Creating good atmosphere
Service orientation
Maintains routines
Stable environment
Emphasis on rules
Emphasis on quality 6

7. Extended DISC: Behavioural Styles
Problems
Wants new challenges; gets bored
Does not stay within area of responsibility
Own businesses
People relations
Team work
Forgets the roles
Makes small mistakes
Forgets the goals
Creates own informal network
Is not persistent
Falls into idealism; not realistic
Resists change and new procedures
Very opinionated
Protects own team emotionally
Doesn’t initiate
Gets bogged down in details
Resists responsibility
Overly cautious
Paperwork
Forgets the details
May want detailed info from others to assist in decision making
Needs an assistant who provides info
May forget reporting, while requesting reports from others
Not interested in administrative routines
Not good in organising the paperwork
Needs an assistant to organise paperwork
May forget the reports or does last
Bureaucrat; builds info collection systems
Gets lost/forgets himself/herself in own office
Often regards paperwork more important than other tasks
Reliable, careful
Effective in checking and finding mistakes
Precise, meticulous
Has difficulty in increasing work pace
Good at generating reports 7

8. Extended DISC: Behavioural Styles
Things/people manager
Things
sees results
people a resource
big units
People
needs a lot of people contacts
Small groups
participating
manager
interested in facts
Decision
Making
Strong opinions
Wants to make decisions
Cold decisions
New situations
Difficult decisions
Quick
May change opinion to avoid conflicts
Remembers human aspects
Customer-oriented
Feeling based
Wants to double check
Is cautious in new situations
Avoids risks
Thinks about how it has been solved in the past
Doesn’t make final decision until knows all the details
Doesn’t take risks
Is able to handle large amounts of detail
Listening
Listens only to short explanations
Thinks how this can benefit me
Not thorough
Impatient; tends to show feelings
Listens to others
Likes discussion and socialising
Participates
Doesn’t listen very long
Good listener
Can see things from many viewpoints
Can therefore help people
Nods disagreeing
Has difficulty listening if not presented logically
Critical, even looks for errors
If interested, very eager to learn 8

9. Extended DISC: Behavioural Styles
+ Same wavelength (if no overlapping responsibilities)
+ Presentation
+ Influence
- Makes a lot of fuss
- Butterfly
+ Reliable
+ Peaceful
- Resists change
- Slow, unimaginative
+ Expertise
+ Professional skills
Focuses on nitty gritty
- Non-enterprising
+ Results oriented
+ Holds direction
- Doesn’t understand people
- Uncooperative
+ Humane
+ Nice person
+ Sustainable
- Depresses
- Spoils the fun
- Distant
+ Accuracy
+ Amount of knowledge
- Boring, cold
+ Courage
+ Ability to take risks
- Inconsiderate
- Disturbs
+ Takes care of talking
+ Presents well
- Unreliable
- High flyer
+ Reasonable
+ Good teammate
- Cold, sober
+ Clear opinion
+ Responsible
- Autocrat
- Full of steam
+ Social skills
+ Sympathetic
- Rambler
- Superficial
+ Not a threat
+ Neutral
- Committee-minded
- Not sharp enough
+ Doesn’t disturb D I S
This frame explains how each style sees the other styles.
Explain that:
D sees a D as “on the same wavelength”
D sees an I’s pluses as “Presentation and Influence”, but an I’s minuses as “Makes a lot of fuss, bit of a butterfly” etc.
Explain this is how a D I S or C down the page sees a D I S or C across the page C 9

10. What the Styles talk about
The Future
The Past
How things are
How things could be
WHAT
WHO
WHY
HOW
Assess Others
Tell Others *
Tell, Relate to Others, Accept Others (or not), Assess Others
The Future (How things could be) / The Past (How things are) D
goals , hard values, results, change, oneself, the future
What’s going on? Or What's holding you up? I
people, themselves, team spirit, positive things, the future
Who’s involved? Or Who am I going to work with?
S agreements, principles, their team, the past
How should we proceed? Or How will I know what to do? C
facts, analyses, details, rules, instructions
Why do we need to restructure this? Or Why can’t we start again?
Accept Others (or not)
Relate to Others 10 10

11. Diamond: Styles Map Facts Hard values Results Change Renewal
Influencing
Generating ideas
People
Communication
Openness
Friendliness
Considers other’s
emotions
Traditions
Checking
Examining
Instructions
Logic
Systems
Analyses C D S I SC CS DC CD DI ID IS SI
ISC
SID
DCS
CDI
IDC
DIS
CDS
CSI
SCD
SCI
SIC
ISD
IDS
DCI
DIC
CSD IC CI DS SD
SDI
ICS
CID
DSC
ICD
DSI
CIS
SDC

12. Combination Adjectives
CI / IC
Open Confident
Enthusiastic Formal
Detailed Reticent
Correctness Attention
SD / DS
Dispassionate Deliberate
Persistent Competitive
Industrious Plans
Achieves People

13. Diamond: Flexibility / Arrow Map
The Extended DISC Diamond shows which behavioural styles are the most and least comfortable for someone.
The coloured spot: Profile II The location of someone’s natural behaviour style – their most natural and comfortable style. Where they are mapped on the diamond.
The end of the arrow: Profile I
The location of someone’s adjusted style in the current environment.
The remaining shades: The associated behavioural styles that are comfortable and you can easily develop in.
The white area The behavioural styles that require the most energy, effort and concentration.
High energy consumption zone
Your comfort area – shaded area
‘Rubber belt’ stretching – the arrow length
Energy levels – where the arrow is pointing
Low energy consumption zone 13

14. Profiles: Profile I and II
Profile II
Unconscious Self Image
Spontaneous Response
Profile I (always compare Profile 1 with Profile II)
Conscious Self Image
Feeling of how one wants or needs to adjust one’s behaviour in the present environment 14

15. Profiles: Interpretation Steps
Step 1. Look at shape of Profile II
Talk about who he/she is. Dominant style. Combination style. Can discuss attributes, strengths, motivators, preferred communication style etc.
Step 2. Look at the size and position of both profiles
This describes how he/she is feeling. Looking at the adjustment of behaviour from Profile II to I. What is being emphasised or de-emphasised? Has the dominant style changed? Similar shapes show higher reliability of results.
Special Cases describe some common patterns and their associated feelings. 15

16. Adjustments to look for
A de-emphasied C-dimension = need for more instruction
A de-empahsised S –dimension can show = signs of stress
When a C traits go down – look at the % first - It means there is a need for more instruction.
Check whether the dimension has fallen below the middle line

17. Profiles: Typical Shapes of Profile II
I sell
I create
I plan
Shapes of the profiles can create recognisable patterns, behavioural attributes and indicate job ‘fit’.
Profile II shapes identify an individual’s natural behavioural style (incl. their natural strengths and development areas)
I follow
I participate
I explain
Let’s now look at some of the SHAPES that can be created with a Profile. This gives us an easy way of recognising patterns of behaviour that can then be related to other external factors (such as job tasks/competencies and therefore analyse and recognise better ‘job fit’.
Names of the shapes:
I Sell (DI / ID)
I Create (DC / CD)
I Plan (DS / SD)
I Follow (SC / CS)
I Participate (IS / SI)
I Explain (IC / CI)

18. Preferred Job Environment
Opportunity to up skill
Clearly defined role
Work independently
Logical, Organised
Time to make decisions
Free from aggression & abstract emotions
Challenging
Independent
Risk taking
Multi-dimension
Clear, quantifiable goals
Free from routine
Working with people
Positive atmosphere
Lots of communication
Multi-dimensional
A variety of contacts
Free from hard facts &
conflict situations
Clearly defined role
Predictable, risk free
Work at own pace
Relating to expertise
Being part of a team
No overlapping project that are urgent 18

19. Roles Benefits Challenges
Team Roles: D
Will want to lead a team if they see the task to be important.
They may interrupt, take responsibility and initiate ideas
Roles
Shows direction
Prevents chatter
Takes care of own projects
Keeps team moving
Benefits
May underestimate others strengths
May not listen to others
May be too blunt or rude
May order others around
Challenges

20. Roles Benefits Challenges
Team Roles: I
Maintains a pleasant atmosphere
Finds compromises and positive sides of issues
May get side-tracked, supports and initiates
Roles
Keeps the team spirit up; often with humour
Sells the idea to the team
Acts as a positive spearhead
Good with changing direction if needed
Benefits
Lack of concentration on the issues or facts
May disturb the daily routines - chatter
May want to please too much
May not see the negatives – head in clouds
Challenges

21. Roles Benefits Challenges
Team Roles: S
Relatively quiet
Answers when asked
Finds the negative side of issues
Subdues excitement, defends fairness
Roles
Ensures tasks are completed
Helps and supports others – great teacher
Conscience of the team & feelings of others
Happy to follow
Benefits
May oppose new ideas
Receives but does not provide information
Cannot evaluate own team critically
May not adapt to change as easily as some
Challenges

22. Roles Benefits Challenges
Team Roles: C
Controller, remembers decisions from previous decisions, takes notes
Interested only when the team focuses on issues
Prevents superficial handling of issues
Roles
Keeps focused on the issues and facts
Acts as an internal controller
Good quality control and accuracy
Provides the analytical side
Benefits
May work alone and not incorporate the team
Maybe too serious – frustrated at too much chat
Maybe too critical
May lose the big picture in looking at the detail
Challenges

23. Leadership Styles C/D Power-centered C Quality D Authoritative
S/C Planning
D/I Change
S Supporting
I Informal
I/S Participating 23

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