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DiSC Classic 2.0 PLUS
Online Profile
The Basic DiSC Profile with Your Choice of Supplemental Reports
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DiSC® Classic 2.0 Online Profile is used to improve performance, deal more effectively with conflict, and value differences. Using the research-based DiSC model, DiSC® Classic 2.0 Online Profile helps you better understand why you act the way you do, the effect you may have on others and how to adapt behavior for successful interpersonal relationships.
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DiSC® Classic 2.0 Online Profile speaks to the respondent through storytelling and a narrative tone; positive language means it's more affirming; includes pros and cons of behavioral tendencies; rich, deep, descriptive content makes it interesting and engaging.
DiSC® Classic 2.0 Online Profile inspires action; respondents get concrete ideas on changing behavior for greater success in the workplace. Use this profile when you want to:
- Build productive teams
- Develop effective managers
- Train a powerful sales force
- Improve customer service
- Ease frustration and conflict
DiSC® Classic 2.0 Online Profile is responded to online with a PDF report emailed directly to a designated address
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What's in the DiSC 2.0 Online Profile?
The following describes the four different sections that you'll receive with your own personalized DiSC 2.0 report.
Section 1 of the Online DiSC Profile is devoted to your unique behavioral style and contains your DiSC Graph.
In Stage 1, you'll see an in-depth, personalized narrative of your highest DiSC Dimension(s). The narrative describes patterns of interpersonal preferences, behaviors, and emotional reactions.
In Stage 2 you'll explore your Intensity Index to become more aware of your potential strengths and weaknesses.
Stage 3 will help you discover how the D, i, S, and C dimensions combine to form your unique DiSC Classical Profile Pattern. This section includes:
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Your Motivation: A description of the basic incentives and personal goals that drive you to interact with other people the way you do. Also describes the patterns of behavior that result from your unique motivations.
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Your Work Habits: A description of your behavioral tendencies at work, including how you get things done, how you influence others, goals that are important to you, and what situations you tend to avoid.
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Insights for You: Tips for maximizing your personal and interpersonal effectiveness.
Section 2 covers the DiSC model and includes descriptions of the four DiSC Dimensions with corresponding tendencies, needs, preferred environments, and effectiveness strategies for each.
Section 3 of the Online DiSC 2.0 gives an overview of all 15 of the DiSC Classical Profile Patterns. Read descriptions of the emotions, thoughts, and behaviors associated with different interpersonal styles.
Section 4 provides the technical information used to score your responses and generate DiSC feedback.
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| Setting the Standard for DiSC® Learning |
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DiSC® Classic 2.0 Online Profile is a multi-level learning instrument that helps individuals assess to what degree they utilize each dimension of behavior in a situation.
Understanding DiSC® Dimensions of Behavior provides a non-judgmental language for exploring behavioral issues. It helps people explore their behavioral tendencies across four primary dimensions:
Dominance
influence
Steadiness
Conscientiousness
Read a sample of the DiSC Classic 2.0 PLUS Profile
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| Supplemental Reports - In addition to the four sections outlined above, you have the option of selecting 1-6 additional sections to your profile: |
1. Creating a Positive Relationship with the Person
This report describes how to create a positive relationship with the person. The report lists those approaches found to be most effective with someone with this profile pattern. Some of the information may need to be modified based on direct experience with the person and his/her environment. The report covers these key relationship areas:
Creating a Positive Climate for the Person
This section provides information about strategies that are likely to be most effective in creating a work climate that is most comfortable for someone with this profile. It covers a range of behaviors that are likely to contribute to creating what is likely to be perceived as a positive climate by the person.
How to Communicate with the Person
This section describes specific communication approaches which are likely to be most effective with someone who has this profile pattern.
How to Compliment the Person
People feel most genuinely valued when they receive compliments for those personal characteristics that they consider strengths in themselves or others. A characteristic that is viewed as a compliment by one person, may be considered an insult by another, based on differences in their profiles.
How to Provide Feedback to the Person
People respond better to what we say if how we say it meets their style for receiving feedback. Some people are more open and receptive to feedback than others. What one person may feel defensive about may be very different from what another person feels defensive about. By understanding another person's behavioral style we can anticipate his/her possible response to some specific feedback. We can use this understanding to adapt our behavior to meet his/her needs. Then the corrective feedback is more likely to be heard in a way that will lead to positive results.
How to Deal with the Person in Conflict
Most people have a response to conflict that involves some combination of "fight or flight" responses, depending on the degree of emotional risk they perceive to be involved in the situation. This section lists the potential behaviors the person may use in conflict based on his/her natural behavioral style, however, the potential behavior may be significantly modified or eliminated due to the person's values system or life experiences. Specific strategies for responding effectively to this person’s natural response to conflict are provided. It may be helpful to read through the strategies and select a combination that seems likely to be effective based on experience with the person described.
How to Deal with the Person’s Problem-solving Style
People can increase their effectiveness in working together by understanding each other's problem-solving style. Some people approach problem-solving analytically. Others use an intuitive or `gut-feel' approach. The information in this section describes how a person with this profile is likely to approach decision-making. Some of the behaviors listed may have been modified based on life experience and the person’s values system. Specific strategies for dealing effectively with this person’s problem-solving style are provided.
How to Deal with the Person’s Decision-making Style
People can also increase their effectiveness by recognizing and valuing differences in decision-making styles. Some people approach decisions slowly, methodically, while calculating risks. Others tend to be more impulsive, perhaps being comfortable with higher levels of risk-taking than others. This section describes the approach to decision-making that someone with this profile is likely to use. Some of the behaviors may have been modified due to life experience and the person’s value system. Specific strategies are provided for dealing effectively with this person’s decision-making style.
Creating a Positive Relationship Worksheet
A special worksheet is provided for processing the information in this section of the report. Review, discuss and revise the information in the report. Select those strategies that are likely to work well with the person based on experience with him/her in the specific environment.
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2. How the Person Tends to Relate to People and His/Her Environment
This report describes how the person tends to relate to other people and their environment based on his/her behavioral style. The report describes the behaviors most likely to be used by someone with the respondent's behavioral style in these key areas:
How the Person Tends to Communicate
People have different approaches to communicating based on their behavioral tendencies as expressed in their profile. This section describes how someone with this profile is likely to communicate, however, some of the behavior may have been modified due to life experience and the person’s values system.
How the Person Tends to Make Decisions
This section describes how someone with this profile is likely to approach making decisions. It also provides information on some of the potential limitations or challenges this person may face in decision-making. There are many different approaches to decision-making and some are more effective than others in different situations. This information is designed to be used to help evaluate the person’s approach to decision-making based on the needs of his/her environment and to identify additional decision-making strategies which may be helpful.
How the Person Tends to Manage Time
This section describes how someone with this profile is likely to manage time. Some of these potential behaviors may have been modified based on life experience and the person’s value system. Possible limitations and challenges are also listed for the purpose of identifying alternate strategies that may be more effective in managing time.
How the Person Tends to Solve Problems
This section describes how someone with this profile is likely to solve problems. Possible limitations and challenges are also listed for the purpose of identifying alternate strategies that may be more effective in solving problems. There are many different approaches to problem-solving and some are more effective than others in different situations. This information is designed to be used to help evaluate the person’s approach to problem-solving based on the needs of his/her environment and to identify additional problem-solving strategies which may be helpful.
How the Person Tends to Handle Stress
People have different sources of stress and respond differently to various stressors based on their behavioral tendencies. This section describes how someone with this profile is likely to handle stress. Potential challenges are identified for the purpose of developing coping and stress reduction strategies that will increase the person’s effectiveness.
Relating to People and the Environment Worksheet
A worksheet is provided for applying the behavioral information to key areas. After reviewing, discussing and editing the information in the report to make it more relevant, this worksheet can be used to develop an action plan. It can be completed either by the respondent or by someone else.
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3. Strategies for Managing the Person
The DiSC PPSS uses a small "m" approach to managing which says that everyone has a need to "manage" others whether or not they have the official title of Manager. So, the definition of managing used in this section refers to anyone who needs to work with and through others to get results. Therefore, each person may find it very helpful to share the information about what strategies are most effective in managing him/her with all of his/her co-workers.
This section provides specific strategies for managing the person based on their behavioral style. It is recommended that the suggested strategies for each of the nine different management activities be reviewed and edited by the person him/herself as this information represents those strategies having the potential, based on his/her behavioral style, to be most effective in managing this person. The information becomes a more accurate management guide when reviewed and discussed with the person involved, as each individual has life experiences and values that may alter the effectiveness of a specific strategy.
Communicating
People can listen to us most easily when we use a style of communicating that meets that person's needs. Our natural style for communicating may not be effective for them. By understanding another person's style, we can communicate in a way that meets his/her needs. We may need to be aware of
- how fast a person likes to speak
- how much detail a person needs
- how formal or informal the person likes to be when interacting.
This section describes the communicating strategies most likely to be effective with someone with this profile.
Motivating
People have different motivators. What may make one person highly motivated, may be frustrating or demotivating to someone else. By identifying a person's style, we can choose actions that are likely to increase the other person's motivation. We can also learn what actions might have a negative effect on the person's motivation and avoid using them. This section describes the motivating strategies most likely to be effective with someone with this profile.
Complimenting
People feel most genuinely valued when they receive compliments for those personal characteristics which they consider strengths in themselves or others. A characteristic that viewed as a compliment by one person, may be considered an insult by another, based on differences in their behavioral styles. For example someone with an Influencing style may not consider being called analytical a compliment. Yet, someone with a Cautiousness style would be likely to feel complimented when described as analytical. We can apply our knowledge about the other person's behavioral style to use compliments that he/she is most likely to enjoy.
This section describes the compliments most likely to be received positively by someone with this profile.
Counseling
People may respond either positively or negatively to a specific counseling or coaching approach based on their behavioral style. For example, some people prefer directness while others prefer a more indirect, tactful approach. We can use the information about another person's behavioral style to develop more flexible approaches to counseling. This section describes the counseling strategies most likely to be effective with someone with this profile.
Correcting
People respond better to what we say if how we say it meets their style for receiving feedback. Some people are more open and receptive to corrective feedback than others. What one person may feel defensive about may be very different from what another person feels defensive about. By understanding another person's behavioral style we can anticipate his/her possible response to some specific feedback. We can use this understanding to adapt our behavior to meet his/her needs. Then the corrective feedback is more likely to be heard in a way that will lead to positive results. This section describes the correcting strategies most likely to be effective with someone with this profile.
Developing
People have different requirements for the amount of direction, support and information they need in developing a new skill. We can use our understanding of a person's behavioral style to select the amount and type of structure to provide to meet his/her needs for development. The appropriate rate and method of supplying information can also be determined. Information about a person's behavioral style can also be used to decide the most effective method for following up. This section describes the approaches to developing most likely to be effective with someone with this profile.
Delegating
People can complete work most effectively when it is delegated to them using a method which meets their needs. Some people need for detailed, step-by-step instructions. Others may want to know only the desired result and the deadline for completion. We can use the information about another person's behavioral style to determine the amount and type of information to communicate when delegating. In addition, we can identify what follow-up actions are appropriate to use when delegating to that person. This section describes the approaches to delegating most likely to be effective with someone with this profile.
Problem-Solving
People can increase their effectiveness in working together by understanding each other's problem-solving style. Some people approach problem-solving analytically. Others use an intuitive or `gut-feel' approach. We can use behavioral style information to understand the differences in problem solving approaches. Using this understanding, we can select the approach, or combination of approaches, most suited to the situation. This section describes the approaches to problem-solving most likely to be effective with someone with this profile.
Decision-Making
People can also increase their effectiveness by recognizing and valuing differences in decision-making styles. Some people approach decisions slowly, methodically, while calculating risks. Others tend to be more impulsive, perhaps being comfortable with higher levels of risk-taking than others. By understanding individual differences we can be more flexible in our approaches to decision-making. We can use our understanding of behavioral styles to adapt our decision-making styles to the needs of others and the work environment. This section describes the approaches to decision-making most likely to be effective with someone with this profile.
Management Action Strategy Worksheet
A Management Action Strategy Worksheet is provided for processing the information in this section and translating the information into an action plan.
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4. How This Person Tends to Manage
This section describes the actions most natural, based on his/her style, for the person to use in eight different management skills. The behaviors listed in this section represent potential behaviors, not actual observed behaviors. The person needs to review and edit the information, identifying those behaviors he/she has modified. The person may have modified his/her natural approach to these management activities due to training, life experience or values. It is recommended that the information be reviewed with their manager and co-workers. A group discussion with the person's work team may also be helpful in clarifying what are the most effective behaviors for managing others. (See small group discussion exercise format)
Communicating
This section describes how someone with this profile is most likely to communicate. Some of the potential communicating behavior may have been modified. Possible limitations are also described for the purpose of evaluating the effectiveness of this person’s approach to communicating in his/her specific environment and developing alternate behaviors.
Delegating
People often delegate to others using the approach that would be most effective on themselves. However people are different so a different strategy may be necessary. This section describes how someone with this profile is likely to delegate. However, some of the behavior may have been modified based on experience.
Directing People
This section describes the behavior that someone with this profile is likely to use when delegating to others. Some of the potential behaviors may have been modified. This information can be evaluated to determine the effectiveness of this person’s approach to directing other based on the needs of his/her environment. Alternate directing behaviors may need to be considered.
Developing People
This section describes the approach to developing others that someone with this profile is likely to use. These potential behaviors may have been modified due to experience and the person’s values' system. Potential limitations are described for the purpose of considering alternate approaches to developing others that may be more effective in the specific environment.
Decision-making
This section describes how someone with this profile is likely to approach making decisions. It also provides information on some of the potential limitations or challenges this person may face in decision-making. There are many different approaches to decision-making and some are more effective than others in different situations. This information is designed to be used to help evaluate the person’s approach to decision-making based on the needs of his/her environment and to identify additional decision-making strategies which may be helpful.
Managing Time
This section describes how someone with this profile is likely to manage time. Some of these potential behaviors may have been modified based on life experience and the person’s value system. Possible limitations and challenges are also listed for the purpose of identifying alternate strategies that may be more effective in managing time.
Problem-solving
This section describes how someone with this profile is likely to solve problems. Possible limitations and challenges are also listed for the purpose of identifying alternate strategies that may be more effective in solving problems. There are many different approaches to problem-solving and some are more effective than others in different situations. This information is designed to be used to help evaluate the person’s approach to problem-solving based on the needs of his/her environment and to identify additional problem-solving strategies which may be helpful.
Motivating Others
People often approach motivating others by using a strategy that would be most effective when used on themselves. However, people are different and many different approaches to motivation may be necessary to meet the needs of others. This information is designed to be used to help evaluate the person’s approach to motivating others based on the needs of his/her environment and to identify additional strategies for motivating others which may be effective.
Management Style Worksheet
After reviewing the information, it may be helpful to complete the Management Style Worksheet which structures the process for evaluating how effective the person's natural approaches are in working with others and meeting the needs of his/her work environment. A simple "Start, Stop and Continue" formula is suggested for evaluating the effectiveness of each management behavior.
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5. The Person's Natural Approach to Sales Process
This section of the report describes how the person would approach each of the seven essential steps in the sales process based on his/her natural behavioral tendencies. Each section describes the behaviors the person would be most likely to use if he/she were not modifying those natural behaviors based on sales training and prior sales experience. In addition to describing the behavior, the report lists those types of customers would who be likely to respond positively to this approach. The report also describes what types of customers might not respond as positively and what behavioral changes the sales person may need to make to "flex" their behavior to meet some participant's needs. This information is useful in developing a performance coaching plan for the sales person to ensure the highest quality outcomes in the sales process. Developing flexibility in the behavior a salesperson uses to meet different customers' needs is critical to reducing buyer discomfort.
The person's natural approach to each of the following stages of the sales process is described in this section of the report:
Planning
Describes the person's natural approach to planning the sales call which can be matched to the sales process necessary for the products or services being sold and for the needs of the customer population. For example, if the person prefers to be spontaneous and likes to 'wing-it', yet the sales approach for this type of product/services requires preparation and following to a structured presentation process then the salesperson may need to use adaptive behaviors that are different than his/her natural approach.
Opening the Call
Describes the person's natural approach to opening the call which can be matched to the needs of the customer. Coaching in alternate methods of opening the sales call may be necessary to develop a sales approach that is effective with a wide range of customers.
Interviewing
Describes the person's natural approach to interviewing the customer which can be matched to the most effective interviewing techniques for the specific products/services being sold, as well as matched to the needs of the customer population. Coaching in alternate interviewing techniques may be helpful in developing a more effective sales approach.
Presenting
Describes the person's natural approach to presenting which can be assessed for degree of fit with the sales process necessary for the products/services being sold. Coaching in additional adaptive approaches may be necessary for successful sales outcomes.
Responding to Concerns
Describes the person's natural approach to responding to concerns and what types of customers will respond well to that approach. Additionally, this section describes what types of customers may not respond positively to this person's natural approach and lists what additional behaviors may be necessary to meet customer needs.
Gaining Commitment
Describes the person's natural approach to gaining commitment or for getting 'buy-in' from customers and describes what types of customers respond positively to that approach. Also, this section describes what types of customers need an alternate approach for gaining commitment.
Servicing
This section describes the person's natural approach to follow-up and service which can be matched with customer needs. Coaching on adaptive follow-up behaviors may be necessary for achieving customer satisfaction.
Selling Style Worksheet
The worksheet is designed for developing an action plan for improving sales performance. A start, stop, continue approach is used to evaluate what action is necessary to improve performance in each of the seven steps of the sales process.
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6. Strategies for Managing the Person in a Sales Environment
This section provides specific strategies for managing the person based on their behavioral style. It is recommended that the suggested strategies for each of the eight different management activities be reviewed and edited by the person him/herself as this information represents those strategies having the potential to be most effective in managing this person based on the person's behavioral style. The information becomes a more accurate management guide when reviewed and discussed with the person involved, as each individual has life experiences and values that may alter the effectiveness of a specific strategy. A Sales Management Strategy Worksheet is provided for processing the information in this section and translating the information into an action plan.
The following management skill categories are covered in this section of the report:
Developing
People have different requirements for the amount of direction, support and information they need in developing a new skill. Understanding of a person's behavioral tendencies can help select the amount and type of structure to provide to meet his/her needs for development. The appropriate rate and method of supplying information can also be determined. Information about a person's behavioral tendencies can also be used to decide the most effective method for following up. This section describes developing strategies which are most likely to be effective with someone with this profile.
Motivating
People have different motivators. What may make one person highly motivated, may be frustrating or demotivating to someone else. By identifying a person's style, we can choose actions that are likely to increase the other person's motivation. We can also learn what actions might have a negative effect on the person's motivation and avoid using them. This section describes the motivating strategies which are likely to be most effective with someone with this profile.
Giving Recognition
People are different in their needs for recognition or how they like to receive recognition. Some people like lavish public displays of recognition like awards banquets and ceremonies. Others prefer quiet, specific recognition for their accomplishments perhaps in the form of a letter or certificate. By understanding different approaches to recognition, we can provide the type of recognition that is most meaningful to the person. This section describes the type of recognition that is likely to be most meaningful to someone with this profile.
Coaching/Counseling
People may respond either positively or negatively to a specific counseling or coaching approach based on their behavioral style. For example, some people prefer directness while others prefer a more indirect, tactful approach. We can use the information about another person's behavioral style to develop more flexible approaches to counseling. This section describes the coaching/counseling approaches most likely to be effective with someone with this profile.
Communicating
People can listen to us most easily when we use a style of communicating that meets that person's needs. Our natural style for communicating may not be effective for them. By understanding another person's style, we can communicate in a way that meets his/her needs. This section describes approaches to communicating that are most likely to be effective with someone with this profile.
Problem-Solving
People can increase their effectiveness in working together by understanding each other's problem-solving style. Some people approach problem-solving analytically. Others use an intuitive or `gut-feel' approach. We can use behavioral information to understand the differences in problem solving approaches. Using this understanding, we can select the approach, or combination of approaches, most suited to the situation. This section describes the approaches to problem-solving most likely to be effective with someone with this profile.
Delegating
People can complete work most effectively when it is delegated to them using a method which meets their needs. Some people need for detailed, step-by-step instructions. Others may want to know only the desired result and the deadline for completion. We can use the information about another person's behavioral tendencies to determine the amount and type of information to communicate when delegating. In addition, we can identify what follow-up actions are appropriate to use when delegating to that person. This section describes the delegating approaches which are most likely to be effective with someone with this profile.
Decision-Making
People can also increase their effectiveness by recognizing and valuing differences in decision-making styles. Some people approach decisions slowly, methodically, while calculating risks. Others tend to be more impulsive, perhaps being comfortable with higher levels of risk-taking than others. By understanding individual differences we can be more flexible in our approaches to decision-making. We can use our understanding of behavioral styles to adapt our decision-making styles to the needs of others and the work environment. This section describes the approaches to decision-making, which are most likely to be effective with someone with this profile.
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View a sample DiSC Classic 2.0 Profile
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If you are interested in this DiSC resource, click here to contact ALD for additional information or to order
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FAX: 208-762-2653 | EMAIL info@ald-inc.com
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