DISC personality types: description, occurrence, characteristics, application

DISC Typology or Model of Individual Differences — shutterstock.com

The "DISC" typology (Dominance-Influence-Stability-Compliance) is a classification of psychotypes: "dominance", "influence", "stability", "system".

DISC is a four-sector behavioral model for studying people's behavior in their environment or in a specific situation. The DISC model considers behavioral styles and preferences in behavior. At the same time, the DISC system does not assess a person's mental abilities (IQ), emotional intelligence (EQ), it is not a tool for identifying a person's values, does not assess education, abilities, and experience.

The model of individual differences (DISC model) is used by more than 80% of Fortune Global 500 companies, and the DISC test is number 1 among commercial tools for assessing personality behavior.

Take the DISC personality type test

The DISC typology is successfully used in business, the military, and interpersonal communication. This knowledge is applicable in business, sales, and business communication now. The main advantage of the typology is quick diagnosis and identification of personality type during communication. With proper skill, it is enough to talk for 10-20 minutes with a person to understand his type and motives of behavior.

If we talk about the work of an HR manager, owning this typology will be useful when conducting interviews, during the adaptation of a new employee, compiling motivational programs, as well as during assessment and training.

What else is the DISC system useful for? Currently, testing by this system is popular within the framework of personnel management courses. If interlocutors or employees belong to different behavioral types, then disagreements are possible between them. Knowing the behavioral personality types to which those around you, work colleagues, and even friends belong allows you to build relationships better, avoid unpleasant situations, and, most importantly, achieve desired goals. It is especially useful to know your own personality typology to qualitatively assess your strengths and weaknesses, understand in which direction to work on yourself.

How the DISC Personality Typology Originated

The DISC psychological descriptions group is based on the works of psychologist William Marston. Marston defended his doctoral thesis in psychology at Harvard University. In the early 1920s, Marston studied the psychological concepts of desire, power, and their effect on individuality and human behavior. These studies made a significant contribution to psychology. In 1928, Marston published the book "Emotions of Normal People". In this book, he formally presented the data he obtained, although DISC was written four years earlier. In 1931, Marston published a second book on DISC - "Integrative Psychology". Marston introduced and developed the concept of "mental energy" and defined it. He did not develop tests or assessments for DISC. However, in 1930, Marston used the DISC assessment in his book on success, and it was the first published publication in the new field of self-improvement (now called personal growth).

Followers of William Marston depicted the DISC model in the form of a "Marston cross". 4 squares formed by the intersection of axes (perception and reaction) display 4 behavioral types. All of them are encrypted in the name of the DISC model:

D (Dominance) - Dominant: how a person responds to problems and challenges
I (Influence) - Influential: how a person interacts, influences others
S (Steadiness) - Stable: how a person responds to changes
C (Compliance) - Compliant (or Conscientious): how a person follows rules

As with any typology, "pure" types are quite rare. As a rule, each of us has characteristics of each type, but one will dominate.

Each type has its strengths and weaknesses. Recognizing them helps people reveal their talents and establish constructive business relationships. Belonging to different behavioral types can also be the cause of misunderstandings and conflicts. To determine your personality type, you need to take a special DISC test

After the test, you will learn which people most often belong to one or another personality type, you can study the strengths and weaknesses of each behavioral type, their typical behavior markers, and much more.

Take the DISC personality type test

Characteristics of Each Behavioral Personality Type

The DISC profile system is primarily of interest to HR specialists who are involved in creating a personnel evaluation system, hiring and training employees, as well as further personnel development. Often among HRs, you can hear such remarks: "No wonder, he is blue", "He is red, so he presses on the opponent", "It is very comfortable to work with our green secretary", "We need a yellow designer". What do these colors mean? Let's look at the main characteristics of each behavioral type.

Red — Dominant (D)

D are leaders, managers, quite authoritarian people who know what they want and are not very accustomed to listening to other people's opinions. They are impatient, risky, prone to quick, not always thoughtful decisions. They highly value their time, are not inclined to trust and sympathy.

The motto of D: "came, saw, conquered". Statements: "stop thinking, let's do it"; "we'll figure it out along the way". People with a high factor of D tend to make decisions quickly. They have a rough form of communication, are straightforward, tough, and self-confident. They like to tell others what to do, give commands. They are very goal-oriented, ready to achieve their goal, whatever it costs them. They strive to overperform the task to show themselves. They try not to stand still, they need results and progress.

Strengths of D: result-oriented, quick reaction, active life position. They always defend their point of view. They are comfortable in changing conditions, in challenging situations.
Weaknesses of D: find it hard to approach people, too straightforward, lack diplomacy. In pursuit of the result, they forget details, do not pay attention to important nuances. In a state of stress, they tend to show aggression.

In an interview with "reds", it is important not to let them take the initiative, not to succumb to their pressure, to speak confidently, to show your professionalism and competence in the discussed issue. For D, status is important. Show the strong sides of your company, the importance of the position, the challenge in the tasks set. Also, a decent reward for the result is important, emphasize this.

D can be good leaders, formal leaders. Their value for the company: profit-oriented, good organizers, easily accept the challenge.

Behavior markers of this type:

Need: result
General impression: extrovert, goal-oriented
Way of communication: direct
Extreme degree: irritability, hot-tempered
Gesticulation: active, wide gestures
Walk: fast, purposeful

Yellow — Influential (I)

I — people who are excellent at making new acquaintances; their profession is communication. They make superb public relations specialists, fit in everywhere, and can blend into any company. They are charismatic, talkative, trusting, impulsive, inattentive, and not punctual.

People with a high I are cheerful and full of optimism. They love meeting new people and approach any task creatively. During a conversation, they may jump from one subject to another without apparent logical connection, giving the impression of being superficial. They are described by the following words: persuasive, magnetic, political, enthusiastic, convincing, warm, demonstrative, trusting, optimistic.

Strengths of I: unconventional thinking, creativity, love for everything new, friendliness, ability to see partners in others, not competitors.
Weaknesses of I: impulsiveness, dislike for details and numbers, unpunctuality. Often become intrusive in a state of stress.

In an interview with "yellows," do not forget about the goal of the interview. In communication with them, it is very easy to succumb to their charm. Control the timing of the interview, direct the conversation in the right direction. For "yellows," attention to themselves is important. In presenting the vacancy, emphasize the exclusivity of the offer, emphasize that you see such a creative person as your interlocutor in this position. If only routine tasks are expected, consider whether it is advisable to invite a "yellow" to this position. Monotonous work will quickly bore them, and as a result, you will get a demotivated employee.

Workers with a high I will be most effective in performing work that requires a creative approach, developing ideas. Often "yellows" in the company become informal leaders. Their value for the company: creativity, motivation of others for results, ability to resolve conflicts. They are good team players.

Behavior markers of this type:

Need: new impressions
General impression: extrovert, life of the party
Way of communication: flexible, evasive, vague
Extreme degree: disorganization, unreliability
Gesticulation: active, expressive, with rich facial expressions
Walk: smooth, confident

Green — Steady (S)

S — team players. Together they can do everything, but they absolutely cannot work alone. They are manageable, good workers, but practically incapable of inventing or creating something on their own. Their biggest plus is the inability to betray; they can be relied upon in everything. It can be difficult to identify them because they tend to adapt to the interlocutor. With such people-leaders (usually a family business), there is often a "grey cardinal" who actually makes the decision.

People with a high S need reliability, stability, and do not like sudden changes. At the same time, they pay great attention to relationships between people, showing tact, attention, and warmth to others. People with a high S are calm, soft, patient, attractive, predictable, deliberate, stable, consistent, and tend to be impartial.

Strengths of S: attentiveness to others, maintaining ideal order in tasks and things, reliability, stability.
Weaknesses of S: yielding, finding it difficult to say "no," dependency, fear of change, reluctance to talk about problems. In stress, they tend to agree. They are also prone to taking offense but prefer not to express their feelings, which often leads to psychosomatic issues.

During an interview with "green" individuals, it is essential to create a warm atmosphere. Ensure that the candidate feels comfortable. In the job vacancy presentation, emphasize the description of the team: friendly relationships, support in learning and work, and a favorable socio-psychological climate. Initially, having a mentor for such an employee is crucial.

S types excel in work related to team building, uniting people, and providing individualized approaches to employees. Their value for the company lies in being good team players, working toward common goals, patience, high empathy levels, and loyalty to the company.

Behavior markers for this type:

Need: reliability
Overall impression: introverted, calm
Communication style: evasive
Extreme trait: possessiveness, painful attachment
Gestures: moderate gestures
Gait: steady, not fast

Blue — Conscientious (C)

C types are analytical. People of this type work well with paperwork and make excellent accountants, economists, and lawyers. For them, rules and instructions are paramount. They are emotionally reserved, composed, and organized. They plan everything in advance and avoid impulsive decisions.

Individuals with high C adhere to rules and instructions. They meticulously analyze every detail before making decisions. Often, such people avoid personal contact, which can make them appear unemotional and cold. Descriptive words for high C individuals include cautious, demanding, systematic, neat, diplomatic, precise, and tactful.

Strengths of C: ability to notice the smallest details and facts, systematic approach, precision, order in everything, neatness.
Weaknesses of C: excessive meticulousness, tendency to be judgmental, lack of flexibility. They react to stress by withdrawing and closing themselves off.

During an interview with "blue" individuals, avoid showing excessive emotions, as it may make them wary. Use facts, statistics, and numbers in your conversation, structuring information and speaking directly. Be prepared for the candidate to take notes during your discussion.

High C individuals thrive in positions that require attention, systematic thinking, and persistence. Examples include HR inspectors, proofreaders, and accountants. Their value to the company lies in developing and maintaining high standards, meticulous work, information testing, and material systematization.

Behavior markers for this type:

Need: information
Overall impression: introverted, goal-oriented
Communication style: direct
Extreme trait: critic, skeptic
Gestures: inactive, few gestures
Gait: steady, not fast

To understand how each behavioral type manifests in work, let's imagine a situation where the company plans to switch to working in a new program.

Thoughts of D: "Great, we will be able to work faster, support more clients and earn more profit."
Thoughts of I: "Almost all major companies work in this program. We need to keep up and also use modern technologies."
Thoughts of S: "The program is quite simple and understandable, I think we will quickly get used to working in it with colleagues."
Thoughts of C: "The cost of purchasing the program is so-and-so dollars. This means if the productivity of workers increases by 15%, it will pay for itself in six months. But there is a risk that employees will be unaccustomed to working in it and the speed of work will decrease instead."

That is, for reds, the result is important, for yellows — coolness, external entourage, for greens — satisfaction and convenience for everyone, for blues — facts and figures.

How to apply DISC typology in sales and business

Knowing what is important for each DISC personality type and what they pay maximum attention to, you can build an effective "buyer-seller" communication.