DISC Profiling can help you:
- Know yourself and gain an insight into
the people you deal with and how to
interact with them more effectively.
- Be a better communicator and team player.
- Consider your behavioural match to the career you choose.
- Improve your organisation’s productivity.
- Improve your personal relationships
Behavioural modelling provides a
framework through which to consider not
only your behavioural characteristics,
but also the behaviour of the people you
interact with. In turn this provides you
with a crystal ball through which to consider
how you may react under different circumstances
and how best to interact with others.
How to be a more Effective Communicator
What is DISC?
DISC is the universal language of observable human behaviour.
The model dates back to the Greek philosopher
Hippocrates, originator of the famous Hippocratic
Oath, who first considered the human personality
in terms of the four dimensions of normal behaviour:
- Dominance (direct, demanding, competitive)
- Influence (gregarious, outgoing, sociable)
- Compliance (practical, procedural, precise)
- Steadiness (persistent, patient, sympathetic)
Square Pegs in Round Holes
Commonly used in recruitment, behavioural
modelling matches the applicant with the behaviour
required of the job.
"We hire for skill, we fire for behaviour"
(London Times, circa 1987)
Understanding the behavioural style of
person you are it has enormous application
beyond recruitment and career selection.
Applications for Human Resource Management include:
- Team building – balanced and focussed teams
- Promotion and job change
- Selling – adapting to type
- Change management
- Effective business planning
- Understanding company cultures
- Understanding ‘blind spots’
- Understanding how stress can be managed
And the following in one’s personal life:
- Understanding ourselves
- Understanding personal relationships
- Understanding our children
- Knowing why we feel uncomfortable with some individuals
- Learning to differentiate between natural self and persona
- Why great and not-so-great minds think alike