Self-Assessment Disc Self-Assessment This Paper

Self-Assessment

DISC Self-assessment

This paper provides an overview of the DISC personality profile, the author's personal analysis of her own DISC scores, and a more general examination of how DISC can enhance leadership and teamwork in the workplace. Concludes with reflections on the use of personality assessment in the workplace.

Overview of DISC

My profile

Leading and following

My 'Uniquely You' personality profile states that I am an S/C type, according to my results on the DISC Model of Human Behavior personality test. Personality tests have become more and more common in the modern workforce, given the intensely competitive job environment and the great commitment employers must make to train prospective employees. Beyond hiring and firing decisions, personality tests can also be used to create balanced work teams, to provide managers with insight about how to communicate with different employees in a diverse work environment, and act as tools of self-examination and assessment for employees themselves. There are many different types of personality tests, with varying uses and reliability. Some common models are the MMPI, the Jungian / Myers Briggs type analysis, and the Enneagram, as well as the DISC.

Overview of DISC

The DISC Model of Human Behavior is actually based upon a very old, Renaissance-era classification of personality types. It describes the four basic temperament types as follows: "Choleric (D-type), Sanguine (I-type), Phlegmatic (S-type) and Melancholy (C-type)" (Carbonell 2005). The modern definition of an S/C type is that of a passive, people-oriented person (S) and a passive task-oriented person (C). "The DISC Personality System is the universal language of behavior. Research has shown that behavioral characteristics can be grouped together in four major divisions called personality styles. People with similar personality profiles styles tend to exhibit specific behavioral characteristics common to that profile. All people share these four styles in varying degrees of intensity. The acronym DISC stands for the four personality styles represented by the letters: D (driving), I (Influence), S (Steadiness), C (Compliance) (DISC, 2009).

The DISC profile offers two types of separate personality assessments, classified under the designations of "this is you," (in other words, how you 'really' are) versus "this is expected of you" (your social self). This idea seems to recall the concept of the Johari Window, which divides the self into aspects of the self that are known to me and others, aspects known to me but not to others, aspects known to others but not to me, and aspects of the self that are entirely unknown (Yen 1999). Both the Johari Window and DISC suggests that consciously or not, we all have a social self or personality that is projected to the world, as well as a core self that may or may not be revealed to others.

My profile

Steadiness, stability, and shyness, along with security-oriented, submissive, and servile behavior are characteristic of S-types, while C-types are cautious, competent, contemplative, calculating and careful (Uniquely you report, 2009, p. 2). S-types respond to leadership styles that are relaxed and friendly and provide constructive praise and criticism, while C-types respond to leaders who provide a great deal of personal reassurance about their efficacy (Uniquely you report, 2009, p. 3). There is a great deal of similarity between S. And C types, although S-types are people-driven, while C-types are task and competency-driven. Very few people are only one type exclusively, and the fact that I am an S/C type with an S. social self suggests the test is, at very least, internally reliable and produces consistent results regarding introversion vs. extroversion and organizational loyalty. It also suggests that I am more task-driven internally than I appear externally, which is something I may need to keep in mind when presenting myself in a workplace situation.

S-types are described as loyal and good listeners in the workforce, because they are sympathetic, friendly, and supportive. They are people-pleasers, team players who dislike change and value stability. They are strongest when cooperating with others, and have a great deal of patience and loyalty. They do not like acting alone or having to take an initiative to change things. They play by the rules and Standard Operating Procedures (SOP) s. They are good peacemakers and do not initiate change, preferring to follow rather than to lead. A pure C-type tends to be more introverted than an S-type, often preferring to work alone, and is more concerned with things than people, although he or she is also likely to be very loyal to an organization and routine.

Compared with S-types, C-types tend to be more task-oriented, and want to be right more than they want to be liked. But much like S-types are good peacemakers, C-types are good diplomats because of their justified reputation for fairness and the respect they command from their colleagues (Witt 2009). Neither type is seen as overly ego-driven, and put others or following the rules over their own needs. This reputation for objectivity is helpful in maintaining good relations with colleagues.

Unfortunately, S-types tend to be misjudged as steady, stable, and boring. S-types are often called 'perfect followers.' Having a C-orientation along with an S-orientation gives an added incentive to focus on accuracy and perfection when completing a task to please a boss, although sometimes task-orientation can come into conflict with people's feelings. For example, something may need to be done ASAP, but an office full of procrastinators may find a C-type's commitment to be humorous or irritating. Someone with a need to please like an S/C-type can feel conflicted because of this orientation and find it hard to assert him or herself as a leader in the face of such opposition (Witt 2009).

Leading and following

From a leader's point-of-view, being 'personality savvy' is important, because it enables him or her to tailor his or her communication styles and task objectives to the individual employee's personality. For example, when dealing with a C-type, a leader is advised to be wary of the individual's hypersensitivity to criticism, and instead strive to motivate him or her by appealing to a desire to please and fulfill certain standards. "Prepare your case in advance. Delineate pros and cons of proposed ideas. Support ideas and statements with accurate data. Reassure them that no surprises will occur. Submit an exact job description with a precise explanation of how that task fits into the big picture. Review recommendations with them in a systematic and comprehensive manner. Be specific when agreeing. Disagree with the facts rather than the person when disagreeing. Be patient, persistent, and diplomatic while providing explanations" (DISC, 2009). The leader may need to be conscious of his or her own personality type and needs and 'work against' some of his or her natural tendencies when communicating with someone with a different type of personality. AC-type personality is unlikely to be motivated by talk of risk-taking or innovation, for example.

With an S-type, a leader should avoid being pushy and confrontational, and "create a favorable environment: personal and agreeable. Express a genuine interest in them as a person. Provide them with clarification for tasks and answers to 'how' questions. Be patient in drawing out their goals. Present ideas or departures from current practices in a non-threatening manner; give them time to adjust. Clearly define goals, procedures and their role in the overall plan. Assure them of personal follow-up support. Explain how their actions will minimize the risks involved and enhance current procedures" (DISC, 2009). In other words, simply presenting the facts in a different way can enhance a leader's ability to motivate employees, especially with the human interest that is part of the S-type makeup.