Author: Christina Bowser

Every person has a team communication role. Extended DISC describes each of the primary relationship roles based on a person’s DISC profile.

Your primary team communication role

Your DISC profile determines your team communication role. The purpose of knowing your team role is to gain better insight into how you function in a group setting. The roles are Changers, Planners, Developers, Stimulators, Participators, Doers, Assurers, and Specialists. Each role has specific ways to doing things in a team. The team role is decided by where your DISC profile falls on the DISC Diamond.

Changer team communication role

Changers are a group’s lone wolves and prefer to focus on the future. Controlling actions are important. They do not care about titles or status because they are “above them”. The Changer has a ready answer and is not afraid to voice opinions. Some see Changers as intimidating and believe they can underestimate others. In reality, they wants others to first show what they can achieve before they give attention and acceptance into the group. Changers are always looking for challenges and are not afraid of the unknown. Routines are boring. Changers want to be in the front line developing new things and creating something unique. They don’t like to admit defeat or to backtrack. As a goal oriented people they are ready to adapt into new groups and situations quickly.

They may regard teamwork as a waste of time, but also as a means to get information to others. Changers see their team communication roles as a way to deliver their own messages. They decide what to talk about. When it comes to deciding for a team, they want to be the decision-maker even if it requires risk. They are not patient in listening to their team members.

They motivate their team by driving hard, stirring action, and keeping team moving. Changers do things their own way, do it quickly, and get bored easily. However, the team will be rewarded working with Changers because they won’t get stuck, new ideas and tasks keep coming up and problems are quickly resolved.

Influencer team communication role

Influencers create ideas and focus on change and moving forward. They can influence others, do not hesitate, and rely on instincts. They like taking part in many different kinds of groups, settings and roles. Others see Influencers as open and sociable, but somewhat self-absorbed and not good listeners. In reality, they are so active they don’t have time to stop and think about others, even if they’d like to. Influencers like to express opinions and tries to persuade others to agree. They will attempt to stand out in a group. Focusing on one thing is difficult since they are better at creating rather than executing.

Influencers see teamwork as a way to motivate the group, but also to delegate boring routines. They are the ones who drive conversations, introduce new ideas, and prevent stalling. As decision makers, Influencers make quick decisions, bring up ideas and don’t look at options. They will motivate the team by creating passion through their speaking, supporting and encouraging. Influencers will keep it simple and do not spend too much time deciding. Their team communication role benefits the team by keeping it more dynamic, open, and inclusive.

Planner team communication role

Planners are very systematic and want to know where things are going and how to get there. Planners seek to develop and change, but with care and control. They prefer people to focus when working in a group. Thus, people find them to be reliable and balanced, but also stubborn and rigid. They want to make sure that nothing unexpected happens. Planners finds it very important to stand behind their words and expect the same. Planners like to work hard until projects are complete.

They see a team as a means to ensure the correct assignment of tasks and a way to deliver information. In addition, teams are needed from the organization’s point of view. In a team, they will be the person who critiques and questions. They will defend principles and analyze things. When it comes to making decisions in a group they will focus on principles, reasons for them, and push the team to accept the decisions.

They motivate their team through their commitment, but may forget to encourage others. In addition they can come across as inflexible.  However, they excel at focusing, not giving up easily until things are done, and following rules. Group members will receive fair treatment and groups will stay on track.

Stimulator team communication role

Stimulators are extremely open and positive, seeing good in every person and situation. They steer away from negative situations and live through emotions. Others find Stimulators positive and make friends easily. However, some people find Stimulators superficial and too relaxed. In reality, they want be part of many things and don’t find it necessary to focus on every detail. Stimulators know that reality is different from what we plan for. They like it when they are included and when there’s many things going on. Stimulators may not say directly what is on their mind if it may annoy others or lead to unpleasant settings. They like bringing up and being a part of new ideas.

Stimulators see teamwork as a positive way to interact, motivate and exchange data. Their team communication role is one of the talker, but in a way that maintains good atmosphere. In addition, they can bring up new ideas in positive ways. Stimulators want decisions that make everyone happy. They prefer to spend time with people and focus on making a positive impact. Routine tasks are avoided and they may stray from assigned tasks. However, they will become involved in working with others. They bring new thoughts, good vibes to their team. Teams are likely to enjoy being together.

Participator team communication role

Participators are pleasant and friendly. They prefer to interact with familiar people. Exchanging thoughts and feelings are necessary before actions. The Participator finds it important that everyone in the group gets to perform and express their feelings. Others find Participators easy to be with and honest, but also not easily able to express honest opinions. In reality, Participators just find it very unpleasant bringing up negative issues which could offend others, especially if they had to be justified. They enjoy working and being with others. They don’t mind guiding, helping, or listening to others. Their own priorities are not as important as working well together. They don’t want to decide for others.

Participators find teamwork extremely vital to work. Teamwork is a way to ensure everybody does what he or she should and keeps members together. They are the ones who look for a compromise. Participators listen, helps, stays present, and participates. They will make cautious decisions after hearing what others have to say, but prefer not to be the primary decision maker. Participators understand people, focus on positives, and can listen and discuss. They will do what they promise and are will act on instructions. Everyone’s opinions are noted and treated fairly. Their main team communication role is to promote discussion and exchange of thoughts.

Communicator team communication role

Communicators are easy-going, sociable and amiable. In addition they understand a group’s rules and regulations. They excel at making boring matters interesting. Communicators seek change, but not at the expense of people or the organization. Others find them a little mysterious and evasive. In reality, Communicators prefer to avoid quarrels or interfering with others especially if it prevents revealing all of their own feelings to others. People knowing what they are expected to do is preferred. Meeting different kinds of people in positive settings is motivating. They enjoy investigating things, hearing different points of view, and creating new ideas. However, they do not always want to push ideas aggressively.

They see teamwork as a pleasant way to meet people and gather information in a positive setting. Errors are corrected in a positive way while familiar topics are presented in new ways. They are positive team players so they want to hear everyone’s opinions before making decisions. Sharing responsibility for decisions comes easily and focusing on meaning of information is emphasized. They guide and praise positively and bring up new ideas. However, they avoid errors and may stay to discuss or think more. Routine jobs may get boring.Their main team communication role is to bring positive energy to relevant  people. In addition, they help tone down discord and keep everyone informed on issues.

Doer team communication role

Doers are calm. They prefer to work at their own pace and not be rushed. Doers focus on reliability, justice, familiar people and avoiding overly excitable settings. Others find them very reliable and calm, but also slow and uncertain. In reality, their apparent slowness is due to their desire to do things correctly and not be a bother to others. Doers perform a lot of behind the scenes work for the benefit of others. Preparing for tasks takes more time for them than others. They don’t mind recurring tasks. Even when focusing on their own responsibilities, they enjoy being a part of a tight and secure group. Since they prefer familiar surroundings, they tend not to get involved with many different groups.

Teamwork is an extremely important way to work, help each other, and insure that everything goes right. They take responsibility for what they do and uphold joint contracts. Doers prefer to stay in the background.  They don’t want to be the first to decide, and therefore, will focus on prudent decision-making. The team will be more helpful, calmer and more reliable. Cautious Doers will need others to motivate them. When given a task, they will follow through and take responsibility. They work at a steady pace and will slow down when needed.

Assurer team communication role

Assurers are quiet, focused, thorough and calm. They dread mistakes and want to work at their own pace. Others find them private, exact and preferring to observe. In reality, they are considerate and often don’t speak out without a chance to process the conversation. They need to know what others expect and support to process change. Assurers prefer things to proceed in an orderly fashion. They don’t like surprises. Therefore, they may not interact a lot with others. However, they do find it important to have support when needed.

Teamwork is an important means to make the correct choices, delegate tasks and get people to assume responsibility. Assurers will often adapt to the role of performers, but prefer to stay in the background. Sticking to the plan, aiding in making decisions, and looking at all possible outcomes are important.  This can cause delays in the process. They motivate their team by giving information and staying on schedule, but can also forget the need to motivate. Assurers are seen as trustworthy workers, but careful and preferring to stay with the same things. They are the doers of the group and spot possible errors.

Specialist team communication role

Specialists focus on their own matters and let others take care of their own business. High quality work is important so time limits and other people’s pressures are not as effective.  In the group they are seen as someone who knows their tasks and roles, but keeps a distance. In reality the Specialist is shy. Since they want to be correct, they may not speak up unless they are certain they are. Speaking on limited occasions will be highly detailed and frustrating to others. It is important that others don’t interfere with their work.

They may see teamwork as a waste of time, but could be good for others. Also, teams may slow down those who rush. They calmly take care of own tasks and converse only when it is needed. Specialists do not overly show emotions. Team decisions are noticed only when the matters concern them. Otherwise, they prefer not to take part. They believe everybody needs to self-motivate. They will give more information than may be needed when asked. Specialists are seen as reliable, but constantly in careful thought process. The team will benefit by their analyses, avoiding unneeded risks, and following rules.

Developer team communication role

Developers are steady and prefer focusing on issues. In groups they tend to see things one way. They focus on facts over feelings and prefer to keep distance from others. Groups are a chance to develop, plan and create something new.  Others may see Developers as overly critical. In reality they just do not believe in one truth. They fear over excitement can lead a group to lose rational thinking. They do not want to share tasks with others because they do not believe that the others can do it their desired way. Developers find it important stand out and above the rest of the team.

Teams are inefficient ways to get things done. However, it can be a means to gather more information. They will make analytical summaries and look at new ways of doing things. When it comes to making decisions they want the last word and may not take part in group discussions. They believe everyone should be self-motivated and focused in own areas. Developers may see themselves as above simple tasks. Groups benefit from this team communication role through ongoing evaluation of results, clear opinions and reasons, and lots of new thoughts.

Team communication roles in practice

Your preferred team communication role helps you find which team members tend to be easier to work with and which ones may be more challenging. Remember, there are no good or bad roles. Roles that are similar to our own tend to be more comfortable to work with while roles that are opposite tend to be more challenging. However, team members that are similar can amplify strengths as well as weaknesses. In addition, team members that have other styles may help create a diverse team.  We now know how we prefer to interact in team settings. We also know how to identify team styles of others. Put these two concepts together and modify your style to succeed with better results. Are you ready to impact your team?

Often times people looking for information on DISC reports aren’t sure what words to search the internet for. They may look for personality tests, styles, traits, or DISC tests. Is there really a difference between personality tests and DISC reports?

Defining personality

Many of us assume personality tests and DISC reports are one and the same. They are not. While searching the internet I’ve found personality tests that promise you insight into your thoughts, character, basic penchants, and feelings. This may or may not be accurate. Your personality typically describes who you are like as a person. Behavior is more about how you behave or how you prefer to do things. According to Merriam-Webster Dictionary, personality is described as a person’s “personal existence” or “state of being”. Personality refers to the grouping of a person’s complex characteristics. For example, they may include your mental, physical, social, and emotional make-up. While it’s difficult to change who you are, you can adjust your behaviors.

Defining behaviors

So what are behaviors? In the simplest of terms, behaviors are how we do things. In more technical terms it’s the way we act in response to stimulus or to our environment. Extended DISC tools focus on one’s natural behaviors. This behavior describes the most natural way for a person to behave. Basically, your natural style is how you prefer to go about the day. Your natural style requires the least amount of energy and stress. It allows you to behave easily and effectively over long periods of time.

Why focus on behavioral reports over personality tests?

DISC reports focus on behaviors which can be different from personality tests. Users of personality tests may assume that peoples’ responses on such tests represent their actual personalities. Remember that personality is defined as part of a person’s character. Hence, this is something that is difficult to change. Also, one is assuming that personality is a reliable, constant part of the human mind or behavior. In fact, personality often doesn’t routinely predict behavior in specific contexts.

In addition, DISC tools are not all the same. There are some reports where the texts are based partly on responses the person desires or wants to give. Extended DISC focuses more on the subconscious self and uses that as basis for creating the report. Hence, the result of this is a more stable, reliable and true picture of a person’s most natural style.

Extended DISC measures a person’s natural style. Some people call it  your “hard-wired style”. Personality tests may not measure natural style. In addition, there are other DISC tools that only measure a person’s adjusted style. Some people call adjusted style your role style. For example, it may be your work role. What style do you need to bring to work in order to succeed? The adjusted style changes as your roles change. However, your natural style tends to remain fairly stable. One client said, “DISC measures who shows up on the first date and Extended DISC who you are in a relationship 5 years later”.

Not all DISC reports are the same

As stated above, not all DISC reports measure the same things. There are those that only focus on your adjusted style. Some reports present results that are very personal by nature. They may not have any validity data. There are some DISC results that will tell you about specific problems. For example, there are reports that describe when a person may have “personal problems”.

Extended DISC focuses only on how a person self-describes him or herself on the DISC model. Do they see themselves as a D, I, S or C style? There are no good or bad DISC profiles.  They are simply different, but they also have areas where they are similar. All styles have areas of strengths and areas they need to develop. Personality tests may include measures for behaviors, but may also measure our things.

Our DISC tools focus just on natural style. Knowing how you prefer to behave is key to making positive changes. Also, the DISC report highlights how you show up under pressure and how you react to things without thinking. The DISC model makes it easy to identify the style of others. Therefore, you gain a better self-awareness. Knowing how you show up under pressure and how you prefer to do things gives you a starting point. Is your DISC style the best fit for you current role or do you need to adjust? Couple self awareness with being able to identify others’ styles. This creates the basis for making the best changes to improve success.

Susan Cain’s book, “Quiet” is an insightful book about introverts in a world thriving on self-promotion and interactions. Her book provoked ideas on how we can be more effective at managing introverts and how introverts manage.

Introduction to introverts and reserved DISC-styles

The book, “Quiet” states that one of every three people we know is an introvert. Author, Susan Cain, defines introverts as “ones who prefer listening to speaking.” In addition, introverts innovate and create, but dislike self-promotion. Introverts prefer working on their own over working in large teams. All sound familiar? Then she goes on to highlight famous and successful introverts such as Rosa Parks, Eleanor Roosevelt, and Steve Wozniak of Apple. Some of the best leaders are introverted, including Larry Page of Google, military generals and other leaders of Fortune 500 companies.

Logically what Cain says makes sense, but often times we have created pre-conceived notions of how we view introverts and reserved DISC styles. Many may not naturally prefer to lead, but we also see examples of great leaders who are more reserved. Managing introverts and reserved styles well requires us to identify them and adjust accordingly. Do we need to redefine our perception of reserved DISC profiles and introverts? Cain’s book, “Quiet” definitely asks us to be more open and expand our views.

Living in an stimulation overload world

We live in a world of info overload that never seems to stop. Our laptops and cell phones ensure that we are never far away from work calls, emails, social media, virtual meetings, etc. We receive an overload of information stimulation. Couple that with open workplace concepts, projects, and meetings. There are those who thrive in this hectic and highly stimulating setting, but not all. For those managing introverts we need to recognize that this is not ideal for them.

While introverts and the reserved DISC profiles are not exactly the same, they do share similar behavioral styles. Introverts and reserved S-styles and C-styles typically prefer working in less stimulating settings with clear instructions and direction. They prefer to work with details while focused on the present. Quiet time to think, process, and progress are very important. They are also the “doers” of the DISC profiles.

What introverts are not

Introverts are not hermits and surprisingly, not all introverts are shy. Shyness is a fear of social censure whereas; introverts naturally prefer settings that are not overly stimulating. For example, in a meeting you may see quiet workers as shy because you think they have a fear of speaking up. However, those same workers may simply be listening in a calm and attentive manner. Often times the goal of introverts is to process information and avoid being overly stimulated. Managers may overlook the input and value of these workers. Since they aren’t speaking up it can come across as not wanting to join in. You are more likely to find success if you give these workers time to process and seek input later.

What introverts do well

Quiet leadership can be strong. It is not an oxymoron. Remember Eleanor Roosevelt? Introverts are thinkers and that’s a good thing. Their ability to use quiet time to create and invent new ideas is also a strength. They excel at group decisions. One thing we forget when focusing on instant rewards is that things don’t always go well or as planned. Introverts plan and are more thoughtful. Risk taking and working fast often times brings great reward, but can also result in misdirection and errors.

They can pair well with Active DISC profiles and extroverted managers because they are not overly competitive or looking for rewards. They listen while managers speak. Results tend to be correct and higher quality since they take time to understand tasks and problems.

Managing Introverts

Introverts see the “what is” and extroverts see the “what if”. Extroverts thrive on time or social pressures, barrage of social cues, and even info overload. They look for quick solutions to tasks which sometimes leads to moving on or making mistakes. However, introverts are more dogged, thorough, and more often correct. Many assume introverts don’t excel at cold calls and selling products, but we need to think again. Sometimes flashy loses out to resolve. Introverts are naturally more persistent. As Einstein, another famous introvert, once said, “It’s not that I’m so smart. It’s that I stay with problems longer”.

Managers may overlook the need to adjust their own styles when it comes to effectively managing introverts. For example, try to consider what reserved styles tend to prefer. They prefer things in writing, time alone to create and think, your support, and detailed direction. If you’re more outgoing and active ask yourself what it is about your reserved employees that you find most challenging. What could they find difficult when interacting with you? Our view of behaviors are not the same for everyone. Think about adjustments when it comes to managing introverts who work for you. If we as managers create settings that motivate our reserved or introverted workers to do better then the results will pay off for everyone.

Introverts Managing

If your introverts are managers as well, the ideas are the same when managing introverts. Leadership styles all have strengths and areas of development. Introverts are effective leaders when it comes to one who listens and supports his or her workers. Since they are not as concerned about awards and spotlights, their workers tend to be more proactive and feel able to take initiatives. Introverts may not want to be the center of attention or alphas, but they can be role models. They will promote gradual progress while focusing on long-term goals. They will lead more by example rather than by charisma and power. Click here to read more about leadership styles.

How managing introverts reaps benefits

I appreciate the way Cain’s “Quiet” expanded my awareness of how we view managing introverts and how introverts manage. We constantly need to remind ourselves that our views of behaviors may differ according to our own DISC style. Being aware of differences is only part of the equation. Once we recognize workers have preferred ways of doing things, then we need to adjust own style to better match. The goal is to bring about the best interactions with our reserved workers.

The main take-away I got from “Quiet” for managing introverts is how we will manage all kinds of styles, We need to be open and flexible. Avoid labels and focus on the positives. Some are easier and others take energy and effort to manage. It is our job as managers to take steps to model adjustments and create more successful interactions. Therefore, if we can create the best setting and interactions then everyone succeeds.

“In a gentle way, you can shake the world.”

     -Mahatma Ghandi

DISC styles learn differently so how should each DISC-style learn to succeed? Every style has something to learn, but they don’t learn in the same way.

Focusing on why DISC styles learn differently

It’s fascinating to watch people read their Extended DISC report results. While people with different DISC profiles express themselves in unique ways, there’s always a fair amount of body language to observe. For example, you’ll notice a lot of head nodding taking place as people read about their behavioral strengths. On the other hand, when people review their development areas, the nodding changes to head shaking. At times, it is difficult to face the fact that we all have some weaknesses. In order to move forward we first recognize that DISC styles learn differently.

Aside from a few individuals who believe they are perfect, we all have areas that we need to work on if we want to progress. Some of them are very specific and relevant to achieving our present goals. If we work on them with focus and care then we will improve, no matter what our DISC profile is.

In contrast, other development areas are more general. In fact, I often get asked if DISC styles learn differently and how do we use the differences to make clients and employees more successful. Particularly, facilitators and executive coaches frequently ask: “What do the four DISC-styles need to learn?”

C-style – The Most Quality-Focused of the DISC Profiles

First, let’s focus on the C-styles. They are very analytical, accurate, and focused on the details because they want to produce high-quality work. As a result, others DISC styles at times perceive the C-styles as nit-picky and critical of others. In other words, they seem to be primarily focused on finding the mistakes others may make. It is almost as discovering mistakes make them happy.

On the contrary, C-styles do not like to find mistakes. In fact they really enjoy “error free” situations, products, and service, as well as experts who know what they are doing and saying. In fact many of us associate C-style behavior with well-engineered products and even countries that are known for their high-quality goods. For example, it is a common misconception to think that Germany is primarily C-style country because they create great automobiles.

Actually, C-styles dislike mistakes and in particular their own mistakes. They are very tough on themselves for making a mistake. For example, I have met many people who are still talking about the mistakes they made years ago. They cannot seem to let them go even that they clearly and logically know the past cannot be changed.

Accordingly, if your DISC profile is C, you need to learn acceptance to make mistakes. This becomes especially important when you are experiencing stress. Under pressure you are likely to become overly critical, particularly of yourself. Hence, it becomes even more important then for you to accept that mistakes happen. And when you do, you should learn from them and then move on.

Surprisingly, I-style is the most common behavioral style in Germany.

I-style – The Most Enthusiastic of the DISC Profiles

So, next let’s consider the I-styles. They are very optimistic, talkative and lively. They tend to be positive and good at getting others enthusiastic. In addition, I-styles can be inattentive to details and may over-promise because they are so optimistic and want to be popular. As a result, other may see them as little careless and lacking follow-up.

This is not intentional. Instead, I-styles would love to follow through. However, other things almost always appear and catch their attention. I-styles do not perceive these as distractions. Rather, they are exciting opportunities.

Consequently, if you are an I-style and want to improve, you need to learn self-discipline. You need self-discipline to finish what you started and not get involved in too many things. This is particularly important under pressure when you are likely to have a tendency to get disorganized. This in turn makes you lose focus on the task at hand and get emotional, making it more difficult to modify your DISC profile.

S-style – The Most Supportive of the DISC Profiles

Third, let’s look at the S-styles who are calm, laid back and steady. They are eager to help and support all DISC styles and make sure everyone is OK. The captain of the sinking ship who is the last one to abandon it exemplifies the S-styles. They put the needs of the other people ahead of their own, as S-styles do not want to let others down. If you have ever witnessed a group of S-styles deciding where to go to lunch, you probably remember that it takes awhile. “Chinese food is fine with me.” “Mexican food is OK too.” “Whatever you like works well for me.”

As a result, if your predominant DISC-style is S, you need to learn to take care of your own needs. Learn to say “no” to others. It is perfectly OK. Try to remember that it is impossible to make everyone happy and give you a permission to disappoint others at times. It is not your responsibility to make sure everyone else is happy. However, you alone are responsible for your own happiness.

When you feel stressed and under pressure, you have a tendency to be too willing to give in. In pressure situations it becomes even more important to remember that you put others’ needs ahead of your own too often. Be more assertive. Keep in mind the famous Nike slogan: Just Do It. These are very helpful three words for S-styles to remember in many other situations as well.

D-style – The Most Direct of the DISC Profiles

D-style is the final and a strong example of how the DISC styles learn differently. The D-styles are assertive, direct and focused on their own goals. They communicate their opinions as facts and are impatient listeners. Subsequently, they expect others to listen. They move fast, are comfortable in taking risks and want to get things done now.

Also, D-styles are competitive, aggressive and results-oriented. As a result, other DISC profiles may perceive them as being belligerent, blunt and even rude. It seems to others that D-styles care about themselves and their goals above everything and everyone else. “If you do not like it, you can leave it” appears to be their mode of operandi.

Not surprisingly, if you are a D-style, you also need to learn something if you want to be more successful. You need to learn humility. As a D-style you may take pride in the fact that you do not know the definition of this strange word. It means “state of not thinking you are better than other people: the quality or state of being humble.” Let me help you with the bottom line definition. Humility helps you in achieving your goals with and through others.

Under pressure this becomes more challenging as D-styles become insensitive. It is difficult to be humble and insensitive at the same time. However, if you want to become more successful, learn humility and do not allow feeling superior to others. Period.

DISC-styles all have something to learn

As you can discover once again, the DISC assessment makes no judgment about the DISC profiles. No matter, what your DISC style is, you need to learn something. Remembering that D-styles need to learn humility, I-styles self-discipline, S-styles taking care of their own needs and C-styles permission to make mistakes is one way to start. The key take away is to understand DISC styles learn differently and then use it to modify our development areas into more positive behaviors.