The DISC Index

WHAT

WHY

HOW

Courtney Thompson
November 19, 2014

This Innermetrix Disc Index is a modern interpretation of Dr. William Marston's

behavioral dimensions. Marston's research uncovered four quadrants of behavior which
help to understand a person's behavioral preferences. This Disc Index will help you
understand your behavioral style and how to maximize your potential.

Anthony Robbins Coaching

www.tonyrobbins.com
THIS REPORT FOR USE BY ANTHONY ROBBINS CUSTOMERS ONLY.
ALL OTHER USE STRICTLY PROHIBITED!
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Executive Summary
Natural and Adaptive Styles Comparison
Natural Style

Natural Style: The natural style is how you

behave when you are being most natural. It

100

is your basic style and the one you adopt

90

when you are being authentic and true to

81

80

yourself. It is also the style that you revert to

67

70

when under stress or pressure. Behaving in

this style, however, reduces your stress and

60

53

tension and is comforting. When authentic to

50
40

this style you will maximize your true

35

potential more effectively.

30
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10

Adaptive Style
Adaptive Style: The adaptive style is how you
behave when you feel you are being observed 100
or how you behave when you are aware of your

90

behavior. This style is less natural and less

80

authentic for you or your true tendencies and

70

preferences. When forced to adapt to this style

for too long you may become stressed and less
effective.

60

60

53
46

50
40

35

30
20
10

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Introduction
About This Report
Research conducted by Innermetrix shows that the most successful people share the common trait of
self-awareness. They recognize the situations that will make them successful, and this makes it easy
for them to find ways of achieving objectives that fit their behavioral style. They also understand their
limitations and where they are not effective and this helps them understand where not to go or how not
to be as well. Those who understand their natural behavioral preferences are far more likely to pursue
the right opportunities, in the right way, at the right time, and get the results they desire.
This report measures four dimensions of your behavioral style. They are:
Decisive your preference for problem solving and getting results
Interactive your preference for interacting with others and showing emotion
Stability your preference for pacing, persistence and steadiness
Cautious your preference for procedures, standards and protocols

The Elements of DISC Educational background behind the profile, the science and the four
dimensions of behavior
The DISC Dimensions A closer look at each of your four behavioral dimensions
Style Summary A comparison of your natural and adaptive behavioral styles
Behavioral Strengths A detailed strengths-based description of your overall behavioral style
Communication Tips on how you like to communicate and be communicated with
Ideal Job Climate Your ideal work environment
Effectiveness Insights into how you can be more effective by understanding your behavior
Behavioral Motivations Ways to ensure your environment is motivational
Continual Improvement Areas where you can focus on improving
Training & Learning Style Your preferred means of sharing and receiving styles
Relevance Section Making the information real and pertinent to you
Success Connection Connecting your style to your own life

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Courtney Thompson

This report includes:

Four Components of Behavior

The Elements of the DISC-Index
This DISC-Index report is unique in the marketplace for a number of reasons. You just completed the
first ever click & drag DISC instrument on the market. This was constructed in a precise manner to allow
for ease of responses, even in the midst of many difficult decisions. This intuitive interface allows you
to focus on your answers, not the process.
Also, unlike other DISC instruments, this instrument allows you to rank all four items instead. As a result,
this instrument produces zero waste in responses. Some instruments ask you to choose two items out
of four, and leave two items blank. Those instruments have a 50% waste of terms, and do not provide
for an efficient response process. The DISC Index instrument eliminates that response problem.
Another unique aspect of this DISC-Index report is that we present the DISC aspects of your behavior
both as separate entities and as a dynamic combination of traits. This report presents the first time that
each of the DISC elements are separated and developed as pure entities of themselves. This can serve
traits is developed through the context of this report. Additionally, the following four pages will be
devoted to exploring your DISC scores as separate components within the unique combination of traits
that you exhibit.
A comment on contradictions: You may read some areas of this report that may contradict other text.
This is due to the fact that many of us show contradictory behaviors in the normal course of our daily
operations. Each of us are at times talkative and other times more reflective, depending on how we are
adapting our behavior. The expression of these contradictions is a demonstration of the sensitivity of
this instrument to determine these subtle differences in our natural and adaptive style.

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as an important learning tool as you explore the deeper aspects of DISC. Your unique pattern of DISC

Four Components of Behavior

A closer look at the four components of your behavioral style

Decisive

Interactive

Stabilizing

Cautious

Problems:

People:

Pace:

Procedures:

How you tend to pace

things in your
environment

Your preference for

established protocol/
standards

How you tend to

How you tend to
approach problems and interact with others and
makes decisions
share opinions

High I

High S

High C

Demanding

Gregarious

Patient

Cautious

Driving

Persuasive

Predictable

Perfectionist

Forceful

Inspiring

Passive

Systematic

Daring

Enthusiastic

Complacent

Careful

Determined

Sociable

Stable

Analytical

Competitive

Poised

Consistent

Orderly

Responsible

Charming

Steady

Neat

Inquisitive

Convincing

Outgoing

Balanced

Conservative

Reflective

Restless

Independent

Mild

Matter-of-fact

Active

Rebellious

Agreeable

Withdrawn

Spontaneous

Careless

Unobtrusive

Aloof

Impetuous

Defiant

Low D

Low I

Low S

Low C

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High D

Four Components of Behavior

Courtney Thompson

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Four Components of Behavior

Decisive
Your approach to problem-solving and obtaining results
The D in DISC represents Decisiveness. Your score on this scale, represented below, shows
your location on the D spectrum based on the pattern of your responses. A high score doesn't
mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral
traits. For example:
Higher D
Tend to solve new problems very quickly and assertively. They take an active and direct
approach to obtaining results. The key here is new problems such as those that are
unprecedented or haven't happened before. There may also be an element of risk in taking
the wrong approach or developing an incorrect solution, but those with a High D score are
willing to take those risks, even if they may be incorrect.

100

Your score shows a moderately low score on the 'D'

spectrum. The comments below highlight some of the traits
specific to just your unique score.

90
80
70
60
50
40

35

35

Natural

Adaptive

30
20
10

You may defer to others who exhibit a stronger opinion

or are more vocal.
You may be somewhat conservative in decision-making
on important issues.
You prefer to lead by setting an example, not outright
instructing others.
You may be prone to avoiding difficult decisions, and this
can create delays.
You like to carefully weigh the pros and cons on important
issues before forming an opinion.
When you lead, you tend to do so by doing, not by
delegating.

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Lower D
Tend to solve new problems in a more deliberate, controlled, and organized manner. Again,
the key here is new and unprecedented problems. The Lower D style will solve routine
problems very quickly because the outcomes are already known. But, when the outcomes
are unknown and the problem is an uncertain one, the Lower D style will approach the new
problem in a calculated and deliberate manner by thinking things through very carefully before
acting.

Four Components of Behavior

Interactive
Your approach to interacting with people and display of emotions.
The I in DISC represents Interactive. Your score on this scale represented below shows your
location on the I spectrum based on the pattern of your responses. A high score doesn't mean
good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral
traits. For example:
Higher I
Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key
here is new people whom one hasn't met before. Many other styles are talkative, but more
so with people that they've known for some time. The Higher I scores are talkative, interactive
and open even with people whom they have just initially met. People scoring in this range
may also be a bit impulsive. Generally speaking, those with the Higher I scores are generally
talkative and outgoing.

100

Your score shows a very high score on the 'I' spectrum.

The comments below highlight some of the traits specific
to just your unique score.

90
80

81

70

60

60
50
40
30
20
10

Natural

You suffer from a fair amount of procrastination when it

comes to tasks that require you to work with too many
details all by yourself.
You are very enthusiastic in working with others.
You most likely enjoy helping others as coach, counselor,
or teacher.
You tend to not be very organized or attentive to details
at all.
You can at times be too impulsive in making decisions.
You express or talk about your emotions openly on the
up-side or down-side.

Adaptive

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Lower I
Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the
key word "new people" enters the equation. Those with Lower I scores are talkative with their
friends and close associates, but tend to be more reserved with people they've just recently
met. They tend to place a premium on the control of emotions, and approach new relationships
with a more reflective approach than an emotional one.

Four Components of Behavior

Stabilizing
Your approach to the pace of the work environment
The S in DISC represents Stabilizing. Your score on this scale represented below shows your
location on the S spectrum based on the pattern of your responses. A high score doesn't mean
good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral
traits. For example:
Higher S
Tend to prefer a more controlled, deliberative and predictable environment. They place a
premium on security of a work situation and disciplined behavior. They also tend to show a
sense of loyalty to a team or organization, and as a result, may have a greater longevity or
tenure in a position than some other styles. They have an excellent listening style and are
very patient coaches and teachers for others on the team.

100

Your score shows a high average score on the 'S' spectrum.

The comments below highlight some of the traits specific
to just your unique score.

90
80
70
60

53
46

50
40
30
20
10

Natural

You don't like rocking the boat unless you absolutely

have to.
You prefer setting minimum levels of consistency and
stability or control.
You bring a high degree of self-control to work. You
steadily move towards the completion of a task.
If insufficient structure and order exist, you will create it.
You are consistent and predictable over the long haul,
even in the midst of change.
When you need to, you can be flexible to change or new
ideas.

Adaptive

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Lower S
Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom
of expression and the ability to change quickly from one activity to another. They tend to
become bored with the same routine that brings security to the Higher S traits. As a result,
they will seek opportunities and outlets for their high sense of urgency and high activity levels,
as they have a preference for spontaneity.

Four Components of Behavior

Cautious
Your approach to standards, procedures, and expectations.
The C in DISC represents Cautiousness. Your score on the scale represented below shows
your location on the C spectrum based on the pattern of your responses. A high score doesn't
mean good, and a low score doesn't mean bad, as this is a spectrum or continuum of behavioral
traits. For example:
Higher C
Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom
they respect. They like things to be done the right way according to the operating manual.
"Rules are made to be followed" is an appropriate motto for those with higher C scores. They
have some of the highest quality control interests of any of the styles and frequently wish
others would do the same.

100

Your score shows a moderately high score on the 'C'

spectrum. The comments below highlight some of the traits
specific to just your unique score.

90
80
70

67

60

53

50
40
30
20
10

Natural

When you disagree, you may express your resistance in

a passive-aggressive manner.
You believe in maintaining high standards of quality
control.
You can be skeptical of brand new ideas or fads until
they are sufficiently proven.
You may be perceived as somewhat resistant to change.
You are somewhat restrained in expressing emotions.
You are excellent at gathering detailed information and
examples.

Adaptive

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Lower C
Tend to operate more independently from the rules and standard operating procedures. They
tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by
developing a variety of strategies as situations demand. To the Lower C scores, rules are
only guidelines, and may be bent or broken as necessary to obtain results.

Natural Style Pattern Overview

Natural Style Pattern:
Your natural style is the way you tend to behave when you aren't thinking about it. This is where
you are most comfortable (natural). This is also the style you will revert back to when under
stress or moving too quickly to be consciously thinking about modifying your behavior. Finally,
this is the style you should seek to be true to in your daily roles. Being natural will return better
results with less effort and stress. The following statements are true to just your unique natural
style:
You persuade others by demonstrating personal competence and encouraging others with
a sense of optimism.
You demonstrate a high degree of competence in your area of expertise.
You have the ability to focus on building your own skills and talents while also assisting

Tend to be optimistic and demonstrate high personal standards and set high goals for
yourself.
Will be verbal if workload or areas of responsibility need partial delegation to other
professionals on the team, otherwise, tendency may be to stay focused on the tasks at hand.
You have a large knowledge-base and a continuing appetite to learn more.
You have the ability to self-manage much of your own organizational activity and workload.
Response pattern indicates that you have the ability to be a strong achiever in technical
performance and expertise within the organization.

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others on the team in building their own skills.

Adaptive Style Pattern Overview

Adaptive Style Pattern:
This is the style of behavior you adapt to when you are conscious of your own behavior, when
you feel you are being observed or whenever you are trying to better fit a situation. This is not
a natural style for you, but still one of your two styles none-the-less. In other words, it is the
way you feel you "should" behave when thinking about it. The statements below are specific
to your individual Adaptive style:
Shows the rare ability to handle both the people-side and the detail-side of a project with
equal poise and confidence.
Wants to be seen as one who can help initiate complex processes and activity.
Job related decisions are made by gathering facts and considering the needs of the people
involved.

organization's policies, and values.

May overuse position power or detail orientation to get own way.
On complex assignments, will show the ability to handle both the people-side and the detailside of a project with equal skill and confidence.
Motivated to bring a high optimism and a desire to win on projects and assignments.
Because of attention to both people and quality control, has the ability to contribute to a
pleasant and efficient work environment.

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Demonstrates a very good potential for being a facilitator and communicator of the

Ideas for Being More Effective

Based on your behavioral style there are certain opportunities for becoming more effective by
being aware of how you prefer, and enjoy, to behave. The items below may assist you in your
professional development growth. By understanding these items you may find explanations for
why you may be stuck in some areas of your life and why other aspects give you no trouble at
all. You could be more effective by:
Becoming more comfortable with faster decision-making.
A greater emphasis on tasks, organizational work, business, or profits.
Sufficient time for effective planning.
Work assignments of high precision and accuracy to capitalize on your high detail
orientation.
A democratic environment in which you can influence and offer direction.
Courtney Thompson

Having sufficient time to consider alternatives prior to making changes.

Clear and specific job descriptions, and role responsibilities.
Increased authority to delegate routine tasks and procedures.

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Ideas for Staying More Motivated

Your behavioral style will cause you to be motivated by certain factors in your environment.
Having these present may make you feel more motivated, and productive. The following are
things that you may want in your surroundings to feel optimally motivated:
Public recognition of accomplishments and meeting of goals.
Procedures that can support a quality initiative and have the flexibility to be changed when
necessary.
Interesting activities outside of the work environment. Some peers with similar scores may
like to be involved in volunteer and community activities.
Assignments that allow for a variety of people contacts.
Information about suggested changes to be made in processes that may have an impact
on quality.

Sufficient time to consider all options before making a final decision.

A strong, visible group or organization with which to identify.

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Work tasks of a specialized nature to support your natural curiosity and detail orientation.

Strength-based Insights
Each behavioral style contains certain unique strengths as a result of how your four behavioral
dimensions relate to each other. Understanding your own unique behavioral strengths is an
important part of putting your new level of self-awareness to work for your success and
satisfaction. The following statements highlight specific strengths of your behavioral style:
Provides a high degree of mind-share on projects and processes, alert to the potential
problems and controls necessary.
Brings appropriate people skills, patience in working with others, quality control, and
attention to the details in a versatile blend of talents and expertise.
Excellent time management skills, and deadline conscious.
You do your homework and preparation, and expect the same of others.
Brings a positive sense of humor.
Courtney Thompson

Builds good team relationships without being an extremist.

Brings enthusiasm and optimism to team projects.
Excellent critical thinker, frequently asking 'Why?'

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Ideal Job/Climate
Your behavioral style plays a significant role in determining what aspects of an environment
you like. The items below will help you understand what will define an ideal working climate
for you. Based on how you prefer to behave, an ideal climate for you is one that provides you
with:
Projects completed the 'right way' the first time to avoid problems later on.
Freedom of speech and expression.
Time to reflect and think about pros and cons to solutions.
Highly specialized assignments and technical areas of responsibility.
Activities with many opportunities for interaction with people.
Freedom to move around, either in the office or around the country.
Public recognition for accomplishments.
Courtney Thompson

Complete explanations of areas of responsibility and control.

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Areas for Continual Improvement

Along with strengths, all behavioral styles come with areas that could become weaknesses if depended upon or not acknowledged. The trick is not to manufacture a weakness in the first
place by depending on these things.

Here are a few items that could become problematic for you if not acknowledged or known.
Your awareness of the potentials below is your best step in making sure they remain only
potential problems. Due to your behavioral style, you may tend to:
Hold too much to past tradition in procedures and processes.
Become overly aggressive when the climate becomes unfavorable.
Resist changes and have a lower sense of urgency.
Hold a bit of a grudge.

React on impulse rather than thinking things through before responding.

Become overly sensitive to criticism.
Struggle with prioritizing things appropriately, due to ranking all items as the "most
important".

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Set unreasonable expectations of the capability or capacity of others on the team.

Preferred Training and Learning Style

Based on how you tend to behave you have certain preferences for how you like to convey
information, teach, instruct or share knowledge with others. This is also true of how you like
to receive information and learn. Understanding your behavioral preferences here will help
increase your effectiveness in teaching or instructing others, and in being taught and learning.
How you prefer to share knowledge or teach:
Confident even in the midst of complex material, because you have done your homework
long before the session began.
Evaluations are made based on maximizing the individual's growth more than
comparatively.
Very accurate in presenting information.
Leads through factual and emotional persuasion.

others.
Sincere participation with others as a co-learner or co-facilitator.
Structures events to inspire participants to act on their own ideas and visions.

How you prefer to receive knowledge or learn:

Seeks inspiration and excitement in the learning process.
More accepting of a more impersonal training or learning venue than others.
Shows commitment, and wants to be personally involved in learning.
Integrates experiences with practical applications and ideas.
High expectations of performance.
As a participant, prefers a balance between individual and group work.
Emphasizes cognitive activity and theoretical perspectives.

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Knowledge gives the participants the ability to maximize their potential and share with

Communication Insights for Others

This page is unique in this report because it is the only one that doesn't speak directly to you,
rather to those who interact with you. The information below will help others communicate with
you more effectively by appealing to your natural behavioral style. The first items are things
others SHOULD do to be better understood by you (Do's) and the second list is of things others
SHOULD NOT do (Don'ts) if they want you to understand them well.
Things to do to effectively communicate with Courtney:
If you agree with the outcome, follow through and do what you say you will do.
Ask for input regarding people and specific assignments.
List pros and cons to suggestions you make.
Provide a specific, step-by-step timetable with names and responsibilities.
Be certain to emphasize next action-steps.
Courtney Thompson

Present your ideas and opinions in a non-threatening way.

Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Courtney:

Don't legislate.
Don't rush the issues or the decision-making process.
Don't be rude, abrupt, or too fast-paced in your delivery.
Don't leave the idea or plan without backup support.
Don't fail to follow through. If you say you're going to do something, do it.
Don't push too hard.
Don't be vague about what's expected.

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Relevance Section
In order to make the most out of the information in this report it is important that you connect
it to your life in a tangible way. To help you make this information your own, and pull out the
most relevant parts, fill in the blanks below.
Decisiveness:
How is your 'D' score relevant to your life?
_________________________________________________________________________
Interacting:
How is your 'I' score relevant to your life?
_________________________________________________________________________
Stabilizing:
How is your 'S' score relevant to your life?

Cautiousness:
How is your 'C' score relevant to your life?
_________________________________________________________________________
Overall Natural Style:
What is one way in which your natural style relates to your life?
_________________________________________________________________________
Overall Adaptive Style:
What is one way in which your adaptive style relates to your life?
_________________________________________________________________________
Strength-based insights:
What specific strengths do you think connect to your success more than any other?
_________________________________________________________________________

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_________________________________________________________________________

Relevance Section
Communication Dos and Don'ts:
What did you learn from understanding your preferred communication style?
_________________________________________________________________________
Ideal Job Climate:
How well does your current climate fit your behavioral style?
_________________________________________________________________________
Effectiveness:
What is one way in which you could become more effective?
_________________________________________________________________________
Motivation:
How can you stay more motivated?

Improvement:
What is something you learned that you can use to improve your performance?
_________________________________________________________________________
Training/Learning:
What did you learn that could help you instruct others better, or learn more effectively?
_________________________________________________________________________

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_________________________________________________________________________

Relevance Section
Your final step to making sure you really benefit from the information in this report is to
understand how your behavioral style contributes to, and perhaps hinders, your overall success.
Supporting Success:
Overall, how can your unique behavioral style support your success? (cite specific examples)
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

Overall, how could your unique behavioral style get in the way of your success? (cite specific
examples)
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________

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Limiting Success: