What Is A Disc Profile?

As a behavioral profiling device, the DISC profile draws from a theory psychologist William Marston evolved in the Nineteen Twenties. It showcases a person’s behavioral developments and how they affect interactions with others. Dominance, Influence, Steadiness, and Conscientiousness are the 4 number one personality tendencies the acronym DISC represents. In analyzing those traits, a DISC profile exhibits facts regarding someone’s working style, desired communique method, and feasible personal and expert growth areas.

The Four DISC Personality Types

Dominance (D)

  • Characteristics: People with high Dominance are assertive, competitive, and results-oriented. They are driven by challenges and attaining goals.
  • Behavior: People are very forthright and decisive. They like taking charge of situations—they are leaders.

Influence (I)

  • Characteristics: People with very high Influence are extroverted, enthusiastic, and persuasive. They really enjoy socializing—it’s their thing. They do all this merely for social recognition.
  • Behaviour: People are very optimistic. They talk a lot, and they are relationship builders.

Steadiness (S)

  • Characteristics: High Steadiness are people who are dependable, patient, and supportive. They value steadiness and evenness.
  • Behaviour: Active listener, team player, and stability are how they are.

Conscientiousness (C)

  • Characteristics: High Conscientiousness are analytical people. They are oriented to details and systematic. They find motivation in being accurate and quality.
  • Behaviour: They are precise, methodical, and often slow and careful in taking action.

Purpose and Benefits of DISC Profiles

The DISC profile is used in an organizational setting for the following:

  • Team Building: Organizations will be better positioned to collaborate, communicate, and respect each other due to the team’s understanding of different behavioral styles.
  • Leadership Development: The leaders learn their strengths and weaknesses to lead others effectively and motivate others by handling different types of people.
  • Conflict Resolution: Knowing different behavioural tendencies or differing styles can resolve conflicts by showing empathy and understanding towards others.
  • Recruitment and Selection: Using DISC profiles, employers can allow candidates to seek positions best suited to their behavioural traits, developing job satisfaction performance and maximizing potential.

The Five Behaviors of a Cohesive Team and the DISC Profile

The five behaviours of a cohesive team by Patrick Lencioni in his book “The Five Dysfunctions of a Team” have some typical congruencies with the modalities of the DISC profile. These five behaviours are as follows:


  • Foundation: Trust holds a cohesive team together or is the glue. Trust based on vulnerability means that the people are comfortable and can be transparent and authentic with one another.
  • DISC Influence: People with different DISC profiles view trust in various ways. For instance, high D’s people take time to trust someone, unlike high I’s, who form a basis for trust within the shortest time since they are highly socialized.


  • Healthy Conflict: Constructive conflict is required to point out problems and execute the best solution. It allows for open and honest discussion of ideas.
  • DISC Influence: A high D and I profile may give in to conflict more readily, whereas high S profiles would not have it at all for harmony. High C personalities will only participate in conflict if it comprises actual, fact-based, logical discussion.


  • Clarity and Buy-In: Decisions and actions must be committed to once discussion and debate have taken place among a team.
  • DISC Influence: High D profiles will likely commit quickly once the decision is made, whereas high C profiles will likely take a moment to digest as the thought process requires a lot of solid analysis and rationale to become committed entirely.


  • Peer Accountability: Team members must hold others accountable for their behaviours and performance.
  • Whereas directness and precision can be applied by the high D and high C profiles, constructive feedback from the high I and high S profiles may require some support and encouragement.


  • Focus on Collective Outcomes: It finally gives you collective results that benefit the team and the organization.
  • DISC Influence: High D profiles will be inherently results-driven, while high S profiles may be more concerned with the team’s well-being. High I profiles could be concerned with the recognition of results, and high C profiles emphasize the quality and accuracy of the results.

Applying DISC Profiles in Team Development

To apply DISC profiles in the process of team development, the following steps can be used:

  • Testing: Ask each team member to take a DISC test to identify their primary or dominant traits.
  • Seminars and Training: Arrange workshops where the team members are introduced to the various DISC profiles and how these traits influence behaviour and interaction.
  • Communication Strategies: Adjust the communication strategies more toward appreciating and understanding all different DISC profiles so no person would feel ignored.
  • Conflict Management: Use the DISC profiles to create appropriate conflict resolution techniques based on the behavioural dynamics of the team.
  • Follow-up Support: Provide support and coaching to apply these DISC revelations in their interpersonal activities and daily tasks.


The DISC profile is an excellent tool for giving insight into individual and team behaviours. Understanding and applying such knowledge in an organization achieves greater team understanding and integration, improved communication, and better results. With the five behaviours of a cohesive team, DISC profiles provide an all-around platform for developing a high-performance team that is equipped and led toward amicably realizing its goals. The DISC profile forms a cornerstone in the arsenal of modern organizational development strategies, whether in team building, leadership development, or conflict resolution.

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