training activities » DiSC Profiles

Everything DiSC Work of Leaders Quiz

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How a new DiSC profile was created: DiSC Work of Leaders
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Question 1

In the Commanding Approach, which one listed is one of their practices?

	Showing Enthusiasm
	Showing Diplomacy
	Focusing on Results
	Communicating with Clarity

Question 2

Leadership is defined as what type of relationship?

	Few-to-many
	One-to-many
	One-to-two
	One-to-one

Question 3

Everything DiSC Work of Leaders has three drivers behind Vision. Which one of the following is NOT a driver for Vision?

	Exploration
	Testing assumptions
	Boldness
	Dialogue

Question 4

In the Humble Approach, which one listed is one of their practices?

	Showing Modesty
	Being Approachable
	Taking Charge
	Improving Methods

Question 5

A "C" Leader has the following as one of their top priorities:

	Deliberate
	Pioneering
	Energizing
	Affirming

Question 6

Everything DiSC Work of Leaders provides a three step process. Which one of the following is not part of the process?

	Vision
	Alignment
	Execution
	Strategy

Question 7

Which one of the following is NOT one of the eight approaches to leadership?

	Humble
	Commanding
	Dialogue
	Resolute

Question 8

An "S" Leader has the following as one of their top leadership priorities:

	Inclusive
	Resolute
	Pioneering
	Deliberate

Question 9

Everything DiSC Work of Leaders has three drivers behind Alignment. Which one of the following is NOT a driver for Alignment?

	Dialogue
	Inspiration
	Momentum
	Clarity

Question 10

A "Di" leader has the following as one of their top leadership priorities:

	Pioneering
	Humble
	Inclusive
	Resolute

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There are 10 questions to complete.

More DiSC training ideas

DiSC activities

Strength, liability, or both?

Ask participants to choose a quality from their profile that they strongly identified with. Then have them share with a partner or small group how that quality has been a strength, liability, or both in their career. How do they try to capitalize on it when it can be a strength and how do they deal with it when it is a liability? You can also have them choose a quality they do not identify with and describe how they have seen another person use it as a strength and how they’ve seen it as a liability in another person.

Appreciation

A popular activity is bring a group back together and ask each one to say what they appreciate about the person they are paired up with, or even about each person in their group. Some facilitators prefer to have participants write these notes by hand and deliver them to each other.

Follow-up meetings

Case studies

Bring participants together after six weeks for a one-hour session built on a few case studies. Let the participants or client suggest the case studies. They should reflect common problems they deal with everyday. You’ll need to write their ideas up as case studies (just a few paragraphs about the problem, conflict, or issue). Break the participants up into groups of 4 – 6 people each. These groups review and discuss the case studies and then a representative presents how they saw the DiSC styles represented in the study and possible approaches to use to resolve the issue(s) presented. Allow time for the other groups provide them feedback.

Action Planners

Use one of the Action Planners for follow-up. Choose the appropriate one for the group: Customer Service, Managing Performance, Management Action, Sales Action, or Talk Action. This can be done with a group or one-on-one.

Comparison Reports

Each week two people on a team or in a department can meet to go over their comparison reports. They can fill out the Personalize and Apply sections of the report together.

Group Culture Reports

What’s the culture of the group? Do you feel like you have a place in it? How are tasks assigned? How do people communicate? Does the group’s culture differ from the larger organization’s culture? How do the DiSC styles of individuals in the group increase the groups effectiveness?

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Test your knowledge of DiSC styles

DiSC Profiles Quiz

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Question 1

An i-style’s GOAL is

	c. Independence
	a. Popularity
	d. Correctness
	b. Group Acceptance

Question 1 Explanation:

I styles enjoy victory with flair, friendship and happiness, authority and prestige status symbols, popularity

Question 2

An S-style needs others who

	State unpopular decisions
	Concentrate on the task
	Weighs pros and cons
	Help prioritize work

Question 2 Explanation:

A person with an S Style may be limited by being indecisive, overly accommodating with a tendency to avoid change. Therefore they need others to help them prioritize tasks.

Question 3

When MANAGING an S-style you should

	Give clear guidance and time to complete tasks.
	Let them know their ideas are being heard.
	Give clear directions that address methods and logics.
	Give the challenging projects that have an impact on the bottom line.

Question 3 Explanation:

People with the S style want to be given clear guidance and time to perform their tasks, and they don’t want to be rushed for quick answers. Provide them with the structure they require. Offer support by providing the information and resources they need to do their work.

Question 4

A D-style FEARS

	Being wrong
	Being taken advantage of
	Offending others
	Being ignored

Question 4 Explanation:

People with this style enjoy competition and winning. They like to feel in control of their environment. They prioritize competency in both themselves and in others. They do not like feeling vulnerable.

Question 5

An i-style is LIMITED by

	Lack of concern for others
	Being Indecisive
	Being Impulsive
	Being over critical

Question 5 Explanation:

A person with a i style prioritizes taking action, but may be limited by being impulsive and disorganized with a lack of follow-through.

Question 6

A C-style is described as

	Diplomatic
	Predictable
	Warm
	Strong willed

Question 6 Explanation:

A person with a C style is described as careful, cautious, systematic, diplomatic, accurate and tactful.

Question 7

A C-style PRIORITIZES

	Taking action
	Giving support
	Ensuring accuracy
	Accepting challenge

Question 7 Explanation:

People with the C style place an emphasis on working conscientiously within existing circumstances to ensure quality and accuracy.

Question 8

When working through a conflict situation with an S-style you should

	Stick to the facts and avoid hot buttons.
	Give them time to have their say and avoid purposely escalating the argument.
	Avoid being impatient or lashing out emotionally.
	Take a more diplomatic and patient approach.

Question 8 Explanation:

A person with an S style is motivated by cooperation, and values collaboration and stability. They are uncomfortable with confrontation and chaotic situations. People in conflict with an S-style will get through it best by being diplomatic and patient. Avoid forceful tactics that will cause them to hide their true feelings.

Question 9

The best way to recognize and reward a D-style is to

	Put them in the spot and provide opportunities to network.
	Step back and give them more autonomy.
	Meet regularly with them to assure they are meeting your expectations.
	Compliment their performance and expertise.

Question 9 Explanation:

People with the D style are demotivated by routine, foot dragging, and being under tight supervision. They respond well to working independently, setting results-oriented goals, and being praised with concrete examples of their achievements.

Question 10

An i-style VALUES

	Quality
	Concrete Results
	Loyalty
	Freedom of Expression

Question 10 Explanation:

A person with an i style values coaching and counseling, freedom of expression and democratic relationships.

Question 11

A D-style is MOTIVATED by

	Quality Work
	Cooperation
	Winning
	Relationships

Question 11 Explanation:

A person with a D style is motivated by winning, competition and success.

Question 12

If selling to C-styles, you should remember to

	Quickly lay out your main points
	Provide them assurances your product is reliable
	Create a friendly atmosphere to get to know them
	Provide lots of objective information

Question 12 Explanation:

C customers want to be assured that they are committing to the best, so they may scrutinize any offering for flaws or deficiencies. Have as many details and facts at your fingertips as possible.

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There are 12 questions to complete.

DiSC training activities

There are several extras you can use in your DiSC trainings, such as People Reading Cards, QuikDiSC Card Deck, and lapel buttons. (You can find these if you scroll down through the purchase options for the DiSC^® Classic Facilitation System Kit.)

Some facilitators uses the QuikDiSC Card Deck in these ways:

Business simulation: Each person take 3-4 cards that are least like them. These represent the roles that they will play in the simulation. They should let their partners see their cards. Give pairs a fairly realistic business scenario and ask them to behave in the manner of the styles on their cards.
How comfortable were you? What made this exercise difficult for you? What did you learn? What did you have to restrain yourself from doing? What did you want from your partner but didn’t get because they assumed you were a different style?

A possible sales scenario would be to give one person a toy and ask them to try and sell it to their partner.

A management scenario could be to provide feedback on how well their partner performed a task. Motivate them to do even better next time. The task should be something simple as drawing a sitting stick figure or making a paper clip necklace.

Guess their type: Gave the participants 5 random cards and ask them to trade cards until they held ones that describe a team member in the room, or their immediate supervisor, or an executive whose DiSC profile you know. How well did people do?

Other facilitators like to challenge their groups to expand their thinking about DiSC by reflecting on how the concepts in DiSC can be applied in various situations.

DiSC in the world: Have participants read one or both of these articles: These Smurfalicious personas will engage your users and Prioritizing social networking with your DISC profile. Do you agree with the advice of these authors? Are their simplifications helpful or harmful? Are they directive or misleading?
Ask groups to apply DiSC to their own fields. How could you use DiSC when preparing for a presentation, writing a blog post, or creating a new product, planning a menu, announcing layoffs, or asking for a raise? How applicable is DiSC?

DiSC and disagreement: How would you respond to a serious customer complaint if you knew the injured person was a D, i, S, or C? Assume that you failed to deliver on a promise or meet a deadline. You can also write a complaint about poor service (a car repair failed, for example) as if you were each type.
Raps and rhymes: Ask small groups to write short poems or raps about each DiSC style.

More DiSC training ideas

The Everything DiSC Blog recently posted a great activity: Telling Your DiSC Story

What are your favorite training activities?

Reminder: Facilitation kits are available for all DiSC profiles. They are easily customized by topic or the amount of time you have with participants.

DiSC – Day in the Life Activity

Here’s an activity you might want to use or alter for your own DiSC training. This is appropriate for the DiSC Classic and Everything DiSC products.

Activity time: 90 minutes

Divide group into their primary DiSC styles.
Pose the simple direction: “Create a poster that reflects a “Day in the Life” of your style: D, i, S, or C.”
Allow 8 minutes for the group to work together.
Have each group teach the other groups what they captured on their poster.
Hint: Ask which group would like to go first and point out that this often says something about the dynamics in the room.
After each group finishes their poster teach-back (or if they are stumbling in their reporting), ask some follow-up questions such as.

How can we learn to best relate to you?

How are you often misunderstood?

What are your fears?

What are the contributions you bring to a team/organization?Hint: Allow the group to own their contributions, words, expressions. Step in only if something said is vastly incorrect for that style and the comment may be more aligned with group members’ secondary styles than their primary style. Acknowledge how difficult it is sometimes to tease apart primary vs. secondary.

After each group has shared with the group, wrap it up by going around to each poster and adding the “Get it Factor” (the main motivation for each style – shortcut language)
Get It Factor

D: Get it Done!
I: Get Recognition/Approval
S: Get Along
C: Get it Right

Then, after or before a 10 minute break, build upon review how strengths overused can become limitations. Ask everyone to go to the posters that are not their own and “vote” on which strength of each style they see overused to the point of limitation.
Facilitate an open discussion of which strengths get the majority vote on each poster and ask for example. Ask people to talk about observable behavior and really openly tell each group the impact of that overused strength.
Thank everyone for their willingness to share and for their insights.