DISC-Sami April 2015

DISC
Proﬁle
Drea Zigarmi
Susan Fowler
Michael O’Connor
TelefonaktiebolagetLM Ericsson
Sami Ben Lassoued
April 29, 2015

2 © 2009 The Ken Blanchard Companies and Life Associates, Inc. All rights reserved.
Do not duplicate or transmit without written permission. Item # P82727 • V073011
DISC PROFILE 2011
OVERVIEW OF REPORT CONTENT
Executive Summary—Id DISCposition.................................................................................... 3
Introduction........................................................................................................................... 4
How to Read and Interpret Your Graphs................................................................................ 7
Your Assessment Results........................................................................................................ 8
Id DISCposition.................................................................................................................... 11
How to Read and Interpret Your Observer Data.................................................................. 21
Summary of Observer Data (if Observer data is available)................................................... 23
Observer Graphs (if Observer data is available)................................................................... 24
Appendix—Overview of All 16 DISCpositions ...................................................................A–1
RESPONSE CHART
Observer Setting
Observers
Invited
Observers
Reported
Family
Social
Work
NOTE: All questions on the DISC Profile questionnaire must be answered and properly submitted for observer data to be reported.
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Sami Ben Lassoued
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© 2009 The Ken Blanchard Companies and Life Associates, Inc. All rights reserved. 3
DISC PROFILE 2011
EXECUTIVE SUMMARY—Id DISCposition
• You tend to be accept-oriented, accepting what the environment gives you and using it to
meet your inner needs.
• You tend to have an extroverted-tendency, outwardly demonstrating your inner thoughts and
emotions through frequent verbal and nonverbal behavior.
• You are people-oriented with a secondary results-orientation.
Your strengths and talents with TASKS are:
• Being an inspiring, convincing spokesperson and goodwill ambassador
• Being a willing delegator and interactive team player
• Being open to new, varied input, information, and possibilities
Strategies to increase your effectiveness with TASKS are:
• Increase your in-depth knowledge in key business areas
• Be more attentive to structure-planned activities, details, and processes that get your desired
results
• Become a better analytic listener in order to assess key factors in situations that increase the
potential for the results you want
Your strengths and talents with PEOPLE are:
• Being socially adept—cordial, confident, poised
• Being talented in deflecting objections, criticisms, and resistance
• Having the ability to deal with a variety of people
Strategies to increase your effectiveness with PEOPLE are:
• Learn to be less emotional when experiencing conflict
• Try to appreciate someone who is not feeling-based but thinking-based
• Manage your need for approval from others
Sami Ben Lassoued

DISC PROFILE 2011
Introduction
The DISC Framework
The results of the questionnaire that you filled out can help you understand yourself by focusing
your attention on some fundamental aspects of human behavior. To make it easier to cope
with life demands, human behavior tends to repeat itself. These repetitious behaviors give rise
to patterns. These patterns of human behavior arise in response to some basic dilemmas or
opportunities of the human condition. How we respond to them, over time, falls into certain
observable behavioral patterns.
The strength of the DISC Framework is easily seen by looking at eight fundamental response
continuums of the human condition. These response possibilities come “on a continuum.” There
are continuums on which behavior can be placed based upon how frequently the behavior is
repeated. The DISC Framework is based upon eight response continuums. They are:
1. Control-Oriented or Accept-Oriented
2. Judging or Perceiving
3. Fight-Oriented or Flight-Oriented
4. Pessimistic or Optimistic
5. Extroverted-Tendency or Introverted-Tendency
6. Direct-Acting or Indirect-Acting
7. Change-Oriented or Continuity-Oriented
8. Risk-Taking or Risk-Assessing
Most people do not always act at one end of the continuum all the time. Most people show
some variation and sometimes “control” or “accept” over time. At any specific point in time, a
person cannot be both. Most of us tend to exhibit a disposition over time to be one or the other
at least 51% of the time. As the percentage of time that one preference is chosen over the other
increases, the more intense the disposition becomes.
How people consistently and frequently exhibit these responses gives rise to four distinct
behavioral patterns, or DISCpositions. So, enjoy reading and learning about these four
DISCpositions and, of course, gaining insight into yourself and others.
Sami Ben Lassoued

DISC PROFILE 2011
Two Key Continuums
Research on personality can be best understood through two continuums that can be observed in
yourself and others fairly easily.
The first continuum has Control-Oriented at one end and Accept-Oriented at the other. An
orientation is a preconscious tendency to act or react over time to events in the environment, as
described on one end of the continuum or the other. This orientation is instinctive, emotional,
unanalyzed, and unplanned. The orientation is not good or bad, functional or dysfunctional, in
and of itself. Rather, it is a behavioral demonstration of who we are over time.
Control-Oriented. When someone exhibits CONTROL-ORIENTED behavior, he or she tends to
act on his or her environment in an effort to change it to meet his or her inner needs. Controlling
your environment is not good or bad; it is merely a personal tendency to frequently want to
change people or things in order to meet inner needs.
Accept-Oriented. When someone exhibits ACCEPT-ORIENTED behavior, he or she tends to
accept what the environment gives him or her and uses it to meet his or her inner needs. Either
tendency—to control and to accept—can be functional or dysfunctional depending on the
frequency of use and the requirements of the situation.
The second key continuum has Extroverted-Tendency at one end and Introverted-Tendency
at the other. Once more, do not judge the behaviors on the continuum as good or bad, but as
functional or dysfunctional depending on circumstances.
Extroverted-Tendency. An individual who exhibits an EXTROVERTED-TENDENCY is someone
who outwardly demonstrates his or her inner thoughts and emotions, verbally and nonverbally.
He or she demonstrates these behaviors on a frequent basis.
Introverted-Tendency. An individual who exhibits an INTROVERTED-TENDENCY is someone who
does not frequently demonstrate his or her thoughts and emotions verbally or nonverbally.
Extroverted-Tendency
Control-
Oriented
D I
Accept-
Oriented
C S
Introverted-Tendency
(CAUTIOUS)
Introverted
Control-
Orientation
(DIRECTING)
Extroverted
Control-
Orientation
(STEADYING)
Introverted
Accept-
Orientation
(INTERACTING)
Extroverted
Accept-
Orientation
Sami Ben Lassoued

DISC PROFILE 2011
FOUR BASIC BEHAVIORAL PATTERNS
Someone with high D tendencies tends to seek control of tasks in outgoing, direct ways. A
pattern that is control-oriented with an extroverted-tendency is known as the D DISCposition.
Someone with high I tendencies tends to accept and relate through interactions with people in
outgoing, direct ways. A pattern that is accept-oriented with an extroverted-tendency is known
as the I DISCposition.
Someone with high S tendencies would tend to accept and relate by providing support to people
in reserved, indirect ways. The pattern that is accept-oriented with an introverted-tendency is
known as the S DISCposition.
Someone with high C tendencies would tend to seek control of tasks in reserved, indirect
ways. The pattern that is control-oriented with an introverted-tendency is known as the
C DISCposition.
While we all have a primary DISCposition—a natural behavioral pattern that we become
accustomed to early in our lives—we can also develop a secondary or third pattern as a result
of expectations faced in various personal or work roles. This profile will help you understand
your secondary or backup DISCposition, if applicable, and the blend of the two patterns. For
example, your questionnaire results could show a primary D DISCposition with a secondary
C DISCposition. This profile will help you understand both your primary D DISCposition and the
“Dc” combination of your primary and secondary.
85% of the people assessed have two DISCpositions above average, which gives rise to the
possibility of 16 combinations. The DISC Online Profile is designed to help you understand
these four basic DISCpositions as they pertain to you and your habits or interests, actions, and
opportunities for continued growth, especially in your work environment.
The information that follows is based on the answers to the questionnaire you filled out and is
customized to the focus or environment you had in mind when you completed it.
Sami Ben Lassoued

DISC PROFILE 2011
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D I S C
S
A
M
P
LE
D
A
TA
HOW TO READ AND INTERPRET YOUR GRAPHS
Below is a set of sample data graphs to explain various aspects of interpreting your graph results.
D I S C
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8
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S
A
M
P
LE
D
A
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Graph I
Visible Self
Graph II
Inner Self
Primary DISCposition
Secondary DISCposition
(if present)
High
Low
Midline
I (1912) Is (2982)
DISCpositions and Stanine Patterns
The bar graphs represent your results in order of intensity from less intense (first stanine) to most intense (ninth stanine).
The stanine patterns represent your stanine numbers in order of D-I-S-C. Your primary DISCposition is indicated by the
highest plot point(s) above the midline (stanines 5-9). For example, stanine patterns 1912 (in the Visible Self graph) and
2982 (in the Inner Self graph) both give you a primary I DISCposition. These are circled in red in the above examples.
The primary DISCposition is indicated by a capital letter in the pattern description found at the base of the graph next to
the stanine pattern. A person may have more than one plot point above the midline. If this is the case, and the second
(or third) plot point is of a lesser intensity, it will be indicated by a lowercase letter in the pattern description. It is referred
to as a secondary DISCposition and is circled in black in the example above (in the Inner Self graph). Some people may
not have a secondary preference.
Graph I—Visible Self. This graph reflects your perception of the behavioral tendencies you use in a particular setting.
This graph may change in different environments as your perception of what the environment or others expect
or demand from you changes. For this reason, this graph is not considered the most authentic representation of
your behavior.
Graph II—Inner Self. This graph reflects your perception of the behaviors you are most likely to use instinctively or when
you are not consciously choosing your behavior. For this reason, this graph may be most representative of the real or
authentic “you.” This graph tends to be fairly consistent, even in different environments. This is the behavior you are
most likely to revert to using when under stress or in frustrating situations because it is automatic and most comfortable.
In the examples provided above, this person sees his or her visible self as a “turbo” I DISCposition (with no secondary).
He or she sees the inner self as a combination with a primary I DISCposition and secondary S, which is stated as “Is.”
If Graph I and II are similar, it means you tend to use your same natural behaviors in the particular focus area chosen for
the questionnaire. If they are different, then you are using behaviors (Visible Self) that are not as natural for you (Inner
Self), which will probably cost you energy and cause you stress, especially if you use those behaviors over a long period
of time.
Sami Ben Lassoued

DISC PROFILE 2011
YOUR ASSESSMENT RESULTS
This report provides you two sets of information based on your responses to the questionnaire.
Graph I, the Visible Self graph, reflects your “socialized” self or the learned behaviors you think
others expect of you in a particular environment. These responses are a result of answers about
what you are “most” like. Under favorable conditions, you tend to use these behaviors because
they serve the purpose or are what others expect or demand from you.
Graph II, the Inner Self, reflects more instinctive and natural behavior. These responses are a result
of answers about what you are “least” like. Your Inner Self behavior is typically what emerges when
under stress from difficult situations, obstacles, or challenges that intensify responses and you go to
your comfort level. It is your “go-to” behavior when consciously choosing your behavior is difficult.
D I S C
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D I S C
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Graph I
Visible Self
Graph II
Inner Self
For some people, the Visible Self pattern is different than the Inner Self pattern. For others, the
behavioral patterns remain virtually identical. In either case, there is no single “best” pattern—
only behavior that fits or satisfies the requirements of the existing situation. It is interesting to
note if there is a difference between the Visible Self and Inner Self, because under unfavorable or
stressful conditions, you tend to revert to your more instinctive Inner Self pattern of behavior.
Visible Self Pattern Inner Self Pattern
Primary DISCposition Primary DISCposition
Secondary DISCposition Secondary DISCposition d
Sami Ben Lassoued
d
I I
Id (6823) Id (7725)

DISC PROFILE 2011
DEGREE OF DIFFERENCE DIAGRAM
As you look at the diagram below, locate your Visible Self and Inner Self results and compare the
differences:
Extroverted-Tendency
Control-
Oriented
D Di Id I
Accept-
Oriented
Dc Ds Ic Is
Cd Ci Sd Si
C Cs Sc S
Introverted-Tendency
Sami Ben Lassoued
no change.
Inner self
Visible self

DISC PROFILE 2011
DEGREE OF DIFFERENCES DIAGRAM, continued
The degree of difference between your Visible Self and Inner Self depends on the location within
the diagram.
Large Difference. When your Visible Self and Inner Self results are plotted in different
quadrants, across from each other over one of the major continuums (or axes), it is considered
a large difference. If your behavior shifts from one quadrant to another as a result of stressful
or unfavorable conditions, people around you are apt to notice the change. For example,
circumstances may cause you to revert from your socialized, direct, and extroverted-tendency to
your more natural, instinctive, quiet, and introverted behavior—leaving people wondering what
happened to that outgoing, demonstrative person. Mistrust and confusion could result.
Moderate Difference. When your Visible Self and Inner Self results are both located in the
same quadrant, but in different squares because both patterns share the primary DISCposition
but a different secondary DISCposition, it is considered a moderate difference. It is common
for the primary DISCposition to remain consistent, while the secondary varies according to
the environment.
No Difference. When your Visible Self and Inner Self patterns are in the same quadrant and
square within the quadrant, no apparent changes occur between your behavior in favorable or
unfavorable conditions. That is not good or bad, but it is consistent.
This report has provided information about both your Visible Self and Inner Self. Starting on
page 11, the information will be based on your INNER SELF or Graph II. This is because the
Inner Self graph
• Represents the most psychometrically sound data.
• Reflects your more authentic self that needs to be understood if you want or need to adapt
or adopt new behaviors to better meet the challenges of your environment, to establish more
effective relationships, or achieve your goals over time. Your Inner Self is where change begins
Sami Ben Lassoued

DISC PROFILE 2011
Id DISCposition
Primary DISCposition: Extroverted-Tendency and Accept-Oriented
Secondary DISCposition: Extroverted-Tendency and Control-Oriented
SNAPSHOT OF WORK BEHAVIOR
Your assessment results show you have a tendency for behaviors that are direct, extroverted, and
accept-oriented, with secondary tendencies toward direct, control-oriented behavior. A person
with an accept-orientation tends to accept what the environment offers and uses it to meet his or
her inner needs. A person with the opposite tendency—the control-orientation—tends to act on
his or her environment to change it to meet his or her inner needs. As you can see, your results
show a tendency for both, although the tendency to accept is a little stronger. You also show a
strong tendency to be direct and extroverted.
Your approach is direct, which involves both interacting with others, as well as focusing on tasks
that are important to you. You demonstrate an enthusiastic, optimistic, “can-do” attitude with
almost everyone you meet. You have a variety of interests and are continually attracted to new
opportunities. You become easily bored with routines, repetitiveness, and too many details or
complications that limit you from pursuing your own interests. You seek prestige and can be quite
persuasive. In the final analysis, people are more important to you than task accomplishment.
You are especially comfortable in roles that require you to be, primarily, a strong communicator
and influencer of people and, secondarily, a leader and decision maker. Such roles include a
spokesperson, symbolic leader, or person who promotes and represents an organization’s products
and services.
You are direct and outgoing. You enjoy a variety of interests and are fascinated by new
opportunities, especially when they provide you with a chance to meet and socialize with people.
You like to be on the receiving end of personal recognition and enjoy status symbols that signal
success at having many different activities or projects going on at the same time. However, as a
person with the Id DISCposition, you can be quick to extricate yourself from messy situations and
relationships that might jeopardize your image or loss of status.
Sami Ben Lassoued

DISC PROFILE 2011
You are primarily a supporting type of individual, with a secondary controlling drive. This can best
be understood by your drive to impact and shape situations through your influence on people
when seeking your objectives. This tendency is apparent in your knack for being expressive,
enthusiastic, and positive in most situations.
Others describe you as enthusiastic because of your exuberant, bubbly, upbeat approach with
people and life. Your charm and warmth are natural magnets that attract people to you. You
have reasons for your “can-do” approach but, in the long run, you believe that people are more
important than tasks or outcomes.
ENERGIZERS AT WORK
When circumstances are positive and nonstressful, being influential with people energizes
you. Your desire for social power is often evident in the prestige associated with your position,
including the people whom you know and with whom you socialize or the visible status symbols
in your work and personal environments. You like to be the center of attention. As a result, you
look for opportunities to be the spokesperson or presenter of new ideas, grand initiatives, and
noteworthy projects that energize people by emotionally capturing their hopes and aspirations.
What makes negative, stress-filled situations for you are occasions when you experience a loss
of significant social influence. You feel stressed and anxious when you lose the freedom to be
spontaneous and improvise in ways you view as necessary to be influential. As a result, you avoid
or quickly exit from situations that might cause this to occur. Perceived threats often include
difficult relationships, complex work tasks, or people who take things for granted. Your natural
response is to avoid involvement with highly restrictive people and role responsibilities.
NATURAL TALENTS AND STRENGTHS AT WORK—WITH TASKS
• Inspiring, convincing spokesperson and goodwill ambassador
• Willing delegator and interactive team player
• Being open to new, varied inputs, information, and possibilities
As a person with the Id DISCposition, your articulateness and natural interest in people may lead
you into interactions-focused roles, such as sales, promotions, entertainment, media, and public
relations. You tend to be an inspiring, convincing spokesperson for whatever you choose to
support. You can sell ideas and initiatives with ease and conviction.
Sami Ben Lassoued

DISC PROFILE 2011
Because of your naturally high interest in people and strong personal distaste for dealing with
details, you are a willing delegator. You tend to delegate details and complex action items to
people whenever you can. You may at times delegate tasks to people who are not always
qualified to handle the work. As a result, you are happiest in jobs that enable you to get out of
the office and be involved with a variety of people and situations that do not bog you down with
a lot of repetitive, detailed, complex work.
In LEARNING SITUATIONS you prefer to be given concrete, specific pieces of information—or
parts of ideas—that allow you to slowly take in what needs to be learned. These are more easily
learned when they relate to the steps that are needed to solve practical, real problems. Once you
have the how, you want the immediate opportunity to actively experiment with those ideas and
skills to internalize the learnings. The best learning opportunities are those that show and help
you put your ideas or visions into actions. Being a pragmatic learner, what you learn is what helps
you translate your talk into action.
In DECISION-MAKING SITUATIONS you tend to make decisions on the spur of the moment
because you get caught up in the mood of the moment. This can be especially true if you are
involved in new ideas that spur people’s hopes, dreams, and energies. You make decisions very
quickly, usually in or after conversations with people, and are concerned with concrete, short-
term actions.
In situations that require CHANGE, you usually feel that change is just the “thing” for you. You
like brevity and variety in your work situations. Slow-paced routines and details drain your energy.
You enjoy staying current with the latest gossip, trends, and fads. In fact, new ideas or initiatives
are a great way to clear your head and break old habits.
Sami Ben Lassoued

DISC PROFILE 2011
INCREASING YOUR PERSONAL EFFECTIVENESS AT WORK—WITH TASKS
1. As a person who has the Id DISCposition, you are a classic “generalist” who prefers to stay
broad, not getting too deep into specialized knowledge or expertise. You prefer to move
ahead with new or different ideas and opportunities. However, you need to stay as current
on changes in technology, products, or services you represent as you do on gossip, trends, or
fads. You should not appear by those you seek to influence as concerned with obvious, yet
unimportant, issues. You need to appear knowledgeable in order to be seen as trustworthy.
Increasing your in-depth knowledge in key business areas can help you manage the tendency
to overpromise and underdeliver.
• Ask those who know your work and who care about you to critique your knowledge of
the technology, products, or services you represent. Ask if there are areas that you should
know more about. Listen, take notes, and ask them who could teach you, if needed.
• Make time, on a constant and frequent basis, to learn a new business skill, concept, or
idea. Make sure that the new learning is directly connected to the technology, product,
or service you represent. Put this time on your calendar and call it an investment in the
development of your own intellectual capital.
2. As you have read, following up on details and routines can drain your energy. This preference
for doing other things with your time means that you do not plan or structure your time,
choose priorities, or use a well-paced approach to the work you need to accomplish. You tend
to choose things based on who is talking to you or what seems like a fun thing to do. Become
more attentive to structured, planned activities that get you and others the desired results,
including following through on details, procedures, and analytical processes.
• Before starting the day, ask yourself, “What has to be accomplished today?” “What has
to be done first, second, third, etc.?” “What criteria am I using to make the choices?”
“What is it I am choosing today that will give the impact I want in the long run?” “What
am I choosing to do first, second, third, etc.? Why?” That which is easy for you might be
best left until last.
• Examine your day. Decide which part of the day you are at your best. When is your energy
the highest, and when is it the lowest? Some people are at their best in the morning,
some in the afternoon, and some in the evening. Once you have decided your peak times,
examine what needs to be done during the day. What tasks take large amounts of energy
and which are easy to do? Do those things that are hardest during the peak time of your
day. Do those things that are the easiest when your energy is at its lowest.
Sami Ben Lassoued

DISC PROFILE 2011
3. You tend to lack enthusiasm or motivation when you need to accomplish tasks that do not
involve people, such as paperwork or email. Many times, you underestimate the time it takes
to get them done. You may have to improve the way you estimate the tasks’ complexity and
the time and resources that are needed to achieve outcomes. Although this is not your forte,
take the time to determine what tasks, activities, and resources need to be accomplished
before you act. Become more adaptable at following through on key tasks, be a more
inclusive and analytical listener, and assess key factors in the situation that significantly
increase your own performance potential.
• Take an hour of your time and, instead of working on a project or talking to someone,
look at how you plan and perform your non-people tasks. Ask yourself, ”What could I do
differently to more realistically and effectively estimate what it will take to achieve this or
a different outcome?” Brainstorm the steps that need to be accomplished. Then sequence
them. Once you have given it your best shot on paper, ask someone whom you respect as
a planner to critique your ideas. Practice planning!
• Examine some projects that you worked on in the past. Write down those things that
worked and did not work. Of the things that did not work, see if there were any patterns.
Could you create a list of things that you need to look for because of the way you tend to
work? Put the learnings somewhere in your office or workplace to remind you.
NATURAL TALENTS AND STRENGTHS AT WORK—WITH PEOPLE
• Being socially adept—cordial, confident, and poised
• Being talented in deflecting objections, criticisms, and resistance
• Having the ability to deal with a variety of people
You use informal power, through your naturally outgoing preference, to persuade people. You like
to talk people into things by using your social adeptness, as well as by working your network of
relationships and contacts. You tend to be socially adept, cordial, confident, and poised when you
are in social situations.
Sami Ben Lassoued

DISC PROFILE 2011
You are naturally smooth at counteracting and neutralizing objections and resistance. By using
your optimism and “can-do” spirit, you help others look at the future possibilities rather than at
the objections, which can be the primary focus of the conversation.
You enjoy working with a variety of people and situations, which makes you the ideal person
for meeting people, setting first impressions, and developing goodwill for the organization or
concepts you represent. You find new initiatives and situations challenging but, at the same
time, stimulating. Through your inspirational, facile, and people-oriented approach, you use your
natural talents of being cordial, poised, and confident to achieve your results.
In CONFLICT SITUATIONS you tend to become stressed if the confrontation is people- or
interpersonally-based. Confrontation can be difficult for you because you give your trust
to people and want them to trust you, which is a fundamental basis of your relationships
with others. Conflict often quickly drains the trust and goodwill from relationships you have
established and makes it hard for you to accomplish your outcomes. You may become soft and
evasive in conflict situations. You may even “walk away from it all.”
When COMMUNICATING with others, you enjoy direct, informal conversations that are
positive, persuasive, and inspirational. You want to be well-spoken and enjoy others who express
themselves well. You enjoy networking with others and being a spokesperson.
You may find formal memos or letters hard to read or write. You may sometimes have to be
“chained” to the desk or computer to read or write. Paperwork and emails are a necessary
evil that you wish you did not have to do. You prefer face-to-face meetings first and phone
conversations second.
When GIVING OR RECEIVING RECOGNITION, you enjoy being recognized by others in public
for the things you have done. Prestige and status symbols are important to you. You enjoy perks,
status, and mementos of past accomplishment. You enjoy photos of special moments or photos
of you and famous influential people you have met.
Sami Ben Lassoued

DISC PROFILE 2011
INCREASING YOUR PERSONAL EFFECTIVENESS AT WORK—WITH PEOPLE
1. As an individual with a people-oriented pattern, you seek affirmation, acceptance, and
inclusion with and through your relationships with others. Confrontation is, therefore, a
problem for you. You tend to become pliable and disengaging when you feel pressured by
others, which you initially do to save face with people and keep open all options to find a
better solution to the conflict. You may fear rejection and exclusion by an individual or group
more than anything else. Learn to be less emotional when you experience conflict. Learning to
be more rational and objective can help you be more effective.
• Think back to the last time you were in a confrontation with someone. Recall the feelings
of fright, panic, hurt, or anger that surrounded this experience. Now think about the issue
or topic that precipitated the confrontation. Recall the thoughts you did not verbalize
because you were hurt or afraid. If you expressed those thoughts at the time, could you
have been more effective? If yes, then how can you be more rational in the future?
• The next time you are in a confrontation, find ways to slow the conversation down instead
of attacking from your feelings of hurt. Paraphrase what you heard the other person say.
Do not go to the “what are we going to do about it” phase until you have helped yourself
and the other person get to the feelings created and experienced in the moment. You
will never find the strategies for fixing the problem until feelings have been expressed.
You might even want to take a time-out and allow both parties to cool down. When the
issues are values-based, not style-based, retreating does not serve your sense of integrity.
Standing firm on a value that is important to you might be just what you need to do.
Sami Ben Lassoued

DISC PROFILE 2011
2. Your compatibility with others in task situations is low because you place a low priority on
details, logical analysis, and risk assessment. You tend to leave details to the “accountants and
lawyers.” However, you could learn more if you were more tolerant and accepting of people
who have different perspectives, skills, and interests. Learn to work more effectively with
those who differ most from you—those with either more task-oriented needs for accuracy and
logic or those who appreciate routine and proven, established practices. As an unstructured,
spontaneous person who prefers informal, people-oriented relationships and interactions, you
may not truly appreciate someone who is thinking-based.
• When you are in the midst of a planning phase or a problem-solving session, make an
effort to include people who are introverted and exude logic, rationality, and accuracy.
Watch how they analyze the issue or problem. Use their ideas to strengthen your efforts
and learn to duplicate what they did if possible. Thank them for their help.
• When planning a project, ask yourself, “Who, besides me, will be affected by the
outcomes?” “Whose commitment is needed to assess the downside risks of this idea?”
“Whose expertise can help me understand the needed steps and the sequence of those
steps?” A way to help you learn how to think like a planner is to surround yourself
with planners, ask for their help, and take their advice. Use their skills to augment your
tendencies to not enjoy this aspect of work.
Sami Ben Lassoued

DISC PROFILE 2011
3. Another way you can increase your effectiveness with people at work is to learn to control
your emotions, subjectivity, and need for approval. Becoming more analytical and procedural
when facing conflict with others could help you let go of your need to be emotional. Some
psychologists make a distinction between feelings and emotions. Feelings are those sensations
in your body that you have to certain experiences, e.g., blushing or the adrenaline rush that
comes from a fearful sight. Emotions are the interpretations you place on the sensations
experienced. You may think the sensations and experience are bad, awful, or undesirable in
the future. What is changeable are the interpretations, not the sensations.
• Find a quiet spot where you will not be interrupted by others. Bring some writing
materials. Think back to the last confrontation or negative emotional experience you
had. Reconnect with the context and issues that gave rise to the experience. As you
reconnect, try to remember how your body felt. Where were the sensations of tension,
fear, or anxiety located? In your stomach, chest, shoulders, neck? Those sensations are
not emotions. Now try to name the emotions. Were those emotions called hurt, rejection,
or sadness, for example? Realize the difference and write it down. Remember that the
conclusions do not have to influence the way you act in the future.
• Take the time to explore your need for approval. Ask yourself, “Where does it come
from?” “What role models did I have who also had an above average need for approval
and affirmation?” The need for approval is basic in everyone and makes social interaction
desirable. Ask yourself, “What purpose does it serve for me?” “What would it mean if I
were to never receive it from others again?” “How would I cope?” “What other sources
of meaning could I find for my life?” Find other sources of meaning. Not every person
with whom you interact has to like you or care about you.
UNDERSTANDING YOUR COMPATIBILITY WITH OTHERS
Based on experience and research, some DISCpositions may evidence higher or lower levels of
tension because of opposite DISCpositions of others. These tensions vary in task or interpersonal
situations, as well as in favorable or in unfavorable or stressful conditions.
The chart on the next page gives a description of those DISCpositions that are more or less
compatible with your DISCposition, given a task or interpersonal situation.
Sami Ben Lassoued

DISC PROFILE 2011
When expressing your Id DISCposition, generally your
TASK Compatibility SOCIAL Compatibility
Low with a D Moderately low with a D
Low Di Moderately high Di
Low Ds Moderately low Ds
Low Dc Low Dc
Low I High I
Low Id Moderately high Id
Moderately low Is Moderately low Is
Low Ic Moderately low Ic
Moderately low S Low S
Moderately low Sd Moderately low Sd
Moderately low Si Moderately low Si
Moderately high Sc Low Sc
Low C Low C
Low Cd Low Cd
Low Ci Moderately low Ci
Moderately high Cs Low Cs
While specific compatibility with other DISCpositions may vary, you can see that generally you
show little compatibility in TASK situations. This may be because you do not enjoy working with
a task focus and tend to leave the details up to others. You must develop some versatility and
become more task-focused when necessary.
In SOCIAL situations you are most compatible with I, Id, or Di DISCpositions. It is just possible
that the C and S DISCpositions do not “schmooze” well and, at times, your skills make it tolerable
for them. Compatibility is a two-way street, which means the incompatibility must be overcome.
Both parties must work to do so.
Sami Ben Lassoued

APPENDIX DISC PROFILE 2011
© 2009 The Ken Blanchard Companies and Life Associates, Inc. All rights reserved. A–1
OVERVIEW OF ALL 16 DISCpositions
The 16 most common combinations of the four basic DISCpositions are described on the
following pages. Each DISCposition description consists of a snapshot, self-motivator(s), and de-
motivator(s).
The PRIMARY D DISCpositions
#1—D DISCposition
Snapshot
Your approach can be summarized as direct-acting and focused intensively on those tasks or activities that are of
personal interest to you. You get energized by being involved in undertakings that have a large or unique impact—
especially when you are in charge or are a key player or, preferably, when the undertakings are your own. Your
natural tendency is to act, take charge, and create change in order to gain personal satisfaction. You enjoy a fast-
paced environment that responds to your interests. In contrast, you have little tolerance with slower-paced people
and environments and tend to be quite demanding of others. You also want other people to handle those details and
follow-through actions that both disinterest you and you view as more appropriate for them to handle.
You are especially comfortable in roles where you can make the decisions and take the lead, such as entrepreneurship
or negotiating deals or situations.
Self-Motivator(s)
Being in a position to exert your personal power to significantly shape and impact tasks, initiatives, or ventures that
are of interest to you
De-Motivator(s)
Not being in a position to significantly exert direct and swift control, especially when it affects your own personal
success in those activities you decide to undertake
#2—Di DISCposition
Snapshot
Your DISCposition essentially involves a direct, action-oriented approach to dealing with both tasks and people.
While your primary focus is on achieving tasks, you are drawn to those tasks that you can best accomplish by either
directing people or working with and through them to get your desired results. You tend to attract people who are
drawn to you by your charisma and self-confidence. You can also be sensitive when working with people to get the
results you want. While you are comfortable with people, you view relationships as a practical way for getting results
through them.
You are especially comfortable in roles that primarily involve deciding or leading and secondarily influencing others.
Self-Motivator(s)
Continually getting the results you seek on your own terms
De-Motivator(s)
Being blocked by others, undermined, undervalued, or vulnerable in ways that negatively affect the achievement of
your desired results

DISC PROFILE 2011 APPENDIX
A–2 © 2009 The Ken Blanchard Companies and Life Associates, Inc. All rights reserved.
#3—Ds DISCposition
Snapshot
You are primarily direct-acting and task-focused, with a secondary relating tendency. You are constantly focused
on your goals and aspirations and trying to make them happen. You realize that this includes consistently and
predictably achieving the results and expectations that others may have of you and diligently trying to deliver on
these. Meeting the expectations of others fits with your own sense of self-satisfaction when you can achieve these
personal accomplishments for which you also hold yourself accountable.
As part of your industrious, take-charge, doer approach, you thrive on being in constant motion as you become
totally immersed in the things you want to accomplish. In contrast, you get frustrated when things slow down or
interfere with the schedule and plan for achieving targeted results. You enjoy working alongside, being involved
with, and relating with people as part of this process. Other people appreciate your own demonstrated hard-working
approach and willingness to pitch in where necessary to get the job done. In summary, your approach is driven by
producing—the more and faster, the better.
You are especially comfortable in roles where you make decisions and are in a lead position while also participating
directly in the implementation, such as the use or allocation of resources and accomplishing work or projects.
Self-Motivator(s)
Personal accomplishments that increase and preferably are also somewhat new and different
De-Motivator(s)
Failure to achieve your own expected personal achievement levels
#4—Dc DISCposition
Snapshot
Your DISCposition is the most task-focused of all the DISCpositions. You are especially motivated to explore and
achieve new frontiers and breakthroughs that others have not—or at the least, ones that you have not yet pioneered
for yourself. You prefer using a more direct approach to reach your task objectives. However, when faced with
obstacles, threats, or pressures, you tend to become somewhat more indirect—the more risky, the more indirect. This
indirectness is simply a tactical shift on your part to explore other creative ways for achieving what you want, not an
act of settling for anything less.
Since you seek control over people, situations, and processes, accommodating others is typically a personal strategy
to “willingly lose battles only if necessary to make sure I ultimately win the war.” Because of your high task-oriented
and low-relating approach, you tell people what you want them to do and how to do it. You can be quite critical and
demanding—not just of others but also of yourself—especially when under pressure.
You are especially comfortable in roles where you are primarily the decision maker or leader and secondarily when
you are conducting the overall plan or evaluating and making changes based on actual results.
Self-Motivator(s)
Ongoing personally chosen opportunities that produce significantly greater, new, and preferably unique results
De-Motivator(s)
Actions or situations that limit or interfere with meeting your own targeted success expectations and efforts

The PRIMARY I DISCpositions
#5—I DISCposition
Snapshot
Your profile is the most outgoing and interpersonal-focused of all the DISCpositions. You are a warm, fun-loving,
and people-oriented individual who is comfortable providing both recognition and approval to others, while also
seeking the same from them for yourself. You are energized by opportunities to be with others in social and casual,
lighthearted situations. You enjoy connecting with others, learning about them, and participating in experiences with
them. You especially enjoy chances to share your own interests, feelings, hopes, and experiences. You “come alive”
when you are with others and feel your interaction with people is your most important task.
You are especially comfortable in interpersonal roles where you can communicate with people, for example by
networking or harmonizing with them.
Self-Motivator(s)
Personal popularity and recognition gained from your interactions with people
De-Motivator(s)
Failure to gain or maintain others’ recognition or approval
#6—Id DISCposition
Snapshot
You have a direct approach that involves connecting with others, as well as focusing on tasks that are important
to you. You demonstrate an enthusiastic, optimistic, confident attitude with almost everyone you meet. You have
a variety of interests and are continually attracted to new opportunities. You become easily bored by routines,
repetitiveness, and too many details or complications that limit you from pursuing your interests. You seek prestige
and can be quite persuasive as you verbalize a convincing approach. In the final analysis, people are more important
to you than tasks.
You are especially comfortable in roles that require a strong communicator and influencer of people and secondarily
as a leader or decision maker, such as a spokesperson, symbolic leader, or promoter and representative of an
organization’s products or services.
Self-Motivator(s)
Being influential with people
De-Motivator(s)
Personal restrictions on you, including freedom to pursue opportunities that interest you

#7—Is DISCposition
Snapshot
The essence of your DISCposition is your focus on relating with people. While you are naturally more comfortable
acting in a more direct, outgoing way with people, you tend to become more reserved and low-keyed when you
are anxious, afraid, stressed, or in a pressure-filled situation. You are an inclusive person who wants others to feel
comfortable and supported, especially by you. You are comfortable expressing yourself easily and listening to others.
You have a strong desire to please people and can be hurt at times by those from whom you expect support. As a
result, you try to avoid difficult, conflicted, or unnecessarily complex situations and relationships that are more risk-
prone.
You are especially comfortable in roles that best fit with your natural talents, including those where you can primarily
influence others through your warm, friendly communications and approach and secondarily participate with them in
activities or projects.
Self-Motivator(s)
Personal sense of well-being and happiness gained through multiple friendly relationships
De-Motivator(s)
Inner tension caused by disapproval, disagreements, or personal criticism
#8—Ic DISCposition
Snapshot
Your approach is direct and outgoing. You are interested in both relating with people and achieving tasks that are
important to you. You tend to be naturally curious and interested in a variety of things, especially those that involve
people and offer excitement or new opportunities. As a people-oriented thinker, you seek balance between the
inner processes of thinking and feeling, and between being both analytical and sensitive to others. You are socially
competitive and want to impress people with your personal talents, including your sensitivity, diplomacy, and
composure. While you are outgoing and informal, you also have an inwardly cautious second nature that tends to
become accentuated when you are faced with difficult choices or pressure-filled situations.
You are especially comfortable in roles where you can influence others primarily through your communications
practices and secondarily by your talent to organize, diagnose, and evaluate situations.
Self-Motivator(s)
Looking good, both to others and to you
De-Motivator(s)
Public embarrassment, especially with others whose opinion you consider to be important

The PRIMARY S DISCpositions
#9—S DISCposition
Snapshot
Your approach is indirect and you focus on people. You enjoy working with others where you can provide meaningful
service or support. This is especially true when it involves completing predictable, repeatable routines. You enjoy
being proficient at activities that enable you to function in a dependable and systematic way. You seek continuity in
both relationships and conditions. You are mild-mannered and unassuming.
You are especially comfortable in roles where you can be involved in the actual implementation of services, tasks, or
projects with others.
Self-Motivator(s)
Stability by being included in ongoing relationships that enable you to make successful use of your talents
De-Motivator(s)
Changes or risks that disrupt your sense of security, continuity, or position
#10—Sd DISCpositions
Snapshot
Your DISCposition involves an indirect, but industrious, task-focused orientation. You are a natural action-oriented,
get-the-task-done implementer. You demonstrate a busy approach to situations. While moderately supportive, you
tend to become more controlling when producing or completing important established objectives. You prefer to have
more independence in controlling resources or conditions that are key for achieving your expected results.
You are especially comfortable in roles where you are primarily involved in the actual implementation as a hands-on
doer and secondarily have a say in the decisions that are made along the way.
Self-Motivator(s)
Increasing personal accomplishments, initially measured by achieving more and, later on, by accomplishing bigger
things
De-Motivator(s)
Failure to reach targeted objectives, especially those you have personally set for yourself

#11—Si DISCposition
Snapshot
At your core, you are one who cares about others. Your DISCposition is one of the most accepting of all
DISCpositions. You prefer a casual, friendly, and more reserved approach in your relationships with others. You
become more direct with others when you are very comfortable with them. You try to meet your own needs by
being of service to others through positive and caring actions. You enjoy helping relationships where you can make
a difference by listening, understanding, caring, or assisting. And, you avoid highly tense or difficult situations where
confrontation is not wanted.
You are especially comfortable in roles where you are both directly involved in the implementation process and able
to positively influence others through your communications with them.
Self-Motivator(s)
Acceptance and genuine appreciation both from you to others and them to you, typically involving multiple “good-
will” relationships
De-Motivator(s)
Loss of approval by others or dissension and conflict between you and others
#12—Sc DISCposition
Snapshot
You demonstrate an indirect and quite reserved approach. You prefer a limited number of predictable, lower-risk
relationships where you can focus on selective, controllable tasks. You are detail-oriented and operate best in a
structured environment with routine practices. You dislike ambiguity, surprises, and change. You prefer to focus on
a few specialized, well-defined areas of interest and expertise by carrying out familiar routines and accepted ways of
doing things.
You are especially comfortable in informational types of roles where you primarily have hands-on involvement in
implementing tasks or projects and secondarily are involved in planning, structuring, or evaluating.
Self-Motivator(s)
Steady progress and success involving objectives or tasks in your area of specialized interest
De-Motivator(s)
Unexpected, unwanted changes and unmanageable demands

The PRIMARY C DISCpositions
#13—C DISCpositions
Snapshot
Your DISCposition is the most indirect and formal-acting. As a task-focused individual, you are energized by your
own preferred interests. You also prefer to follow your own processes and practices for completing tasks or activities.
You feel comfortable when you are analyzing or determining the solution and method for achieving it. Facts, dates,
and details are resources you use for implementing decisions and capitalizing on your logical problem-solving talents.
You have a strong need for personal privacy and seek freedom from significant entanglements or unnecessary,
unwanted complications.
You are especially comfortable in roles where you can plan or evaluate tasks, projects, or activities.
Self-Motivator(s)
Meaningful opportunities to be correct and accurate
De-Motivator(s)
Personal criticism of your work, other practices, or results
#14—Cd DISCposition
Snapshot
Your DISCposition is task-focused with a strong need for control, which you prefer to satisfy through indirect tactics.
You like to work either independently or in ways where you can exert control through various mechanisms, such
as your role or procedures. Where possible, you minimize or avoid personal exposure, antagonism, or risk in your
involvement with people. You are motivated by designing or developing original, quality work. However, you tend to
become more directive, extroverted, and blunt in task situations when you are in control.
You are especially comfortable in roles where you are primarily planning, structuring, or evaluating progress and
secondarily making related decisions and exerting the leadership required to assure targeted results.
Self-Motivator(s)
Independent success and continuing progress for your own key interests and objectives
De-Motivator(s)
Unmanageable external demands or undesired changes affecting your objectives and plans

#15—Ci DISCposition
Snapshot
Your approach is a more complex combination of differing tendencies. The strongest is your indirect, selective, and
cautiously task-oriented, controlling tendency. Next is your tendency to be more direct when relating with people.
You are highly analytical, as well as sensitive, and relate well with people when you choose to do so. However, you
also like to spend time in a more independent, private manner that includes a limited number of relationships. You
are motivated to do well in terms of both quality and accuracy, but you are also quite resistant to doing things that
do not interest you.
You are especially comfortable in roles that involve diagnosing, assessing, and structuring. You tend to do well at
influencing others through your communications strengths.
Self-Motivator(s)
Achievement of your own self-selected objectives by your own standards of success
De-Motivator(s)
Personal embarrassment or diminished sense of self-importance due to failure to accomplish or do well as you see it
#16—Cs DISCposition
Snapshot
You demonstrate a very reserved, inward-acting approach that is driven by your need for indirect control through
self-directed processes and procedures. You try to perfect those tasks in which you get involved. Your need to do
things correctly makes you limit the number of commitments and working relationships that you undertake at any
one time or, perhaps, at all. You comply with others when it is needed to minimize conflict or other problems that
might interfere with the objectives and standards you want to achieve.
You are especially comfortable in roles that involve primarily planning, structuring, and evaluating and secondarily
implementing work or activities.
Self-Motivator(s)
Predictable accomplishments achieved through a steady-paced, precise approach
De-Motivator(s)
Limitations placed on your own personal expectations

DISC-Sami April 2015

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