Log in to continue to your results.
No account yet? Take a test and create one for free
The vertical axis is pace, the horizontal one is focus. The marker shows where you stand on the map.
You combine openness with warmth, so people feel good around you and are glad to stay. You can give credit, back people up and keep the atmosphere good without drowning anyone out. The risk is the difficult subject: you would rather go around it with a joke or a kindness than open it up - and what stays unsaid comes back.
You take your energy from people. An idea only comes fully alive once you have talked it through with someone - and few people walk away from you without wanting in.
You carry all four styles inside you, only the proportions differ. This is how strongly each of them shows up in your behavior, sorted from the most pronounced.
The score shows how strongly each style shapes your behavior, not its quality or your ability. The comparison is approximate.
The four styles fold into two axes that say the most about your behavior: how fast you move on things, and whether you look at the task first or at the person.
Neither rushing nor endless deliberating. You can speed up when it is needed and wait just as easily when waiting makes sense. The weak spot of that balance is that your pace often ends up being set by everyone else.
You read the people and the atmosphere first, the brief itself second. It makes you good to work near, but it also means you put off the unpleasant things longer than is healthy.
There is a wide gap between your strongest and weakest style. Some modes sit far in front and show in almost every situation, others stay so far back that you never switch into them on your own. Where the environment suits you it reads clear and strong, but outside it, people notice the mismatch before you do.
8gap between 1st and 2nd style 36profile spreadWhat your leading style means in practice, where it helps you and where it holds you back.
Contagious enthusiasm, ease in making contact, and the ability to sell an idea even to an audience that did not buy it at first. In a stuck team, you can restart the mood.
You start more things than you finish, and details slip through your fingers. A strong need for recognition can also steer you away from what is right toward what goes down well.
You enjoy talking, you talk vividly, and you think out loud. The risk is that the floor goes mainly to whoever else is talking - the quieter colleague never gets into a debate that is already rolling.
You work best among people, on things with visible impact, and with room to improvise. Solitude, routine and long paperwork drain you.
Under stress you talk even more and promise faster than you can deliver. When the words come with a sting that nobody noticed your work, it is time to slow down and finish something.
Sales, marketing, PR, training, HR, media - anywhere the work is with people and the ability to inspire pays off.
Dominance is your weakest style, so conflict, pressure and fast decisions are your last resort. The moment somebody needs to be stopped, an unpleasant no needs saying, or a call has to be made without full information, your instinct will be to put it off a little longer. In situations like that it pays to bring in someone with a strong D, or at least to set yourself a deadline after which you decide with whatever you have.
The lowest score is not a flaw of character. It only marks the mode you will not get into on your own, which is exactly why it pays to know when to bring someone else in for it.
The most common friction does not come from anyone doing something wrong, but from a difference in pace and in what each person needs to hear. Here is how to deal with each style when your primary style is Influence.
Get to the core fast and talk about the result, not the road to it. Save the enthusiasm for later; you win them with a concrete benefit and by leaving the decision to them.
Two enthusiasts hit it off within a minute, but the meeting often ends without a conclusion. Agree in advance who delivers what and by when - and write it down so you both have something to hold on to.
Ease off on the pace and the volume. They need time to think it over and reassurance that things will not change overnight; ask for their opinion directly, because they will not volunteer it.
Enthusiasm does not count as an argument with them. Bring numbers, documentation and a concrete plan, give them time to check it, and do not take their questions personally - those questions are exactly how you earn their trust.
The previous chapter was a guide for you. This one runs the other way: tips that help colleagues of the other styles when they deal with you. Feel free to send it to them, it saves work on both sides.
For a colleague of the Dominance styleAcknowledge their enthusiasm before you get to the point. You gain an ally who will sell your plan to everyone else - just give them room to talk.
For a colleague of the Steadiness styleGive them room to talk and get excited, and only then write down together what actually holds. Appreciation said out loud works better with them than you would expect.
For a colleague of the Conscientiousness styleDo not open with objections. Acknowledge the idea first, then add the facts and ask what the two of you will do about the risks - otherwise you become their permanent brake.
DISC is a popular model of workplace communication, not clinical diagnostics. It describes a way of behaving, does not measure ability or performance, and comparisons between styles are approximate. Take the result as a prompt for reflection, not as grounds for making decisions about people.
This test is for self-discovery purposes and does not replace professional psychological assessment.
Česky
Slovensky
English
Polski
Deutsch
Español
Magyar
Italiano
Português
Nederlands