BUSTING MYTHS ABOUT DISC PROFILE

DiSC has remained on the front lines of the human resource and consultancy landscapes. However, users can undermine the efficacy of the tool if they try to look for the best DiSC profile. The DiSC tool encourages self-awareness, natural talent, and areas of improvement. It cannot render a comprehensive analysis of peoples’ dynamics.

A DiSC cannot explain some aspects of human behavior beyond what it’s designed to estimate. Consultants, coaches, and HR specialists who view people’s tendencies through the microscopic lens of DiSC fall prey to many mistakes as it overlooks other components of human personality. Continue reading to learn more about the myths about the DiSC profile.

BUSTING MYTHS ABOUT THE DISC PROFILE – KEY POINTS OF DISC PROFILES

1. DiSC Lacks a Detailed Personality Profile
   • While DiSC is referred to as a kind of personality test, it only assesses behavior. Human personality goes an extra mile beyond the realm of four DiSC behavioral tendencies. It does not cover aspects such as values, beliefs, thinking priorities, communication styles, emotional maturity, sense of humor, etc. DiSC only focuses on one aspect of humans how we act or communicate. Thus, DiSC offers a powerful tool to study a part of human dynamics.
2. DiSC Cannot Predict High-Performance or Nonperformance
   • The diSC cannot accurately foresee who will shine through or mess up in a particular task. It only estimates typical behavioral styles but not skills. It cannot predict job productivity-we don’t have the best DiSC profile for any role. All personality types within DiSC can sail through any profession, managerial or leadership position, or sales. However, DiSC supplements other assessment tools to render an objective and scientific benchmarking to determine if a person is a perfect fit.
3. D’ Style Chiefs Have a Thin Skin
   • You can have a blend of different DiSC styles. High-ranking Ds tend to fall out with their colleagues due to their outspoken, frank, and aggressive attitudes. Most leadership consultants and HR specialists may pin down candidates with a high-level D. However, people with a high D have other driving forces such as emotional intellect, core motivators, expertise, and EQ.

SOME MORE POINTS TO CONSIDER:

1. DiSC Programs Can Develop the Best DiSC Profile
   • The DiSC theory underpinning a vast majority of products works on the conventional concept postulated by William Marston. However, DiSC programs differ from one application developer to another. However, DiSC programs use various questions, levels of precision, and training techniques. DiSC programs offer means to hone behavior, communication skills, and relationships. Other sciences of human behavior come into play and equip learners with broader capabilities and a variety of solutions.
2. High D’s and I’s Make the Best Pitch-Persons/Leaders
   • People with high I traits make the best salespeople due to their excellent interactive skills. However, not all I’s possess traits like sociable, friendly, warm, and passionate. Some in this segment exhibit selfish, narrow-sighted, disruptive, impulsive, and nagging attitudes. The practical value can allude to more, but this depends on motivation but not DiSC.

THE BOTTOM LINE

The grandeur in this article is the need to avoid a myopic view when studying a candidate’s behavioral profile and creating the “big picture” with multiple assessments. Organizations attain this by integrating sciences meant to complement DiSC by providing informative nuggets of information with integrated feedback.