Assessment · based on the DISC model
Working style mapped onto a circle, not sorted into a box.
DISC describes how a person prefers to decide, influence, pace and check work. It reads behaviour, not worth: no position on the circle is better than another, and two people with opposite profiles can both be excellent in the same job. What it gives a team is a shared vocabulary for the friction they already feel.
You receive
Eight scales sit at fixed points around a circle. Each is a blend of the two either side of it, which is why the result is a position rather than a label.
Direct and fast to decide. Comfortable taking charge when a call has to be made and someone has to make it.
Drives at pace and carries people along. Persuasive once the goal is clear, impatient once it is not.
Outgoing and expressive. Builds momentum through enthusiasm, contact and talking the problem out loud.
Warm and encouraging. Holds a group together while it moves and notices when someone has dropped off the back.
Patient and dependable. Steady output, a calm response to pressure and a strong preference for keeping commitments.
Methodical and reliable. Prefers an agreed method to improvisation and will follow one long after the excitement has gone.
Precise and analytical. Checks the detail before committing and would rather be right slowly than wrong quickly.
Exacting and decisive. Sets a high standard, holds it, and expects the reasoning to stand up to scrutiny.
You rate 36 statements about how you typically work. There is no time limit and no right answer.
Then eight blocks of four statements, choosing which is most and least like you. Forced choice makes it harder to answer as the person you would like to be.
Both formats are combined onto two axes and resolved to a single point on the circumplex, the quadrant it falls in, and one of eight style profiles.
The two axes underneath the circle are the fast–measured axis and the task–people axis. Every statement the report makes about a person is derived from where those two land, never from a single answer.
Sample output
The strongest scales set the quadrant, and the quadrant sets the style profile. Each of the eight profiles carries a written description, the strengths it tends to bring, the blind spots that come with them, and development actions that are specific enough to act on this month.
Where a whole group has taken it, a team report shows the spread across the circle: where the group is crowded, where it is empty, and what that predicts about how it will handle a decision under time pressure.
Gives a crew a shared, neutral vocabulary for a friction that everyone already feels and nobody has words for.
Names the gap between the person who wants the decision now and the person who wants the tolerance checked first.
Shortens the months a manager would otherwise spend working out how each person prefers to be briefed and chased.
Rigour
A behavioural profile describes preference, not ability. It is not a measure of intelligence, integrity or fitness for a role, and it should never be the sole basis for a hiring, promotion or exit decision.
Work Style Profile