Based on the answers to the previous questions, your “core” or “basic” behavioral style is what we call a High Dominant. Below are several descriptors of a High D:

The High D
Dominant, Driver, Choleric

Famous High D's

Remember, the DISC language is based on “observable” behavior. Here are some famous high D's:

Barbara Walters

When any celebrity agrees to do an interview with Barbara Walters, one thing is sure – the tough questions will get asked. Barbara Walters is unafraid of asking the hard, personal questions. Her directness has taken her to the peak of her industry. Most celebrities consider it a career milestone to be asked to appear on a Barbara Walters special.

Michael Jordan

Is there any mountain in the annals of basketball history that Michael Jordan has not conquered? Anytime an opponent burned “Air Jordan” on one end of the court, you could easily predict that person would immediately see the bottom of Jordan’s Nikes on the other end of the court . . . as the ball went smashing through the hoop. In a recent issue of Time Magazine, the press covered Michael Jordan’s early retirement. Jordan said, “When I lose the sense of motivation and the sense to prove something as a basketball player, it’s time to step down.”

Rush Limbaugh

Unafraid to take charge or speak out on any topic, Rush Limbaugh lets you bow exactly where he stands on any issue (no matter how controversial). Words like egocentric, driven, ambitious, strong-willed, and determined can be used to describe Rush. With his strong will and passion for his beliefs, he rarely admits any error and, when confronted, will defend his position.

Emotion of the High D: Anger

Each of the four factors has an emotion linked to it. The emotion of the D factor is anger. A High D will tend to be quick to anger and have a “short fuse”. A person whose D factor is low will be slow to anger and have a “long fuse”. The higher the D, the shorter the fuse. The lower the D, the longer the fuse. By observing the intensity of the D’s emotion of anger, the D factor can be quickly assessed as high or low when observing someone.

Outstanding Characteristics of the High D

Need to Direct

High D's have an inherent need to direct. Extroverted people (High D's) will usually give their opinion in clear, specific language. If the group or discussion is moving a little slowly, expect the High D to step up to the plate and push the group along. Given the authority and responsibility, High D's can take you to new heights that previously were considered impossible.

Challenge

If a job looses its challenge, expect the High D to become somewhat bored. High D's must have a continual challenge – a mountain to climb! If there is no challenge, the High D will create one. When basketball no longer offered a challenge to Michael Jordan, he left the game.

Desire to Win

Living is winning. The High D is driven to win, both in the corporate world and on the golf course. Vince Lombardi’s famous quote, “Winning isn’t everything; it’s the ONLY thing”, is picturesque of the High D's approach to each situation. Other profiles desire to win but for different reasons. The High D's desire to win is related to being on top of the heap . . . proving it can be done.

Direct Communication

In dealing with people, High D's will be direct and to the point. Flowery words will usually not be present as they say what they think. High D's may unintentionally come across as being too blunt to some other behavioral styles. High D's will take issue if they disagree but will seldom hold a grudge. After they have spoken their mind, they tend to forget about it – no harm done. The High D is task-oriented and looks for results.

High Risk

The thrill of victory; the agony of defeat. The High D can be a high risk-taker, perhaps not considering the consequences. Not intentionally trying to hurt others, the High D does not consider failure as an option. Because of the high risk factor, the D needs others to supply enough facts and data to make sure the “jump” is a relatively safe one. Often, the high risk factor allows the High D to take you “where no man has gone before”.

The High D has the ability to juggle many balls at one time, but may lose interest in a project if the challenge ceases. Interested in the new, the unusual, and the adventurous, High D's usually have a wide range of interests and will be willing to try their hand at anything.

Recognizing the High D

Understanding that the DISC language interprets HOW we act, behavioral observation has proven that the following attributes usually apply to the High D behavioral style. Employ these cues to assist in quick recognition of the High D.

Quick High D Observable Indicators

Observable Behavior: "How the High D's Act"

Other Important Behavioral Clues

Utilizing the descriptors, the famous examples, and the outstanding characteristics, the High D behavioral style should begin to develop clearly in your mind. The DISC language is based on observable behavior. By opening your “behavioral eyes”, you will begin to notice the High D's around you.

Value of the High D to the Team

1. Bottom-line organizer

High D's are results-oriented. If given the authority, they will cut through all the needless steps and get the job done. Many of the paper pushing activities done in organizations add nothing to the value of the product turned out. Give a High D the job, set broad boundaries, and watch it happen.

2. Self-starter

Given the task, the responsibility, and the authority, High D's will work long hours to show you they can make it happen. No need to push them to get them going.

3. Forward looking

High D's focus on the possibilities of what can happen. Obstacles represent a challenge to be overcome, not a reason to stop. Expect them to go for the GOLD.

4. Places high value on time

High D's are driven for efficiency: quicker, faster, better. How much can be accomplished in the least amount of time? They will speed up others and the process, but expect other styles to resist the change and fast pace of High D's.

5. Challenge-oriented

A challenge is not an option for a High D. They MUST have a challenge. If there is a challenge, a High D will take it on. Regardless of how impossible, they will focus all their energies on making it happen. If the High D does not have a challenge, they will create one.

6. Competitive

Winning is everything. A competitive situation increases the positive energy of the High D. Departmental competition, sales competition, family competition, and sports competition all motivate the High D to perform even better.

7. Initiates Activity

The High D is the running back saying, “Give me the ball.” Not one to sit around and discuss options, the High D wants to (and will) initiate activity to get desired results.

8. Challenges the status quo

Unconcerned with the “way we’ve always done it”, the High D will reinvent the old way focusing on one-goal results. High D's will “rock the boat” in their quest for results and will find more efficient ways to get the job done.

9. Challenges the status quo

A fast mover, the High D’s focus on efficiency causes them to constantly be looking for shortcuts to get their desired results.

10. Innovative

Driven to results, challenges, and winning, the High D is forceful and direct. Anything other than winning is obviously losing, so the High D will be tenacious in overcoming obstacles to reach a goal.

Example: Captain Kirk on “Star Trek” altered the Star Fleet computer program in the “No Win Situation” and became the only cadet to ever win the “No Win”. When asked why he altered the computer program he stated, “I don’t believe in ‘no win’ situations.”

It’s very easy to see the value of High D's to the team. Their fast pace, results-oriented approach is often misunderstood, but with the proper understanding and management, the High D is a tremendous person to have around. Not having or wanting a High D on the team puts the team at a great disadvantage.

Based on the verbiage and descriptors given to this point, make a list of your associates who have a High D in their profile.

Ideal Environment for the High D

• Freedom from controls, supervision, and details
• Evaluation based on results, not processes or methods
• Innovative and futuristic-oriented environment
• Non-routine work with challenge and opportunity
• A forum for them to express their ideas and viewpoints

Communicating with the High D

• Be clear, specific, and to the point
  Don’t ramble on or waste their time
  
  
• Stick to business
  Don’t try to build personal relationships or chitchat
  
  
• Come prepared with all requirements, objectives, and support material in a well-organized package
  Don’t forget/lose things or be unprepared, disorganized, or messy
  
  
• Present the facts logically, plan your presentation efficiently
  Don’t leave loopholes or cloudy issues if you don’t want to be zapped
  
  
• Ask specific (preferably “What”) questions
  Don’t ask rhetorical questions or useless ones
  
  
• Provide alternatives and choices for making their own decisions
  Don’t come with the decision made or make it for them
  
  
• Provide facts and figures about probability of success or the effectiveness of options
  Don’t speculate wildly or offer guarantees and assurances where there is a risk in meeting them
  
  
• If you disagree, take issue with the facts
  Don’t take issue with the High D personally
  
  
• Provide a win/win opportunity
  Don’t force the High D into a losing situation
  
  
• Motivate and persuade by referring to results
  Don’t try to convince by personal means
  
  
• Support and maintain
  Don't direct or order

Motivation of the High D

• Allow them to control their own destiny and the destinies of others
• Give them the power and authority to achieve results
• Provide prestige, position, and titles
• Provide them with a vehicle to obtain money and material things that indicate success
• Allow opportunity for rapid advancement
• Maintain their focus on the bottom line
• Follow communication tips listed above . . . always
• Allow freedom from controls, supervision, and details
• Allow efficiency in people and equipment
• Provide new and varied experiences
• Provide challenges with each task
• Provide a forum for verbalizing

Managing the High D

• Clearly explain the results expected
• Negotiate commitments one-on-one
• Define rules
• Confront face-to-face in all disagreements
• Provide challenging assignments
• Train on understanding and being easier on people
• Assist them in learning to pace self and relax
• Train on understanding teamwork and participation
• Train on listening skills
• Make sure their emotional intensity fits the situation
• Plan advancement and a career path

Refer to your list of those you believe to be High D's. Carefully examine your communication strategies and motivation techniques to determine if there are areas in which you are mismanaging the High D. High D's will always be High D's. Your task is to bring out the best in them and to channel those energies to a win/win situation for all of the people involved.

Possible Limitations of the High D

The limitations listed for the High D are tendencies for the pure High D, which represent a very small percentage of the population. Each of these tendencies is altered by the position of the I, S, and C factors and by the individual’s values.

• Overstep authority
• Be too direct
• Be impatient with others
• Be argumentative
• Not listen well, be a one-way communicator
• Take on too many tasks
• Push people rather than lead them
• Lack tact and diplomacy
• Focus too heavily on task

The possible limitations of the High D are the opportunities for growth. The very strengths of the D overused can become weaknesses. The task is to make the High D aware of his/her strengths and weaknesses and train him/her to cognitively make the correct VALUE choices needed for everyone to win.

It is very important to note that the questions and results were provided by our partners at Target Training International, LTD (T.T.I.) and excerpts from the Universal Language Book DISC (authored by Bell J. Bonnstetter, Judy I. Suiter, & Randy J. Widrick).

As certified trainers for DISC, we must remind you that the information in this assessment, while most likely accurate, is not defining.

The value of understanding one’s self is just the beginning. Imagine being able to spot behavioral styles in others and know how to generate the best results. What a difference that could make in your annual sales!

If you'd like a professional sales coach to go over these results with you (along with strategies and tactics for your business) in a FREE coaching session, please fill out the form below: