Understanding your behavioral style is key to becoming a more effective leader, and each DISC style brings unique strengths and challenges to work.
Learn more through these personal and coaching insights shared by TTI Success Insights leaders and partners.
Direct Behavioral Style (High D)
People with a Direct behavioral style are ambitious, forceful, decisive, strong-willed, independent, and goal-oriented.
Viewed as natural leaders, you’ll likely find a lot of Direct people in executive roles. However, that doesn’t mean their natural tendency for decisiveness is always the best approach.
“The high D leadership style is direct and no-nonsense, which means we value efficiency and outcomes over small talk,” said John Wright of The DISC Agency. “However, this laser focus on results can sometimes make us appear blunt or impatient. If you’re Direct like me, you need to remember that not everyone thrives under pressure, and softer, more people-oriented personalities might need more encouragement rather than just direction. Learning to slow down, listen, and engage others in the decision-making process is key.”
Vanessa Boettcher, COO of TTI Success Insights, agrees: “I have a 100 score in Dominance, and I’ve learned that it’s all about best applying the strengths you get from your behavioral style. For example, I am a big-picture person, and I can bring good ideas and concepts, but I need help executing so I can complete all the projects I take on.”
Tip for Direct Leaders: Practice Active Listening
Balance your decisiveness with your involved interest in others. Take the time to engage your team in the decision-making process and adapt your communication to support different personality styles. Slowing down to provide encouragement can enhance team cohesion and effectiveness.
Reflective Behavioral Style (Low D)
People with a Reflective behavioral style are cooperative, low-key, modest, and mild. They tend to engage people by being agreeable and outcome-focused and prefer clear, precise, and thorough communication.
“As a Reflective communicator and leader, I prefer to operate behind the scenes,” shared Bobby Tyning, Vice President of Creative Services. “While creative work can sometimes be dictatorial in a crunch, I've found that a collaborative setting is always best. I never take all the credit for my team's success, and would rather recognize the achievements of others by spotlighting their individual contributions. I win when we all win.”
Reflective leaders might have trouble digging into conflict when it arises. They also might struggle to manage team members with more dominant behavioral styles, wanting to avoid friction. That, in turn, can cause the work to be diluted or misinterpreted.
“One of my clients’ is a fourth-generation business owner. Her natural Dominance score is 8/100, so throughout our coaching, she’s learned to use her voice by trusting her wisdom instead of stepping back and letting others drive decisions,” said Jalene Case, CEO and Owner of Jalene Case Consulting. “She does this by thinking ahead and processing as much as she can before a situation, so she can give responses more quickly in the moment.”
Tip for Reflective Leaders: Balance Collaboration With Decisiveness
While collaboration is key, don’t shy away from asserting your vision when necessary. Finding a balance between inclusivity and decisiveness will ensure your team stays aligned while maintaining efficiency.
Outgoing Behavioral Style (High I)
People with an Outgoing behavioral style are people-oriented, optimistic, and enthusiastic. They are creative problem solvers and are skilled at negotiating conflict.
Outgoing leaders are inspiring and motivating. They naturally energize and engage their teams, and build strong relationships to foster a positive work culture.
“I have a high Influence score, and I know Outgoing leaders excel at rallying people behind a vision,” said John. “That said, our optimism can sometimes lead to overlooking details or failing to follow through on execution. Balancing your natural enthusiasm with structured planning is essential. Surround yourself with team members who can help manage details and hold you accountable to deadlines.”
Jalene had a similar experience; “I know I can bring enthusiasm into the room and get clients excited about the work by helping them understand the value of learning about themselves and others,” she shared. “It creates a better team environment, but on the other hand, I know I can be perceived as superficial by more skeptical people by going too fast and bringing ‘too much’ emotion into interactions.”
Tip for Outgoing Leaders: Focus on Structured Enthusiasm
While your charisma can inspire others, ensure you're also setting clear expectations, following through on commitments, and enforcing accountability. Learning to embrace necessary details and direct feedback will make you a more well-rounded leader.
Some leaders believe they’re the reason why anything is working, and that’s just not true. It takes everyone to succeed, and I try to recognize that in my leadership. – Dave Bonnstetter, TTI Success Insights President
Reserved Behavioral Style (Low I)
People with a Reserved behavioral style are restrained, controlled, and reflective. They are considerate of the thoughts and feelings of others but that might not always be apparent in their communication.
Reflective leaders tend to be logical and objective; they prefer to rely on data instead of emotions when making decisions. However, their preference for minimal social engagement can lead to them being perceived as unapproachable.
“One client I coached had a very low Influence score as well as a high Compliance score,” Francis Eberle of Price Associates shared. “He worked as a controller in the business, but many of the salespeople with higher Influence scores avoided him due to communication difficulties. He was able to recognize his style and become more communicative about his concerns. This adjustment led to him becoming much more successful within the company and with his colleagues.”
One of the founders of TTI can shed light on his experience as a Reserved leader: “My Dominance and Compliance scores are high, but my low Influence score is something that also affects my work and relationships,” said Dave Bonnstetter, President of TTI. “I like to share the process of leadership and collaborate as much as possible—I don’t want to be the main speaker. I feel the same way when it comes to work because I understand I can’t do everything. Why not get the experts in there? Some leaders believe they’re the reason why anything is working, and that’s just not true. It takes everyone to succeed, and I try to recognize that in my leadership.”
Tip for Reserved Leaders: Create Personal Connections to Overcome Distance
Make an effort to connect with your team on a personal level. While your logical, structured approach is valuable, balancing it with more engagement and positive reinforcement will help you build stronger relationships. Recognize the talents of others and help them shine; you’ll get to stay out of the spotlight while helping your team feel valued.
Steady Behavioral Style (High S)
People with a Steady behavioral style prefer a slow pace, defined responsibilities, and clearly outlined expectations. They are considerate, compassionate, and accepting of others, but might seem indifferent or hesitant on the surface.
“As a Steady leader, I don't like surprises or chaos, so I do my best to plan for both,” said Suzanne Dmuchoski, Director of Learning & Certifications at TTI. “I always focus on multiple options for how things can get done; that way, I can pivot easily to accommodate the needs of the business and my team, while still serving my high S behavior. I like to think of myself as more consistent than slow-paced, so I have a more calming effect as a leader. People typically know what they are going to get with me, and I have a lot of patience for people.”
That patience might get overextended without caution; Steady leaders can put others’ needs above their own, leading to burnout or difficulty setting boundaries. They also might avoid conflict, prioritizing the comfort of their teams, which can lead to them struggling to address tough conversations or make difficult decisions that could upset others.
Tip for Steady Leaders: Trust Your Instincts, Push Your Approach
Step outside your comfort zone by embracing change and making firm decisions when needed. While your supportive nature is a strength, balancing it with assertiveness and a willingness to push for results will make you a more effective leader. Follow your instincts and then push past your discomfort to take your team to new heights.
Dynamic Behavioral Style (Low S)
People with a Dynamic behavioral style are highly adaptable and thrive in fast-paced environments, embracing new opportunities easily. Their action-oriented and decisive nature allows them to make quick decisions and drive progress efficiently. Unafraid to experiment and push boundaries, they are innovative and open to new ideas.
However, this preference for change and variety can create instability for teams. Their tendency to shift directions can be perceived as abrupt and lead to confusion or disengagement among team members.
“I have a low Steadiness score, and that combined with my high Dominance score allows me to make decisions that need to be made quickly,” said Dr. Ron Bonnstetter, Senior Vice President of Research & Product Development at TTI. “I tend to think fast and act fast, which can sometimes overwhelm others who prefer a steadier pace. Since I'm aware of this tendency, I make sure to surround myself with people who are able to see details that my quick judgment might miss. As a result, our team is able to make great decisions, together.”
Tip for Dynamic Leaders: Engage With Your Teams’ Needs
Slow down and provide consistency where it’s needed. Your ability to adapt will become more powerful when you’ve ensured your team has clear expectations that will help them stay engaged and productive. You can find out when to slow down and when to speed up by asking your team directly; find out where they need more room and where they are comfortable charging forward.
He was able to recognize his style and become more communicative about his concerns. This adjustment led to him becoming much more successful within the company and with his colleagues. – Francis Eberle, Price Associates
Precise Behavioral Style (High C)
People with a Precise behavioral style are dependent, neat, careful, and compliant. They want to get the job done right and thrive on establishing routines and processes to follow in the workplace. Their problem-solving mindset helps them tackle complex challenges with a methodical approach, and their commitment to excellence pushes teams to maintain high standards.
“My High Compliance score allows me to assess situations, fill in where needed, and keep things moving efficiently,” said Ryan Miller, Chief Product Officer at TTI. “I approach others with logic and patience, ensuring discussions stay clear and productive without getting caught up in emotions. I always feel like I can look at a situation and help fill the holes based on our available resources. I’m more collaborative than authoritative.”
However, Precise leaders may struggle with perfectionism, setting extremely high standards for themselves and others, which can create undue pressure within a team. Their analytical mindset often leads to slow decision-making as they seek complete accuracy before taking action. They may be reluctant to delegate, fearing that others won't meet their expectations, which can result in micromanagement.
Tip for Precise Leaders: Balance Perfection with Progress
Strive for excellence, but set clear “good enough” thresholds for different tasks. While some situations require extreme accuracy, others benefit from efficiency and speed, so prioritizing tasks helps maintain momentum.
Pioneering Behavioral Style (Low C)
People with a Pioneering behavioral style are independent, unconventional, and outspoken. They excel at adaptability, innovation, and big-picture thinking, making them well-suited for fast-paced environments that require quick decision-making.
It can also lead to inconsistent follow-through, shifting priorities, and difficulty adhering to strict rules and processes. Because they prioritize speed, they may make impulsive decisions without fully analyzing potential risks. They often resist documentation and organization, relying heavily on others to handle execution.
"Rules are guidelines, not barriers. As someone with a low C behavioral style, I thrive in the unconventional,” shared Shaunna Adinolif, Partner Experience Manager at TTI. “I see possibilities where others see procedures. I value flexibility over rigidity, innovation over repetition, and independence over strict structure. Creativity thrives when we challenge the norm, but I have learned that sometimes my resistance to structure can get me into trouble. While breaking the mold may lead to innovation, I have to remind myself that some rules exist for a reason!"
Tip for Pioneering Leaders: Follow Through on Commitments
Avoid jumping between ideas without completing what you started to ensure consistency and reliability. Using tools like deadlines, accountability partners, or project management systems can help maintain focus and organization. When your initial excitement fades, revisiting the purpose and impact of the project can reignite your motivation.
Effective leadership is all about understanding and embracing your unique behavioral style while recognizing areas for growth. By leveraging your natural strengths and addressing potential challenges, you can cultivate a leadership approach that drives results and fosters a positive and engaged team culture.
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