brenda dierolf

Brenda DierolfOctober 17, 2021

Welcome toYour DISC

At Ramsey Solutions, we’re all about clear and effective

communication. We’re even known to over communicate at times.

We’re on a mission to disrupt culture, change lives, and provide hope

—and that’s why it’s important for everyone to be on the same page

and working together. DISC helps us do that. That’s not because it’s

some magic formula for productivity. It’s because DISC is a simple and

powerful tool to help us understand more about ourselves and the

people on our teams.

Now it’s your turn to learn more about yourself and the way you work!

Keep in mind that the results you’re going to see are based on your

responses in the assessment. Your results can vary based on a lot of

factors (including your mood today), so don’t get too freaked out if

you don’t feel like a word or phrase describes you. Also, you might

view some of the qualities you see as negative, but that’s not true!

Being aware of all the parts of who you are and the way you work will

help you become a contributing member of the team.

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YIELDING

UNOBTRUSIVE

PEACEFUL

WARM

MAGNETIC

ENTHUSIASTIC

PATIENT

CHANGE-RESISTANT

LOYAL

INDEPENDENT

STUBBORN

FLEXIBLE

Brenda’s Results

Based on your DISC Profile,these words probably describe you:

DECISIVE INTERACTIVE STABILIZING CAUTIOUS

20% 98% 80% 47%

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D I S C

D: Low I: Very High S: Very High C: Low

Before you dig into understanding your results, it’sa good idea to know a little bit about DISC and whywe use it.

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What IsDISC?

An Original IdeaMany people think the DISC assessment is a trendy new thing. But it’s beenaround for a long time as a proven behavior model that helps peoplecommunicate better with each other, especially team members workingtogether.

The original idea for DISC came in 1928 from Dr. William Moulton Marston,who was super smart and had a Ph.D. in psychology from Harvard. He hadthis crazy idea that behavior and communication are connected. We credithim with what we now know as DISC, even though he never meant for hisresearch or his book Emotions of Normal People to be used to create abehavioral assessment.

And here’s a fun fact:And here’s a fun fact:In addition to his research on behavior, Dr. Marston was

known for the creation of the lie detector and the WonderWoman character. Seriously! Communication, lie detector, and

the lasso of truth—yep, he’s got a theme going.

No LabelsOver the years, DISC turned into the four-part behavior model we usetoday. It’s important to note that DISC is more a measure of behavior thanpersonality. DISC stands for Decisive, Interactive, Stabilizing and Cautious—the four areas of behavior it measures. Keep in mind that these aren’tlabels. They’re indicators of how a person will normally tend to respondand communicate.

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How DoesRamseySolutionsUse DISC?

Better TogetherLike we said, DISC isn’t meant to label you or put you in a box. Instead, ithelps us get to know potential team members and understand how youmight communicate in your role. The DISC assessment you’re about to takewas customized by us. We made our own version of DISC based on Dr.Marston’s research, and we’ve made sure it’s accurate by testing it with ourcurrent team members.

It’s important to know that we don’t use your DISC results to predictwhether you’ll be successful at Ramsey Solutions. Because let’s be real, weall have quirks—things we like and don’t like about ourselves and ways wetypically respond in certain situations. DISC helps us understand thosehabits in ourselves and others—and lets us recognize the best ways to worktogether and communicate with each other.

Here’s a fun fact for you:Every DISC type can be successful here. At Ramsey

Solutions, our team members—and even our leadershipteam—represent all four DISC behavior styles workingtogether to complete our mission: to provide biblicallybased, commonsense education and empowerment that

give HOPE to everyone in every walk of life.

Why Is DISC Important?Why Is DISC Important?We’re all wired a little bit differently —and that’s okay. Understanding how that affects yourbehavior will help you communicate and collaborate better with your team, your leaders, your familyand even strangers—pretty much anyone. DISC puts all that together in an easy-to-understandmodel. And for Ramsey Solutions, better communication helps us get work done—work that matters.

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As you review the next few pages, keep in mindthat the DISC assessment doesn’t measure yourintelligence, values or skills. It focuses on the waysyou will naturally talk to and work with otherpeople. You can think about it this way: DISC is justa tool—a guide—to help you if you use it well. Now, a little more about you...

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Your DISCtype

Brenda, you’re identified as aVery High I and Very High S

The following statements are a gooddescription of you:

You communicate easily and fluently with others.You notice others quickly and help them feel comfortable.You take direction well—when you trust your leader.You’re a patient, calm and gentle person trusted by others.

Your StrengthsCommunicationPresentationsOrganizationCollaboration

Your TendenciesTeam collaborationDevelop ideas in groupsLike to think in quietPrefer focused work

It’s kind of crazy how much that sounds like you, right? We hear that a lot!But don’t stop now. There’s more information about you on the next page,so keep reading.

Your Personal Results

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D I S C

Your DISCtype

Your EnergizersThe things that energize and motivate you include:

Winning as a teamOut-of-the-box thinkingWork being acknowledgedResearching

Your DrainersThe things that negatively impact your productivityinclude:

No voice or input on a projectSlow daysConfrontation and disagreementUnclear expectations

Your Blind SpotsThings you should beware of include:

Trying to please people rather than reach the right outcomeNot recognizing others get uncomfortable with less structureWithdrawing when feeling threatenedA lack of hunger for a project

That’s pretty much you in a nutshell (or two).But remember, DISC is used mainly as a tool to help team memberscommunicate better with each other. Your preferred style ofcommunication is described on the next page, so keep reading.


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D I S C

Your DISCtype

Here are the ways you probablyprefer to communicate.Keep in mind that not everyone likes to communicate the same way you do.

Since you are a [Very High I and Very High S], hereare some statements about how you preferto communicate:


You find it easy to be inspirationaland enthusiastic.

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You’re great at selling your ideasand visions.

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You tend to talk a lot—and find it easy todo so.

3

You prefer one-on-one conversations andvalue trust.

4

You would rather listen than speak andtend to respond only after carefulconsideration.

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D I S C

Alright, you’ve read a lot of information about you.Now it’s time to learn some things about all theother people on your team. When you know wheresomeone falls within the DISC types, you can adjustthe way you communicate with them. That way, weall get along better!

The next set of pages will help you understand themain characteristics of each of the DISC types.You’ll also learn how to best work andcommunicate with each type.

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Understandingthe DISC types

You are a Low D

The D TypeStrengthsHigh D team members are focused, task-oriented, hard-charging drivers.They’re all about not wasting any time getting things done—so don’t get intheir way. They often tell rather than ask, and they judge based on results,not words. They can get loud and angry, thinking it will get things done.(And it probably would—if they were talking to other High D teammembers.) They can be demanding, self-confident and fast-paced. Butdon’t be offended. They’re just trying to accomplish a task.

WeaknessesHigh D team members can cause hurt feelings—but it’s not intentional.They may come across as aggressive, blunt or rude even though theyaren’t. They can be limited by their lack of humility, which others may seeas arrogance. They tend to leave out too many details in order to get to thepoint. Sometimes they’ll direct others so forcefully that they shut down anyquestions that could identify potential problems.

Natural Response to ConflictFrustration. Under pressure, a High D can show a lack of concern for othersbecause they’re so task-focused. They may also become more demandingor abrasive when under stress.

Strong-WilledHard-ChargingDeterminedQuick to Act

Task-OrientedCompetitivePioneeringBig-Picture Focused

AuthoritativeProblem SolversFocused and Get StuffDoneDirect and Forceful

High D "Decisive" team members areHigh D "Decisive" team members are

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How To Work with aHigh D Team Member

Their Main QuestionWhen? They focus on when something is going to happen.

CommunicationBe clear, specific and concise. Focus on the facts. Be direct—don’t rambleor waste their time. Make sure you’re organized with your thoughts, goalsand requirements.

MeetingsSchedule meetings only when you have to. Keep them brief and comeprepared with an organized agenda. Results are more important than theprocess—so show them results.

EmailEmails should be brief and to the point. Keep the reading to a minimum.Use bullet points.

Giving FeedbackGet straight to the point about anything that needs improvement oradjustment and set a deadline for when this should happen. Send a short,bulleted email as a reminder. Your feedback should be direct and includeclear action steps.

Dealing with ConflictBe up front, clear and concise. Handle any conflict right away instead ofletting things simmer. Expect to hear exactly what the High D is thinkingand feeling. After talking to the High D, send an email with a short,bulleted recap of what you discussed.

Simon CowellMichael JordanAdeleMadonnaGeneral Patton

Bernadette in Big Bang TheoryMonica in FriendsDwight Shrute in The OfficeGimli in The Lord of the RingsPrincess Leia in Star Wars

Famous High D PersonalitiesFamous High D Personalities

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You are a Very High I

The I TypeStrengthsHigh I team members are people-oriented and super relational. They’re thelife of the party! They like being a part of a team—and being the center ofattention. They’re quick to strike up a conversation, hand out praise, andentertain others. They’re the ones who know what’s going on witheveryone else, and we don’t mean in a gossipy way (because we don’t dothat here). They have a can-do attitude and are generally focused onpositive outcomes for any project. They’ve got a knack for expressing theirideas and getting others on board. They enjoy collaborating on a projectmore than they like focusing on the details.

WeaknessesHigh I team members can be so impulsive that they overlook details. Theymay be poor time managers and organizers. Because they’re so people-oriented, they can easily get their feelings hurt. Sometimes they can be tootalkative and lack focus—even in the middle of a conversation. They mayeven come off as silly to those who don’t understand their High Itendencies.

Natural Response to ConflictCharm. Under pressure, a High I can act overconfident or set unrealisticexpectations. They may rely too much on their speaking abilities whenoverly stressed.

People-OrientedRelationalImpulsiveEntertaining

PersuasiveExpressiveOutgoingOptimistic

ExtrovertedFast-MovingPeople PleasersEncouraging

High I "Interactive" team members areHigh I "Interactive" team members are

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How To Work with aHigh I Team Member

Their Main QuestionWho? They focus on who is involved with something.

MeetingsMeet in person whenever possible—even if it’s a spontaneous face-to-faceget-together. Plan more time to allow for personal conversation. Talk abouttheir ideas, goals and insights. Avoid asking them for too many details in ameeting, but let them respond with details in writing after it’s over.

EmailStart with a personal note or greeting so your email doesn’t come across astoo businesslike. Keep emails casual and friendly and focus on the bigpicture. This is not the place to put all those important details. Close withwarmth and encouragement.

Giving FeedbackChat with them personally first so they know you care about them (askabout their family, weekend or interests), and then identify what needs tobe addressed. Be direct and to the point but offer plenty ofencouragement. Follow up with a short email as a reminder.

Dealing with ConflictMake sure they understand how you feel about them before you tackle theissue: "You know I like you, but . . . " Deal with conflict intentionally withoutarguing.

Kevin HartDolly PartonJim CareyAmy PoehlerElvis Presley

Penny in Big Bang TheoryChandler in FriendsMichael Scott in The OfficePippin in The Lord of the RingsHan Solo in Star Wars

Famous High I PersonalitiesFamous High I Personalities

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You are a Very High S

The S TypeStrengthsHigh S team members don’t like conflict—to the point that they run awayfrom it. They enjoy roles where they know exactly what the process andstandards are. They love being part of a team and will be loyal, protectiveand trusting of team members. High S team members need time to processand will likely respond the next day with a carefully worded email. Theydon’t want to pick the wrong place or wrong thing. Their decision to say"wherever you want to go" is a decision. They will choose you overthemselves—really. And they’ll put up with a lot of things just to keep thepeace.

WeaknessesHigh S team members want to avoid all forms of conflict. They resist changeand lean on others when it has to happen. Under pressure, they canbecome too accommodating and say yes too easily, resulting in beingovercommitted. They communicate in an unemotional manner and may beperceived as unexpressive or detached. They may be too hard onthemselves and often take constructive feedback personally.

Natural Response to ConflictResist change. A High S fears the loss of stability. It’s often hard to tell whenthey’re upset, but don’t be fooled: High S team members have emotions—you just won’t see them often. When faced with conflict, they may shutdown, or it might seem like they aren’t taking things seriously.

FriendlyConsistentHard-WorkingOptimistic

PleasantRelationalCalmProtective

StableCollaborativeProcessorsCareful

High S "Stabilizing" team members areHigh S "Stabilizing" team members are

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How To Work with aHigh S Team Member

Their Main QuestionWhy? They focus on why something is being done.

MeetingsMeet in person and bring a prepared agenda. Break the ice in a friendlyway. Ask their opinions and ideas, but give them time to process and speaktheir thoughts. Rushing straight into business will push them out of theircomfort zone.

EmailEmails should be warm, sincere, friendly and personal. Clearly identifyexpectations and deadlines.

Giving FeedbackMake sure to ask questions about how they feel (they can be hypercritical ofthemselves) and then address the issue by asking, "What are your thoughtson what we can do to improve this issue?" That lets them have buy-in.Explain your feedback thoughtfully.

Dealing with ConflictGo slow and be intentional. Encourage them, ask them how they thinkthings are going, and then say, "I like you. I want you to be here, but wehave something we have to work on." Be very clear. Let them processbefore you expect a response—even if that means waiting until the nextday. Follow up with them to see how they’re feeling about what you talkedabout, and don’t be surprised if they’d rather respond with an email.

Nicole KidmanHalle BerryJimmy FallonCarrie UnderwoodMartin Luther King Jr.

Rajesh in The Big Bang TheoryRachel in FriendsPhyllis Vance in The OfficeFrodo in The Lord of the RingsLuke in Star Wars

Famous High S PersonalitiesFamous High S Personalities

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You are a Low C

The C TypeStrengthsHigh C team members are analytical, factual and detailed—and they loveprocedures. But they’re really resistant to change. They’re often motivatedby opportunities to gain knowledge, show their expertise, and producequality work. They prefer to solve problems through research and analysis.When a High C team member sends you a long, in-depth email, they’re nottrying to impress you with a bunch of details. They’re showing you they’vedone their homework. When they offer a suggestion, they’ve generallythought it through and put in a ton of research.

WeaknessesHigh C team members don’t manage stress or pressure situations well andcan seem rigid. They won’t volunteer to share their own opinion unlessthey know the subject really well. They can come across as critical of others.They’d rather send an email instead of talk to you face-to-face.

Natural Response to ConflictFacts and details. Under pressure, a High C can come across as being toocritical. They usually take a passive approach to conflict and will often seemdefensive. They may isolate themselves or overanalyze the situation.

PerfectionistsTask-OrientedSystematicStructured

CarefulAnalyticalAccurateStable

CautiousResearchersTactfulFactual

High C "Cautious" team members areHigh C "Cautious" team members are

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How To Work with aHigh C Team Member

Their Main QuestionHow? They focus on how something is going to get done.

MeetingsDon’t schedule too many meetings, and when you do, bring along a formalagenda.

EmailEmails need to be clear, detailed and factual. Close with a call to action.

Giving FeedbackThey prefer written communication that has logical reasoning and details.They need to know you’re in their corner before you can focus on anyissues. They want to improve and get better. Follow up on previousconversations, explain how they can improve personally or on a task, andtalk about the expected results. Be collaborative.

Dealing with ConflictThey need all the facts related to the problem so they can troubleshoot thesituation. They probably even already know the issue exists. Give them aplan of action and time frame for when you’d like it done. Work together.

Condoleezza RiceAlbert EinsteinBill GatesJerry SeinfeldMartha Stewart

Sheldon in The Big Bang TheoryRoss in FriendsAngela Martin in The OfficeLegolas in The Lord of the RingsObi-Wan Kenobi in Star Wars

Famous High C PersonalitiesFamous High C Personalities

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You’ve read a bunch of information about DISC, butyou may be thinking, How does all of this comeHow does all of this cometogether in real life?together in real life?

Great question. Why? Because your team is madeup of all the different DISC types. You all workdifferently—with unique motivations and questions—even when working on the same project. Readthis story and identify which group reflects the wayyou work and communicate.

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Let’s imagine that onemorning Christy Wrightwakes up with the brilliantidea to build a bridge.She hasn’t thought it through completely. She doesn’thave the answers to all the when, why, who and howquestions. But she knows the bridge is important, soit’s going to get built. She just needs to get her teamon board.

Christy is a Very High I, so she wants everyone to workwell together and enjoy this project. She’s also a HighD, which means she wants this project to get goingand get finished. So as soon as she gets to the office,she calls her team together.

Christy calls in all the High-D team members firstand says, “Hey, you know what we’re going to dotoday? We’re going to build a bridge.”

All of the High D’s respond, “Cool! We’re on it!”

They head out to go build a bridge. They grabdynamite, blow stuff up, and order supplies—and giveeach other a lot of high-fives. Christy knows she cantrust her High D group to take action and get stuffdone.

So, why did the High D’s get to work so quickly?Because Christy answered their main questionwhen?She told them they were going to build a bridgetoday, so they got busy and focused on the results ofbuilding the bridge.

Next, Christy calls in all the High-I teammembers. These are her people—they really enjoyhanging out together. So, after 15 minutes of chattingwith everyone about all the things they did over theweekend, she gets everyone’s attention and says,“Hey, y’all. We’ve got a great project today! We’regoing to build a bridge. It’s going to be so much fun!”

All of the High I’s respond, “Cool! This is going to befantastic!”

And off they go—doing a conga line to some bumpin’party music. They start ordering inflatables andinviting people to a bridge-building party. They maynot have any details, but they know it’s going to beone heck of a party! Christy knows her High I teammembers will get people involved and get thingsdone (while still having fun).

Bridge BuildingBridge Buildingwith thewith theDISC TypesDISC Typeswith Christy Wright

Christy Wright Ramsey Personality#1 National Best-SellingAuthor and Speaker

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So, like the High D’s, the High I’s immediately went towork. Why? Because Christy answered their mainquestion—who? They knew Christy wanted them tobuild the bridge, and they couldn’t wait to get thingsstarted so they could get to work with all their partypeople.

Next, Christy calls in all the High-S teammembers. She says, “Hey, y’all, you know whatwe’re going to do today? We’re going to build abridge.”

All the High-S team members start asking questions.“Why are we building a bridge?” “You know therewill be some problems building this bridge, right?”“You know we’re going to offend some people bydoing this.” “So, what’s the plan?”

This group isn’t instantly excited like the High D’s orHigh I’s. But that makes sense because High S teammembers can be resistant to change. And Christydidn’t take the time to answer their mainquestionwhy?

So Christy changes her approach and explains, “Weneed to build a bridge because the old bridge isbroken. Without a safe bridge, people living on theother side can’t get supplies and food.” By answeringtheir main question, Christy gets a completelydifferent response from her High S team members.They may not be visibly pumped like the High D’s orHigh I’s, but now they’re on board and ready to get towork. As soon as they know the why, they dive into allthe safety regulations around building bridges andresearch the most durable and efficient bridgedesigns.

Finally, Christy calls in all the High-C teammembers. She says, “Hey, you know what we’regoing to do today? We’re going to build a bridge.”

Again, the energy level in the room is pretty low. Allthe High C’s are focused on their questions—but veryfew of them are asking their questions out loud. “Whatkind of bridge—concrete, steel or wood?” “Is itsupposed to face north to south or east to west?” “Willit be a suspension bridge, a beam bridge or an archbridge?” “How many lanes does it have?”

When someone does finally speak up, the message is,“You don’t know anything about building bridges, doyou? Maybe you should do some research before weget started.”

For a group of High C’s, though, their response makessense. They’re confused because Christy didn’taddress their main question—how?

Thankfully, Christy sees the looks of confusion andremembers that High-C’s love—and need—a lot ofdetails. She sits them down and gives them as muchinformation as she can: “We’re going to build a four-lane, steel suspension bridge from east to west. I’vedrawn up an early sketch, but I need your help with allthe details.” Now she gets a completely differentresponse because she answered their main question(how?), provided some basic details, and trusted themto develop the rest of the plan.

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The answer is:All of them.You want all of them towork together to build thevery best bridge possible.

So, which groupdo you send tobuild the bridge?

That’s DISCThat’s DISCin action!in action!

You need the High D team membersinvolved because you want to get thingsdone. You don’t want to talk about this fortwo weeks—you need it done now.

D

You need the High I team members involvedbecause you want people to have fun andenjoy the work they do during this project.

I

You need the High S team membersinvolved so everybody can get along andunderstand why we’re building a bridge.

S

You need the High C team membersinvolved because you want all the detailscovered for the bridge to be safe, functionaland within budget.

C

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We asked our own team members and leaders atRamsey Solutions to share how DISC impacts theway they work with others on their team. Theirinsights highlight the impact DISC can have on teamdynamics.

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What RamseyTeam MembersSay About DISC D

High D"DISC helps me with meeting prep. For example, if I’m meeting with a HighC, I know I better have my t’s crossed and i’s dotted. If I’m meeting withHigh S team members, I need to slow down, get to know them, and spendtime on the front end building rapport."

"I tend to work with quite a few High S and High C folks. Knowing the DISCof individuals in meetings or on teams helps me to slow down and remindmyself that I need to be operating differently in different situations.Honestly, it also helps me know how much recovery time I need after ameeting based on the personality types in the room."

IHigh I"Whenever I start a longer presentation to a group that doesn’t know eachother, I always put a fun question at the beginning to engage the group.For example, in November: What’s the most overrated Thanksgiving dish?It’s silly, but it makes me feel more connected to the group and allows meto be a better presenter and more engaged with them."

"When I have a meeting scheduled, I look at the other person’s DISC toknow how to approach them. For example, if someone is a High D, I realizehe or she doesn’t want to chitchat."

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What RamseyTeam MembersSay About DISC S

High S"DISC insights are helpful in knowing who in the meeting needs all thedetails and who just wants the CliffsNotes version."

"As a High S, I prefer longer, more detailed information. However, when Icommunicate with High D leaders, I know to keep those emails very brief,to the point, and use bullet points. I cut everything down the bare-bonesbasics."

CHigh C"In a group meeting, I realize there are some who don’t want as muchdetail. So, I give bullet points but have the details ready. When I’m askedabout something specific, I hit them with the details."

"I’ve used DISC to understand how folks like to receive communication.I’ve found modifying my style to suit who I’m talking to is far more effectivethan simply giving information in the way I would prefer to receive it."

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Your DISC style is unique to you. You’ve learnedabout how you best communicate with others—andyou’ve learned some important things about theDISC types. Take a few minutes to consider yourtakeaways from DISC.

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YourTakeaways

What do you think?

Describe your reaction to your DISC description of you andyour communication style.

What are some specific strengths you bring to your team?

What are some areas you need to be aware of or thingsyou may need to guard against? Why?

What’s something you’ve learned from DISC that you canuse to improve your performance and your role as a teammember?

How could your unique style help you succeed on yourteam and in your organization?

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