3 Common DISC Misconceptions
1. Confusing adapted behaviors with natural behaviors
(Two aspects of DISC)
In DISC results, you get an analysis of your behaviors in your adapted and natural styles. In environments of high stress, we all tend to adapt our behaviors to deal with problems, people, the pace of events, and procedures.
Most of us show up differently when stressed. But when someone feels like their work environment demands behaviors other than their natural behaviors, the situation may become extremely stressful and unsustainable. If the adaptation is strong enough, colleagues may mistake a person’s adapted behavior style for their natural style.
You can sometimes tell if someone is in their adapted behavioral state if they seem out of sync. From my experience, people who have gone through trauma may have an easier time picking up on that incongruence than others.
The need to adapt behaviors in certain situations is so common that there are memes all over the internet about it.
Distinguishing between adapted and natural behaviors is essential both for individuals and for the people who work with them. Long-term adaptation may lead to a reduction in employee engagement and well-being.
2. Confusing behaviors with driving forces
(Confusing DISC science with the science of the 12 Driving Forces)
Many people are already familiar with DISC but often confuse behaviors with motivation or talents. DISC assesses how you show up, CliftonStrengths assesses your natural talents--how you think and process information and experiences. The Six Motivators and the 12 Driving Forces measure your motivation to do something or the “why” of what you do. The most important thing to note is that you can observe behaviors without an assessment but only have a hunch about strengths, motivators, and driving forces.
When I was giving a presentation to a group of real estate professionals, a woman in the audience exclaimed, “Now I get it! This makes so much sense!” She explained that she had worked for more than one company that used DISC results to align employees with jobs that fit them. She expressed that over and over again, her higher measure of D (Dominance) was mistaken for Commanding on the 12 Driving Forces. Those with high scores in Commanding tend to be “front-of-the-room” leaders and thrive in positions where they can take command. This was the exact opposite for her. She was low in Commanding but higher in Collaborating. She had no desire to be in charge. Her higher D score reflected how she dealt with problems and challenges. She didn’t shy away from problems, she was fast-paced and got a lot done, but she did not like being in charge, giving presentations, or carrying the responsibility of the organization on her shoulders.
Unfortunately, for years the DISC assessments she took were not paired with motivators or driving forces, and she suffered because of it. She told me her past results seemed to fit her in so many ways that she just assumed there was something wrong with her when she didn’t measure up to the expectations of her results.
Observing someone’s behaviors is not the same as understanding their strengths, motivators, drivers, tendencies, or biases. The DISC model measures four areas of behaviors: how someone responds to problems and challenges, people and contacts, pace and consistency, and procedures and constraints.
DISC is the “how,” not the why. Motivators, driving forces, tendencies, strengths, and acumen measure aspects of “why” someone does something. Assigning motivations or strengths to someone based on behaviors is not only inaccurate but can be detrimental to their well-being, especially when they are using assessments to gain self-awareness and improve emotional intelligence. It is essential to maintain this distinction between behaviors (“the how”) and strengths, motivators, drivers, tendencies, and acumen (“the why”).
3. Overapplying DISC to everything
(Confusing DISC with all other sciences)
When many people learn DISC and start to observe behaviors in the wild, they get excited about now having a tool to categorize their observations. However, this excitement sometimes results in people taking DISC too far and trying to use it to describe everything about a person rather than just their behaviors.
One of the most common examples of over-applying DISC is the misconception that only extroverts can be leaders. While extroverts often show up in a way associated with strong leadership, being extroverted describes a person’s behaviors – not their strengths or motivation. It’s impossible to predict how well someone will lead by looking at only their behaviors.
Introverts can be strong leaders if they have the right strengths, driving forces, motivators, and acumen. Similarly, an extrovert can have difficulty leading. For example, if they have high levels of bias, as shown on the ACI, they may not have the necessary clarity to make effective decisions, or if they have a low level of Commanding on the 12 Driving Forces, they may not enjoy the responsibility of being known as the leader.
Beware of the trap of boxing people into their behaviors. DISC is only a piece of the puzzle.
Summary
DISC assesses observable behaviors
The 12 Driving Forces assess what energizes and stresses you
Beware of confusing adapted behavior style with natural behavior style
Beware of confusing behaviors with motivators/driving forces
Beware of overapplying DISC and boxing people into their behaviors