In reality I scored a high “I” and a low “C”. Although greatly oversimplified, the DiSC test offered an interesting insight into my management orientation. Prior to taking the test I identified myself as purely analytical, with a tendency to influence others. Yet, the test revealed a reverse of these dimensions of behavior. Taking into consideration my own self-assessment and that of the DiSC test, I believe that my “I” and “C” attributes lie in balance with each other.
What I found most helpful about the test were the action plans for each of the dimension of behavior. These explain the type of organization and measures required for each management orientation to be successful. In my case, concentration, quick and objective decision-making are key to transforming me into an effective manager.
The DiSC test can be quite useful in gauging an individual’s management orientation, especially when we consider how little time it takes to complete. The test might be most helpful to developing managers, such as middle managers, in pinpointing weak spots in their management style and making instantaneous improvements to increase efficacy of the organization. Whereas CEO’s, CFO’s and upper management might find this test too shortsighted, provided that it generalizes and separates dimensions of decision-making behavior into distinct profiles. On the level of personal interactions the DiSC profile system can be quite accommodating, especially if each individual involved is familiar with other’s dimension of behavior. If these individuals are in the know about each other’s weaknesses and strengths, they can cooperate and act as facilitators when such a need arises, consequently creating synergy and greater value. I haven’t applied any insight I’ve gained about my managing approach from the DiSC analysis, but I’m quite certain that once I do, my personal relationships will undergo a positive change.
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