Author about himself : “I have been working for the company “SLG Thomas International” with the personnel tool “Thomas System” for more than 5 years. I am engaged in technical support for clients, as well as translating program components into Russian. My articles are based on practical experience and real problems that are encountered every day our clients."

Have you ever encountered similar situations? An employee whose salary is above the industry average again asks for a raise, another leaves the company where he worked for several years and mastered his job “from scratch” to competitors who offered a slightly higher salary, a third is offended when he accidentally learns about the size of his colleague’s annual bonus, and talks colorfully about the advantages of another company. Material motivation - in our relatively young labor market, it is still the dominant type. And often the only one, because, as one famous aphorism says, “...but you always want to eat.”

The need for material motivation is undeniable. You can talk as much as you like about the loyalty of the company’s employees, inspire them with non-material rewards (such as the title “best employee of the month”, Honor Board, etc.). If people get too little, it won't be very effective. But if the salary of your employees corresponds to the industry average, and there are no other motivating factors, a wide springboard is created for the situations from the first paragraph to arise. What to do? What measures should you take to not only retain your employees, but also motivate them to achieve maximum results? There are no universal answers here, just as there are no two identical people. One will be happy if his work is noted at a general meeting of employees, while the other will only experience embarrassment (especially if we are talking about a large team and some kind of response is required from him). Someone will save the image of the Honor Board with their name “for history,” while others will avoid it because they don’t like to be photographed at all.

An individual approach to motivation undoubtedly gives the best results. But how much time will you have to spend thinking about the leading motivating factors for each employee? At the same time, it’s good if your company’s staff does not even reach 10 people, then when developing individual motivational programs, “the game is worth the candle.” What if there is more? It is unknown how many employees you will lose while you search for the optimal individual approach through trial and error.

For more effective motivational work, you can use any of the existing psychological typologies. After all, by planning motivation options for each type, you will reduce the amount of work several times. The motivational options below are based on the DISC typology.

Reference: The founder of the DISC theory is Dr. Marston, who published the book “The Emotions of Normal People” in 1928, in which he described the theory of behavioral (personality) assessment. He placed people's behavior on two scales, dividing their actions into active and passive, depending on the individual's perception of the environment, which can be antagonistic or friendly.

By placing these axes perpendicularly, Marston received four squares, each of which described a behavioral model (personality):

DOMINANCE- active positive behavior in an antagonistic environment. The desire to achieve goals despite environmental opposition.

INFLUENCE- active positive behavior in a favorable environment. Influencing others to get a positive response.

STEADINESS- passive understanding behavior in a favorable environment. Stability in completing tasks to maintain the “status quo”.

COMPLIANCE- passive adaptive behavior in an antagonistic environment. Acting to high standards to avoid problems or mistakes.

It is reasonable to note that all people at certain times in life exhibit all four qualities mentioned, and also that each individual develops his own way of life, preferring certain forms of behavior and giving less attention to other forms.

How to recognize these types in life? And how to use this knowledge to motivate employees? Let's use simpler formulations.

Factor D- always strives to be the first, an assertive leader, results-oriented, is not afraid and does not avoid conflicts. Likes to do everything quickly, sharp, aggressive if necessary. If his work involves achieving a specific result (and on another he will be hopelessly bored), then, as a rule, he really has something to praise for. By celebrating his results in the presence of colleagues, you will be able to significantly increase the effectiveness of his work. Factor D is very fond of superlatives - first, best, most, fastest, etc. However, when motivating him, it is necessary to operate with specific achievements. Praise not him himself, but his work in the key of “best sales performance”, “first to meet KPI”, etc.

This person also has a desire for competition. That is, if you mention him among the best employees, you will kindle in him the desire to “catch up and surpass”, to become the best of the best, for which he is ready to redouble his efforts, no matter how difficult it may seem. Factor D generally loves complexity. A task that at first glance seems impossible will serve as the best motivator for him. It is also important for this person to feel his progress on the career ladder. Even if, while maintaining existing responsibilities, you designate his career growth with the prefix “senior specialist,” he will perceive this as a powerful impetus for further development.

Factor I- a speaker, loves public speaking, knows how to persuade, influence people, ignite them, and lead them. This person is often referred to as the “soul of society”, he is, as a rule, very popular in the team, there is always an informal group around him, and he is its ideological inspirer. This man is a generator of ideas. Need to find a ton of snow in July? You already know who to go to. If you celebrate his successes during a meeting, then it is better to do it in the spirit of “tell me how you did it.” Let him speak - he will appreciate it. However, be prepared that the story of how he achieved success can be very long.

If your company has a Board of Honor or you can post a photo of this employee on the company page on a social network, do not neglect this. The more you talk about his successes in every possible way, the more he strives to achieve more.

Factor S- stability, this is the person on whom your company often literally rests. He, as a rule, does not achieve outstanding results in negotiations, does not bring you millions in deals, but at the same time provides administrative support to your company, allowing others to achieve their goals.

You may encounter certain difficulties when trying to motivate him by voicing the quantitative indicators he has achieved, since they are often within the normal range, but not higher. If, while noting his successes, you try to give him a response, he is also unlikely to approach this with enthusiasm. The S Factor usually doesn't like public speaking. It is better to motivate such an employee in a private setting, one on one. At the same time, it is not necessary to use the results in numbers; you can note how responsive he is, how his work helps clients, how his colleagues value him. Such an employee will also appreciate the company's concern for him. Ask more often whether he has everything he needs to work, how you can help him, what prevents him from achieving his goals. And most importantly, give him time to speak out. You need to listen to him, because he rarely addresses you himself.

You can show concern for him in other ways. For example, make his workplace as comfortable as possible. Factor S is attached to things and to personal space more than others, so it is very important that he is happy to come to work in the morning.

Factor C- neat, organized, clear, pedantic, methodical. If you don't know where to find a document, ask him. This person feels himself in a world of papers, documents, instructions, orders, etc. like a fish in water. He is a born analyst, loves and knows how to operate with facts and figures. Factor C loves to be indispensable and it is extremely important to constantly celebrate this quality in him. If you periodically say that without him, you would never have figured it out, prepared, or coped, he will appreciate this much more than an official speech in the style of “NN is a great worker and just a good person.” With a minimum of specifics and a maximum of words, this person will talk something like Winnie the Pooh about bees: “This is for a reason!” and try to figure out what purpose you are pursuing with such generous praise. Be more specific: if you note the successes of Factor C, talk about something specific, for example, how he managed to achieve high KPIs, conclude a deal on extremely favorable terms for the company, or successfully solve a problem that arose in some area. If this employee is confident in his professionalism, an excellent result will not be long in coming.

By adhering to these simple principles, you can motivate your employees much more effectively. But only if we are talking about pronounced D, I, S and C. It often happens that a person has two factors equally expressed and then it is not possible to determine his preferred type of behavior “by eye”.

In this case, psychometric tests based on the DISC typology can help you. Using these tests, you can avoid mistakes in determining your personality type, and detailed text reports will help you find out which motivation option is right for this employee. In addition, you get the opportunity to immediately determine the behavioral model of a new employee, and this saves time, helps to avoid mistakes and fruitless efforts when using standard motivation.

Ways to classify according to personality types: wagon and small cart. The most convenient and applicable in communications for me as a manager - and for DISC.

In general, if you consider a person through these two typologies, you can describe his character very accurately, and therefore suggest the most effective ways to interact with him. And of course, in the process of researching colleagues and acquaintances, you will be surprised at the abundance of different configurations.

It’s also useful to know such things about yourself, at least to correctly assess your own strengths and weaknesses.

D. Dominant	I. Influential	S. Stable	C. Compliant
Competitive, aggressive, decisive and results-oriented, preferring to move quickly, take risks and achieve immediate results. He likes to be responsible, to control the situation and to have power in his hands. I also enjoy change and challenges. Can be impolite, domineering and even rude. Not a very good listener. Capable of making sudden decisions.	Talkative, sociable, optimistic, cheerful, people-oriented, unpredictable, energetic, full of enthusiasm. When interacting with people, he strives to be positive and friendly. Inattentive to details, talkative and emotional. He promises more than he can deliver, since optimism and popularity are the main thing for him.	Calm, helpful, patient, modest and unhurried, always ready to help, loyal, good team member, attentive listener, persistent, reliable and balanced. He needs stability and security, and therefore he needs help with sudden changes. Slow, indecisive, stubborn.	Accurate, consistent, businesslike, careful, analytical. Concentrates on the task and does the work very well. Overly focused on details, picky, slow, often loses sight of the big picture. Critical, distant from people, pessimistic, cold.
Weak sides Aggressiveness Ruthlessness Rigidity (inflexibility)	Weak sides Emotionality Tendency to exploit Tendency to resist Self-confidence Skeptics	Weak sides Indiscipline Addiction Submission Excessive caution Compliance Dependent on other people’s opinions, easily manipulated by constructions such as “this will offend other people”, “I will feel that you are letting me down”	Weak sides Criticality Formalism Uncertainty Judgmental tendencies
Strengths Independence Decision making skills Efficiency Perseverance Strong will	Strengths Enthusiasm Ability to persuade Optimism Communication skills	Strengths Heat Ability to listen and conduct partnership negotiations Reliability Tendency to cooperate	Strengths Problem-solving oriented Accuracy Methodical Organization Rationality

DISC express test in the elevator :)))

• red - press floor or close doors several times
• green - rarely look people in the eye
• yellow - everyone smiles
• blue - read signs or simply look forward and count things to themselves

The Reds are little dictators. In the event of a crisis, they quickly seize control and quickly and loudly give out commands to who to do what.

Blues are very critical and formal; it is difficult to discuss new ideas with them.
They always ask questions Why? For what? Where it leads? Let's calculate?
But when the information is accepted, they are very focused on solving the problem.
In the event of a crisis, they usually close down and go away to think.

It is important for the green ones that everyone is happy with everything. First of all, people, and healthy relationships in the team, then everything else. In the event of conflicts, they suddenly and almost completely lose their motivation to work.

Yellows know how to motivate people in a very harmonious way to do something that they haven’t even thought about for five minutes. They generate heaps of ideas, and often their ideas take root on their own; there is no need to implement them :)

Of course, each person has all these traits to some extent, and usually one dominant one stands out, but otherwise there can be completely different configurations that form transitional colors.

Okay, so why do we need this? In theory, the use of DISC and Adizes models allows

1. resolve hiring issues - understand who we need?
2. staff retention - what motivates or, on the contrary, hinders?
3. create favorable conditions for employees to work effectively in groups or pairs
4. identify the compliance of employees, from the point of view of psychotype, with the position held and the tasks being solved
5. carry out personnel rotation
6. build a more adequate motivation system

Also, understanding what psychotype your immediate supervisor belongs to can help you in more effective communication and interaction with him.

For example, you are a manager and want to buy a second monitor for your programmers.
Actions and results are important to Reds.
You need to talk in the manner of “I tried to install a second monitor. It turns out really faster. Let's buy it for everyone."

For yellow people, the picture, the vision of awesomeness, is important:
“Imagine, clients/partners come to our office, and we show where our programmers sit, and everyone has 2 monitors there, you can immediately see a serious company.”

For green people, it is important that everyone is happy with everything:
“It will be more convenient for programmers to work. I’ve already agreed with Pavel Ivanovich and Margarita Alekseevna, they don’t mind.”

For blues, numbers and facts are important:
“We tried to install a second monitor for a programmer, he wrote 30% more lines of code in a week. Buying a second monitor for everyone will cost so and so thousands of rubles, it will pay for itself by such and such a time.”

You can also send a link to this article to HR and add “I need a red-haired administrator” in the personnel search application if you are looking for a business executive, or “a green producer” if you need a team-building teamlead. Well, if you are looking for a system architect for a project, of course the right color is blue.

Useful:
DISC test - just don't have to submit your results at the end. Better write your results in the comments :)
DISC profiles - useful table on page 14
Video: Typology of people and teams: how to communicate with different people?- watch from 14 minutes, or from 49 minutes - Highly recommend

Currently, there are quite a large number of typologies that describe, some of which have gained considerable popularity among specialists in. One of these is the Myers-Briggs typology, which you are probably already familiar with (if you don’t know about it, you can read it).

For the most part, all such typologies were created by psychologists working in different areas, and on their basis, many tests were subsequently developed to determine the personality type to which each specific person belongs. Such tests are often used in their activities by professional specialists with special education, as well as various business structures, managers, executives and other professionals who interact with a large number of people. However, there is one special technique, the creator of which is a person with extensive experience in business, and it was also developed primarily for business.

A Brief History of the DISC Model

To begin with, it would not be superfluous to say that it is necessary to distinguish between the typological model of William Marston and the personality diagnostic tools that were created on its basis several decades ago. Despite the fact that these diagnostic tools and all kinds of testing have found wide application in the field of Russian personnel consulting, we will not talk about them, but about their original source.

So, the creator of the DISC typology is an American psychologist, PR specialist, writer and lawyer named William Marston. He was a very outstanding person, because it was he who created the first practical model of a lie detector, and was also the PR director of the world famous Hollywood film studio “UNIVERSAL” and the author of several historical books and the popular comic book “Wonder Woman”, which at one time conquered the USA.

The origins of the DISC typology should be sought in antiquity, because Even Hippocrates in the 4th century BC deduced, which later became the basis of the model under consideration. In 1921, Carl Gustav Jung said that people could be classified according to types of orientation to psychological functions, and later the above-mentioned Myres-Briggs typology was developed. Thus, in 1928, William Marston’s book “The Emotions of Healthy People” was published, where the author talks about types of human behavior and describes the DISC model.

What is the DISC model?

The DISC model takes as its basis descriptions of how people behave and includes two useful tools:

• Accelerated diagnosis of a person’s personality in 10-20 minutes of communication
• Interpretation of the main motivators, likes, dislikes and behavioral patterns of a person

The entire DISC model is based on two fundamental criteria:

• Peculiarities of a person’s perception of the world in which he operates (as a hostile or favorable environment)
• Features of human behavior in specific situations (is his behavior active or reactive)

The presented criteria can be displayed as a graph:

They can be characterized as follows:

Dominance

• Speed ​​of action and decisions
• Impatience, persistence and energy
• Openness of judgments and words
• Willingness to take risks
• Competitiveness, willingness to challenge and accept challenges

Influence

People of this type are different:

• Openness of feelings and emotions, the ability to evoke the emotions of others
• High and eccentric thinking
• Commitment, talkativeness, charisma
• Trustworthiness, friendliness, ability to make friends easily
• Impulsivity, unpunctuality, and to some extent inattention

Steadiness

People of this type are different:

• The ability to be and attentiveness to the words of others
• , the ability to recognize deception and falsehood
• Planned, methodical and drawn to peace
• Adherence to established routines
• Striving to maintain harmonious relationships and team play
• Empathy, sympathy and desire to help

Compliance

People of this type are different:

• Emotional closedness
• Composure and self-organization
• Systematic thinking and the desire to always be prepared for anything
• Analytical thinking, ability and foresight
• A tendency to think about bad things and a certain fixation on it
• The ability to make concessions to avoid a conflict situation

You can also characterize the personality types discussed above using DISC and through a very interesting comparison. To do this, you just need to imagine four different captains of football teams:

First Captain (Domination type)– for him it is important to achieve victory, no matter what; the players on his team are just a tool for him to achieve his goal. This captain is energetic, fast and different.

Second Captain (Influence type)– such a captain is not only an example for the entire team, but also a source of its energy and enthusiasm. The main task for him is to score the key goal in the game, and to score it certainly beautifully.

Third Captain (Persistence type)– the main desire of this captain will be to unite the players into an effective and productive team, whose efforts will be aimed at achieving a common goal - winning the game.

Fourth Captain (Compliance type)– a distinctive feature of the fourth captain is that he relegates personal achievements to the background. He strives to ensure that his team’s play is as competent, coordinated and effective as possible, and the team can only win if it acts according to his plan.

An excellent confirmation that all people, to a certain extent, can be classified as one of the four personality types according to DISC, is one extremely interesting exercise from a practical point of view, which is performed by people undergoing diagnostics or training according to the DISC model.

During one of the classes, participants are divided into groups based on their type, and they are given the task to come up with some non-existent company that has and is engaged in any type of activity, and then present it in some form.

Regardless of the age, gender, or field of activity of the participants, each of those who fall into one of the DISC personality types regularly creates remarkably similar projects. In addition, even products (goods or services) offered by different people, but belonging to the same personality type, are very similar to each other. For example, those who belong to the “Compliance” type in a huge number of cases create insect control companies.

Application of the DISC model

As for the application of the DISC model, it is most widely used in the field of training and business.

If we talk about trainings, the model is applied in the following areas:

• Management Communication Trainings
• Trainings on
• Training to develop influence skills
• Trainings on the formation and development of motivation
• Sales training
• Customer interaction training
• Trainings on

As for business, the model applies:

• In the process of leading subordinates
• In the process of forming teams to carry out design work
• In the process of interaction between employees of the organization and clients
• In the process
• In the process of interaction between company employees and each other

Thus, to summarize everything that we said today about William Marston’s DISC model, we can conclude that information about this typological model and its application in real life allows a person to better interact with others, adjusting his behavior to them, and influencing decisions and actions of other people and help neutralize conflict situations during interpersonal communication. All this is very important and necessary for every person striving for self-development, improving their personal qualities and achieving success in any area of ​​life.

CURRENT: By the way, today you have the opportunity to take testing using the DISC model (as well as the Myers-Briggs typology and many others) to better know yourself, your strengths and weaknesses, features and preferences, and much more. We have developed a unique course on self-knowledge especially for you (you can find it). So, if you are focused on development and success, hurry up to get acquainted with our offer.

We wish you success!

Use different ways to evaluate employees and applicants to determine personality type. Find out in the article what the DISC test is and what are the features of its implementation.

From the article you will learn:

Features of the DISC technique

The foundations of behavior assessment technology were laid by psychologist U.M. Marston. He was interested in identifying lies using a psychological profile. Through regular research, Marston discovered a way to distinguish personalities by type of behavior. The method is described in the book “Emotions of Ordinary People,” which served as the theoretical basis for the DISC test.

In subsequent years, the DISC system was further developed. Varieties of tests have appeared that are published in 40 languages ​​of the world. The popularity of the technique is associated with its reliability and ease of use. To interpret the results, there is no need to involve experts - the HR manager is able to process them independently.

The DISC personality test is designed to assess:

• behavior style;
• communication and personal skills;
• motivators;
• potential competencies;
• roles in the team;
• emotional intelligence.

The use of technology is rational when assessing external applicants. She helps you choose training or retraining programs, skills development training. Based on the results, evaluate the person’s personality type and aspirations. After that, make decisions about what qualities need to be developed, whether career growth is required, and so on.

note

A properly developed plan based on DISC test results will help avoid staff turnover and maintain a favorable psychological climate.

The answer was prepared jointly with the editors of the magazine

Daria Kolesnik answers:
Director of the Human Resources Management Department of KB "Let's GO!"

Something strange began to happen in the recruitment department of a manufacturing company. Work results are deteriorating. Heads of departments and HR managers: either they spend a long time looking for newcomers, or they select the wrong ones. In addition, two hiring managers left in two months. One - to a recruitment agency that offered to do executive search, the other to a larger company - to recruit financial specialists. The HR director began to figure out what was going on and quickly realized: recruiters have no development and growth...

DISC testing: questions

Use any test option to evaluate staff or applicants. Do not choose complex questionnaires that require a lot of time and effort to complete. People get tired and start answering without thinking about the essence of the question. As a result, the manager receives unreliable results, which do not reveal personality type.

	DISC Test Questions	Answer options
	If you find yourself in a large team with more than 10 people, what will be the reaction?	A) I like to make acquaintances B) I have a normal attitude towards new acquaintances, I try to prove myself C) I will look for friends among people to join them D) I will try to leave the event due to discomfort
	If asked to give a speech in front of strangers, what would you do?	A) I don’t like to attract attention, so I’ll try to evade B) I’ll try to interest the audience C) I have a stock of stories that are useful to others, so I will speak D) I will refuse under a convincing pretext if the performance will not be professionally beneficial.
	The boss gave you and one other person a task. You both forgot about him, which angered management. What's your reaction?	A) I will experience negative emotions, but I won’t show it B) I’ll show emotions and complain to my friends C) I’m offended by a colleague who forgot about an assignment D) I will express everything I think to my boss and co-worker.
	You have been given a task with a deadline of 1 month, but you can complete it in 2 weeks. What will you do?	A) I will complete it as quickly as possible B) I won’t delay the completion, but I won’t hand it in right away to check for errors again. C) I’ll start work right away, but then switch to another one. Always working on several projects at the same time D) I will postpone the task and start it in the last days
	The weekend is ahead. What will you do?	A) I will spend the day at home with my family B) I’ll go to the park or visit C) I’ll go to an equestrian club, bowling alley or other place to have an active time D) I’ll go to the cinema, theater, exhibition
	If you decide to jump with a parachute, for what reason?	A) For company with friends B) Need a shake-up to achieve an important goal B) I like risk D) I want to prove to others that I am brave
	What comments do you hear addressed to you?	A) They rush me, force me to do something faster B) Colleagues ask me not to rush, because they can’t keep up with me
	You have learned about your promotion. Your actions?	A) Inform the family, have a quiet holiday at home B) Buy expensive things to look more presentable on your first day in a new position. D) Postpone the celebration until you have worked for a while.
	You have an exam. Your behavior?	A) I’ll quickly repeat the material B) I will slowly study the information B) I’ll rest, I prepared in advance D) I won’t prepare
	What is considered the main thing for achieving success?	A) Personal effort B) Teamwork
	If you open a business, what will you choose?	A) Consulting B) Security activities B) Restaurant, night club D) Medical center
	How will you decorate your new office?	A) Photos of me with famous people B) Family photos B) Diplomas, certificates D) A portrait of the president
	What do you value in clothes?	A) Individuality B) Expensive appearance B) Convenience D) Quality
	You have to participate in competitions. Which ones will you choose?	A) For intelligence B) Courage, speed B) Something unusual D) Team competitions that require mutual assistance
	You need to choose a hotel. Where will you stay?	A) In a decent hotel in the city center B) In an unusual mini-hotel B) To the establishment that was recommended D) In ​​a hotel where you are satisfied with the ratio of price and quality

Print out the DISC test to determine your personality types. Asking questions orally is inconvenient - a person analyzes for a long time answers, confused. To quickly process the results, distribute answer forms that include fields for entering personal data.

Read the latest information in the electronic magazine " »:

The DISC typology helps the manager to form a team. If you decide to conduct mass testing to understand who needs to be moved horizontally or vertically, do it in stages. Use additional techniques to help identify professional and personal qualities of people.

Decoding DISC test results: determining psychotypes

When processing results, rely on the keys to the test. For each answer that matches, give a point; if not, put 0. Calculate the results on the scales, figure out what the DISC typology is, study its description. If a person scores approximately the same number of points on several types at once, his behavior differs in different situations.

Keys to the DISC Test: Personality Typology

DISC system: characteristics of types

D - managers, leaders. They know what they want and how to achieve it. Are different aggressiveness, ruthlessness, harshness. Strengths include the ability to make decisions, independence, and perseverance.

I - sociable individuals. Such people easily make new acquaintances, expand profitable connections, and know how to adapt to any situation. They are full of enthusiasm and optimism. Weaknesses are also identified: emotionality, tendency to resist and exploit, self-confidence.

S- team players. In a team they are capable of anything, but do not know how to work alone. Employees listen to the opinions of management and colleagues; they are not capable of betrayal. Type S people are undisciplined, dependent, cautious, but they know how to listen and negotiate.

S - analysts. People of this type work well with papers, as they know how to concentrate and look for mistakes. They adhere to formal procedures and are critical of themselves and others.

DISC typology: examples of personalities

If you are interested in the DISC typology test, use any version of the questionnaire, but pay attention to the adapted options. Foreign versions do not correspond to the mentality of Russian people, so unreliable results are obtained.

The DISC technique helps identify personality types that are common in society. Use additional tests if you plan to hire an employee for a top position. Compare the data, only then make the final decision. To make the assessment easier and avoid making mistakes when interpreting the results, invite an expert.

Attention! The results are not saved, copy them to a text file or take a screenshot with a picture

D ominance: 0

I influence: 0

S teadiness: 0

C compliance: 0

It was not possible to reliably determine the leading style of behavior. A possible reason for this is that the respondent is currently in a state of stress, extreme tension, or a transition period in his life when roles are changing very significantly. Or the answers were given “at random.” It is recommended that you return to this testing at a later date or order refined testing from us on a commercial basis.

You Organizer (D-high)

Persuasive, demanding and decisive, this personality type tends to be independent. The organizers are far-sighted, progressive and confidently moving towards their goals. In most cases, they have a huge number of diverse interests, are logical and insightful in solving problems. They often offer fantastic and unusual ideas. However, they often have problems communicating with people and are often mistaken for cold, harsh and arrogant people. They tend to be self-centered and unsympathetic, while being very self-critical if they do not live up to the given bar. Sometimes they can do the impossible, surpass themselves, but routine work makes them impatient and dissatisfied. They do not tolerate control and are reluctant to do non-essential work. They prefer a constantly changing environment and love everything unusual and adventurous. They want their authority to be recognized and like to settle primary, important tasks. They love new, challenging tasks and move further towards their intended goals. They do not like to be slow and to be seen as overly patronizing and supportive people.

You Inspirer (mixed D+I high)

Masterminds place great importance on results and interpersonal relationships. They are compassionate individuals by nature who complete tasks along with other employees. They do not like to work with details, but, nevertheless, they do such work well in order to achieve the intended goal. Connections and respect from others are equally important to masterminds. They are good where a decision needs to be made, even if it is not particularly popular among the rest of the team members. They value public recognition and popularity. Sometimes they are too optimistic about other people's successes. Inspirers are positive and good communicators. They are distinguished from other personality types by their dynamism and enthusiasm; some may consider them too rash and careless. Masterminds need variety and collaborative teamwork. They love tasks that require mobility and provide the opportunity to travel. They can easily turn into workaholics.

You Promoter (I-high)

Promoters are extroverts, they are sociable and look for a friendly environment where they can make and maintain contacts. They are able to inspire another person to complete a task. They communicate with a huge number of people, which is fundamental for the successful conduct of their activities. They easily end friendships, but rarely quarrel with anyone seriously. Optimistic, they are often prone to erroneous assessments of their own and others’ abilities. They usually see the good in any person and in any situation. Often, promoters jump to conclusions and make hasty decisions without collecting all the necessary information. They often seem fickle to other people. Sticking strictly to what is planned can be a very difficult task for them.

You Messenger (mixed I+S high)

Connected people in most cases are kind, sympathetic and courteous people who, both in their profession and in their private lives, strive for positive relationships with their loved ones. They are demanding and solve problems in teamwork with other people. They work well in a team, however, they are very susceptible to criticism, which they experience painfully. It is difficult for them to prove their authority if necessary. They find it difficult to make decisions without first discussing with others. They are constant in nature, which is often seen by others as slowness. They do not like stressful situations; they need time to get used to changed circumstances. They value a stable environment where they can organize their work at a pace that suits them.

You Companion (S-high)

Companions in most cases are helpful, nice and constant people who easily find a common language with others. Because of their reserved, controlled demeanor, they act attentively, patiently, and are always willing to help people they consider their friends. In their work team, they establish close connections with a small group of people. Their efforts are aimed at maintaining trust and stability. They are the most efficient in their specialty and carry out their work successfully with remarkable consistency. They slowly get used to innovations; first they must “digest” the new information. Teammates need help when it comes to meeting deadlines for completing work. They often put off work for a long time before completing it. If pressed, they can become stubborn and intractable, thereby disappointing their superiors and colleagues.

You Coordinator (mixed S+C high)

Coordinators are dependent, objective, and have strict evaluation criteria. They are conscientious and meticulous people, acting diplomatically and sincerely. They are precise and disciplined, self-critical and demand a lot from themselves. It is difficult for them to make decisions if they do not have information about all the facts and details. Some view the facilitator as a critical thinker who is reticent to embrace innovation and innovation. They rarely say what they think or feel. They would like to work in an established, familiar team. Coordinators do not like stressful situations or chaos; they are family oriented. They surround themselves with people who are like them. Follow the system and instructions. The hallmarks are patience and perseverance. They work systematically. Loyal. It is important for them that they are not used.

You Analyst (C-high)

Analysts are accurate, careful and disciplined. They often have good analytical skills; objective information is of great importance to them, which they use to make decisions. They think objectively, combining the facts they have with their intuition. They prefer people who, like themselves, work effectively in a peaceful and calm environment and do not show their feelings unduly. Analysts are always looking for the right solution and often avoid making decisions on their own. It can be difficult for them to admit a mistake. It is difficult to part with the past. They analyze situations well and act both practically and intuitively. They are often seen as unapproachable, cold and indifferent people.

Performer (mixed C+D high)

Performers can have both an analytical mind and a creative nature or abstract thinking. Their competitive drive to achieve results is often thwarted by excessive perfectionism. Naturally quick-thinking and quick-reacting, they often procrastinate because they want to try every possible solution to a problem. They need a boss who is understanding and with whom they can compare themselves. Performers need space to explore and the ability to test their results. They enjoy solving problems. They tend to get angry if they are wrong and stubbornly continue to struggle with a problem until a solution occurs to them. Others may find them closed and cold. They may react authoritarianly if their hard work is not appreciated. Their tendency to be self-centered may seem presumptuous.