What is DISC?

DISC is a model of four behavior styles, developed on the basis of research conducted by an American psychologist, William Marston. He analyzed human behavior in a concrete environment and in concrete situations. Marston discovered a repetitiveness of behavior in people with similar styles.

For example, some people are more task-focused, while others are more human-focused; some will concentrate more on the goal, while others on the process; some find taking the initiative natural, while others will act swiftly only in reaction to clearly-defined expectations; some will talk about solutions while others will analyze the problems, etc.

What are the DISC behavior styles?

DISC as an acronym of the style names:

What will you learn from a DISC survey?

The DISC survey provides feedback on preferred communication styles, innate sales predispositions, and individual approaches to customer service. It also covers decision-making levels, stress resilience, attitudes towards change, and analytical skills.

The DISC survey gives answers to the following questions:

Why is DISC sometimes not enough?

DISC represents observable behaviours. To better UNDERSTAND them, it is worth looking at what is invisible and what things impact your behavior to a different extent (team roles, values, inner motivations).

DISC D3 is probably the most sensitive competencies diagnosis tool in the world as it combines four analyses that form two categories:

Unobservable behaviors:

Observable behaviors:

It is thanks to the DISC D3 survey, not the DISC survey, that we know why two people with identical DISC profiles make different decisions, what else impacts their long-term engagement, why they have a different style of leading a team or a different level of effectiveness in sales, etc.

What information does DISC D3 provide?

DISC D3 is a validated psychometric tool that diagnoses and measures observable behaviors (DISC behavior styles) and as the only one on the market, deepens the analysis by taking into account unobservable behaviors (TEAMS roles, VALUES and BAI attitudes).

Those unobservable behaviors have a huge impact on our effectiveness and engagement level, as well as on fitting well within the organization’s culture, including in the long term.

Kadra kierownicza wyższego szczebla w organizacji

The DISC D3 surveys can be applied in the following areas:


Where does your potential lie? What is your greatest strength, e.g. strategic thinking, implementing the process, etc.? What unique values do you contribute to the team? How can your potential be developed?


(of a service/product/team) on the level of: impact, management, conducting the process, relations with others, being detail-oriented, creativity and perseverance.


How do you communicate? How do you choose your arguments during a conversation? What are you guided by when making decisions? Why do you work very well with some team members whereas working with others may constitute a challenge?


What is your natural reaction to change and how do you communicate it to others? How does your natural working style and behaviors change under stress and how might they be perceived by others? What do you need to work in a changing environment? In what ways does your profile support you in being effective in a crisis and in what ways does it not?


e.g. Where did this misunderstanding come from? Does one party understand the others’ perspective and if so, in what way? Why might someone misinterpret your good intentions? etc.


What do you need to feel internal job satisfaction? What arguments do you use to motivate others, including your co-workers?


supports strengthening values of a given team in relation to the clients/patients/market environment; the team becomes more aware of what unique value it actually has to offer and becomes more mindful of the areas that need to be worked on; in this way, the following aspects become stronger: sense of exerting influence, sense of joint responsibility for the common goal and loyalty to the organization.


(here: the persons engaged in this area of company’s operations) at the level of communication, decision-making, closing sales, reacting to change, building relations, responsibilities with which a given person feels best and is most effective, as well as the values they are driven by when making decisions (strong suits and possible growth areas).

When is it a good idea to conduct a DISC D3 competencies survey?

When you want to:

Hire the best candidate for the specific position the first time around or keep the best employees

Increase the effectiveness of your team, including sales and customer service

Quickly and effectively implement changes in the company

Develop leadership skills

Resolve a conflict in a team

What areas benefit from the DISC D3 survey?

See what others say about us

DISC D3 surveys are not only a scientific behavior model and a psychometric tool intended for use in any HR process, but also a philosophy of cooperation and an approach to human beings.

Our management team appreciated the sensitivity of the DISC D3 tool in diagnosing the potential of individuals and the whole team. We are different, hence acceptance, understanding of this diversity is important for the team to work effectively and achieve a common goal.

Agnieszka Warchoł

HR Manager

BWI Poland Technologies Sp. z o.o.

We use the EFFECTIVENESS tools in our recruitment processes, projects aimed at talent development and career path selection, development of leadership competences and enhancing the quality of teamwork. What we particularly appreciate about our relationship with EFFECTIVENESS is that it is not limited to the purchase of a product or the certification training received. This cooperation is a valuable exchange of knowledge, experience with a great understanding of the client’s needs and business processes.

Agnieszka Krzemień

Right Management Leader

Jolanta Jastrzębska

Career&Talent Development Consultant


With EFFECTIVENESS, we carried out a collaboration on the use of DISC D3 competence tests in internal communication and recruitment. I use the knowledge from the DISC D3 survey as a starting point for preparing a strategy with tangible results for the whole company. The professional support at every stage of cooperation, including openness and attentiveness to the client’s needs, deserves recognition.

Robert Wójcik

Branch Managing Director

Bawaria Motors

EFFECTIVENESS carried out a 360 Indicator diagnosis for us in conjunction with the DISC D3 competence survey. The results of the research project have helped us to define what our strengths already are, what values guide us, and in which direction we want to develop. And, in addition, they have become the starting point for carrying out further activities for the development of leadership competences and even better teamwork. I appreciate the EFFECTIVENESS team for their promptness, attentiveness to our needs and flexibility in their approach to achieving their objectives.

Magdalena Domagała

Director of Human Resources

Jungheinrich Polska

EFFECTIVENESS carried out DISC certification for our HR department and is the provider of this tool for diagnosing competences in our organisation. Working with a model helps us to better understand ourselves and those we work with, to communicate in a way that respects each other’s needs. In addition, the DISC analysis helps to define the strengths of individual employees, the values they bring to the team and what support each of us needs from others to become a stronger team.

Marzena Borek

Head of the Staff and Organisational Development Offices

TAURON Obsługa Klienta

The sensitivity of the tool and the practicality of its application in everyday collaboration was experienced by our HR team during the DISC D3 certification and subsequently by other teams in the company, whom we invited to participate in the ‘Power of Differences in Teams’ project. We would like to thank the EFFECTIVENESS team for their promptness and flexibility at every stage of the collaboration.

Katarzyna Bucka

Head of HR&Recruitment w j-labs

j-labs Sp. Z o.o

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Yes, we can prepare DISC D3 certification for a group of people from a given company.

DISC D3 certification is valid for an indefinite period.

Yes, you can use our tests without DISC D3 certification. The assessment report includes very much information and if something in the result is not entirely clear, we offer the possibility of consultation. However, we recommend completing the DISC D3 certification to gain the ability to use information from DISC D3 in all HR processes.

The survey and research report are available in many languages, including Polish and English. From your account you can change the report language at any time (e.g. from Polish to English).

No, our tests do not have an expiration date and can be used at a convenient time.

The certification does not end with an exam, but the certification program is designed in such a way that participants acquire the ability to interpret DISC D3 results.

A few minutes after completing the survey; the person completing the survey automatically receives an email with a link to their report, or another designated person may first have access to the report: an HR employee or manager.

The DISC D3 test report was developed so that it could be analyzed by the person who completed the test. There is therefore no need to provide feedback to all people. If for some reason the client or candidate wants to provide feedback on the DISC D3 assessment, of course such a session can be conducted: full (50 min.) or shortened (20 min.).

When employers are looking for the right candidate for a job, they look not only at their experience in the profession, but also at their soft skills, such as:

  • Emotional intelligence.

  • Managing your own time.

  • Dealing with stress and pressure.

  • Ability to work in a group.

  • Creativity.

  • Problem-solving skills.

  • Willingness to learn.

  • Interpersonal skills.

  • And much, much more.

Soft skills are seen in today’s job market as one of the most valuable skills in candidates. Does this mean that soft skills are actually becoming more important to employers than hard skills? Soft skills are nowadays often considered on a par with hard skills and years of experience on a CV. Why? Because hard skills such as language skills, computer skills and a driving licence are relatively easy to make up. And while they seem more concrete, tangible, employers are looking for candidates whose certain character traits make them much better than others at performing their daily duties. If you are not sure exactly what soft skills you have, which soft skills are your strengths and how you can develop them, then please write to us. The best way to develop soft skills is to practice them regularly. We will help you identify them and give you tips on how to work on their development.