Understanding Extended DISC job fit is essential when selecting candidates, promoting employees or placing staff in new roles. Every day, organisations are reminded that behavioural style is a critical element of success. While technical skills matter, they represent only a small part of overall job performance.
Dale Carnegie highlighted this idea in 1936, noting that only about 15% of financial success comes from technical knowledge, while 85% comes from interpersonal skills and “human engineering.” Studies from Stanford and Harvard later supported this, with some research suggesting the split is closer to 12.5% technical and 87.5% behavioural. The message is clear: selecting someone for a role that does not match their natural behavioural style puts both the individual and the organisation at risk.
When Behavioural Style Misalignment Causes Problems
A recent example made this point very clear. During the recession, one organisation used Extended DISC® Personal Analysis Reports with its executive team. After reviewing their results, three executives resigned and moved into roles that better suited their natural behavioural style. Each later reported that the assessment was one of the most valuable career steps they had taken. They found jobs where they felt motivated, confident and aligned.
In this organisation, poor job fit had developed because Extended DISC® methodology had not been used during recruitment or internal promotion. Four individuals had been placed in roles that did not suit their behavioural preferences. Their Flexibility Zones clearly demonstrated significant behavioural strain.
Example 1: Natural D Style → Forced I Style
This individual’s natural behavioural style was D, but the role required I-style behaviours. The issue wasn’t stress but frustration. He could not express his decisive, results-focused traits, and he eventually rebelled, causing disruption.
Example 2: Natural CD Style → Required I Style
This person had a natural CD style, yet the role required an outgoing I approach. The job involved cold calling, which clashed strongly with their behavioural comfort zone. Their report showed signs of stress and pressure.
Example 3: Natural SC Style → Required I Style
Recommended by an external recruiter who used a system without unconscious-versus-conscious comparison, this individual excelled in customer service via phone and email. However, a promotion placed him in a face-to-face selling role requiring I-style traits. The subtle difference between service support and proactive selling created discomfort and reduced performance.
Example 4: Natural DC Style → Required IS Style
This employee excelled in a technical role that suited her DC style. She was then promoted into a direct sales position involving face-to-face meetings and cold calling. She found the role draining and demotivating because it required behaviours far outside her natural strengths.
Why Extended DISC Job Fit Matters
In all four examples, the individuals showed a significant perceived need to adjust. The Flexibility Zones revealed the extent of behavioural strain. The consultant discovered that the organisation’s problems extended beyond the two poorly matched hires. Promotions had placed two existing employees into roles they were not naturally suited for.
The consultant recommended reviewing and redefining each job description. Job roles were updated to align more closely with each employee’s unconscious behavioural style. New hires were selected based on Extended DISC job fit, ensuring that behavioural style matched the demands of the role.
Months later, the consultant reported a major improvement. The sales department became more effective, communication improved and morale increased. The organisation was satisfied, and the consultant was delighted with the results.
Want to Improve Job Fit Across Your Organisation?
Use Extended DISC® assessments to match behavioural strengths with role requirements and build motivated, high-performing teams.
