Insight
5 Minutes with Markku Kauppinen – Episode 1
The Man Behind the Model: A History of DISC
At Collingwood Executive Search, we’re accredited users of Extended DISC® powered by FinxS®, a tool we use to give our SME clients a deep, objective understanding of their leadership teams. It’s an invaluable part of how we de-risk the hiring process.
To explore the power of this methodology, I was keen to speak with the CEO of Extended DISC® North America, Markku Kauppinen. I’ve followed Markku’s work for some time and have always been impressed by his passion and expertise. Since taking the helm in 1997, he has become one of the world’s foremost experts on the topic, having personally debriefed over 45,000 assessments.
I asked Markku to share his insights, starting with his own journey and the fascinating history of the DISC model.
Here’s what we discussed:
Doug – Markku, you have a fascinating background. You came over from Finland with a degree in finance and are now a world-renowned expert in behavioural assessments. What was the journey that led you from finance to the world of DISC?
Markku – It was quite by accident, Doug. I came to the United States in the 80s, originally on a dare, and built a career in banking. A family matter called me back to Finland, and while I was there, I was introduced to the Extended DISC® model. It was a real lightbulb moment. I immediately saw how much a tool like this could have helped me with the people challenges I’d faced in my banking career, the hiring mistakes, the motivation issues. I saw a huge opportunity to bring something to the market that provides the accurate, reliable information leaders need to make better decisions about people. So, in 1997, I founded Extended DISC® North America, and I haven’t looked back.
Doug – Many people have heard of DISC, but not many know its origins. Could you take us back to the beginning? Who was William Moulton Marston, and what was he trying to achieve when he first proposed the DISC model in his 1928 book, Emotions of Normal People?
Markku – It’s a great story. The theoretical groundwork was really laid by Carl Jung in 1921, who first identified that people can be grouped into four main behavioural styles. Then, in 1928, Dr. William Moulton Marston, a psychologist at Harvard, published his book. He wasn’t trying to create an assessment tool; he was trying to understand how our emotions express themselves in our behaviour in a tangible, observable way. He wanted to create a model to understand the behaviour of the general population, not just those with clinical issues. He was the one who created the four-quadrant model we now know as D, I, S, and C.
Doug – Marston’s work is intriguing; I understand he was also involved in inventing the lie detector and creating the character Wonder Woman. How did his focus on observable, measurable behaviours, rather than abstract personality theory, set the stage for the practical assessment tools we use today?
Markku – That’s the key. Marston was interested in what we can see and measure. He wasn’t focused on the ‘why’ in the way a psychoanalyst might be, but on the ‘how’, how do people actually behave in their environment? This focus on observable behaviour is the foundation of all practical DISC tools today. It makes the model accessible and highly applicable in a business context. We’re not trying to be psychologists; we’re trying to understand how an individual is likely to act in a specific role or team, which is incredibly valuable for any leader.
Doug – The original model had four pillars: Dominance, Inducement, Submission, and Compliance. How have those core concepts evolved, and how do they relate to the D, I, S, and C styles we talk about today?
Markku – The names have been refined, but the core ideas are remarkably consistent. ‘Dominance’ has stayed largely the same, it still describes that drive for results, decisiveness, and directness.
‘Inducement’ became ‘Influence,’ which is a more modern term for how people persuade and interact.
‘Submission’ evolved into ‘Steadiness,’ which better captures the calm, stable, and supportive nature of that style without the negative connotation.
And ‘Compliance’ is now often called ‘Correctness’ or ‘Conscientiousness,’ reflecting the focus on accuracy and high standards. The essence of the four styles remains the same, which really speaks to the power of Marston’s original observations.
Doug – Finally, for an SME leader who is new to all this, what is the single most important thing to understand about the history of DISC that makes it relevant for business today?
Markku – That it’s a tool for understanding, not a label for judgment. The model was created to understand the behaviours of ‘normal people.’ There is no good or bad style. Every style has its strengths and development areas. The most successful people are not those with a specific DISC style; they are the ones who have what we call ‘confident self-awareness.’ They know themselves, and they know how to modify their behaviour to be more effective with different people and in different situations. That’s the real power of this tool, it gives you the self-awareness to make those conscious, effective choices.
