Presentation is loading. Please wait.

Presentation is loading. Please wait.

Managing at Fresenius: 1 November, 2009 Driving Vision, Values and Performance Communication and DiSC Participant Guide.

Similar presentations


Presentation on theme: "Managing at Fresenius: 1 November, 2009 Driving Vision, Values and Performance Communication and DiSC Participant Guide."— Presentation transcript:

1 Managing at Fresenius: 1 November, 2009 Driving Vision, Values and Performance Communication and DiSC Participant Guide

2 © 2005 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with Everything DiSC ® Classic. PEOPLE I PREFER TO WORK WITH HO 1-1 Kinds of people I like to work with: Kinds of people I would rather avoid at work:

3 Managing at Fresenius: 3 November, 2009 Driving Vision, Values and Performance DiSC ® Model Questioning Logic Focused Objective Skeptical Challenging Accepting People Focused Empathizing Receptive Agreeable D S i C Active Fast Paced Assertive Dynamic Bold Thoughtful Moderate Paced Calm Methodical Careful Dominance Influence ConscientiousnessSteadiness NOTES: Communication and DiSC

4 © 2005 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with Everything DiSC ® Classic. NOTES ON MY STYLE HO 4-3 What are key characteristics of my style? What three characteristics best describe my style?

5 © 2005 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with Everything DiSC ® Classic. D — DOMINANCE HO 4-4 Emphasize:shaping the environment by overcoming opposition and challenge Tendencies:getting immediate results, taking action, accepting challenges Motivated by: challenge, power and authority, direct answers Fears:loss of control in their environment; being taken advantage of You will notice: self-confidence, decisiveness, and risk- taking Limitations:lack of concern for others, impatience NOTES:

6 © 2005 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with Everything DiSC ® Classic. i — INFLUENCE Emphasize:shaping the environment by persuading and influencing others Tendencies:involvement with people, making a favorable impression Motivated by: social recognition, group activities, relationships Fears:social rejection, disapproval, loss of influence You will notice: enthusiasm, charm, sociability Limitations:impulsiveness, disorganization, and lack of follow through HO 4-5 NOTES:

7 © 2005 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with Everything DiSC ® Classic. S — STEADINESS HO 4-6 Emphasize:achieving stability, accomplishing tasks by cooperating with others Tendencies:calm, patient, loyal, good listener Motivated by: infrequent change, stability, sincere appreciation, cooperation Fears:loss of stability, the unknown, change, unpredictability You will notice: patience, a team player, stability, methodical approach, calm Limitations:overly willing to give, putting their needs last NOTES:

8 © 2005 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with Everything DiSC ® Classic. C — CONSCIENTIOUSNESS HO 4-7 Emphasize:working within circumstances to ensure quality and accuracy Tendencies:attention to standards and details, analytical thinking Motivated by: clearly defined performance expectations, quality and accuracy being valued Fears:criticism of their work, slipshod methods You will notice: behavior that is cautious, precise, diplomatic, restrained Limitations:overly critical of self and others, indecision because of desire to collect and analyze data NOTES:

9 MY VALUE TO THE ORGANIZATION My primary DiSC ® style(s): My secondary DiSC style(s): INSTRUCTIONS: Circle your primary DiSC style, as well as the two adjectives that combine to make that style. Then complete the statements below. What I have in common with other styles: Things that make me different from other styles: The three characteristics of my style that I think are most important for others to understand: My value to the organization is: Active Questioning Accepting Thoughtful Di C S Managing at Fresenius: 9 November, 2009 Driving Vision, Values and Performance

10 © 2005 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with Everything DiSC ® Classic. BEHAVIORAL SHOPPING SPREE For each question on the list, pick someone in this room who you think would respond affirmatively. If you get a positive response from a person, ask him or her to sign by the question, and then go to another question on the list that you think describes that person well. Continue until he or she disagrees. If someone disagrees with you, find someone else in the room who will agree that the question describes him or her. Your goal is to get as many signatures as possible. HO 8-2 NAMEBEHAVIOR Do you usually like challenges? Do you tend to be persuasive? Do you tend to be relaxed and easygoing? Do you tell it like it is? Do you prefer to listen more than talk? Do you see yourself as soft- spoken? Do you see yourself as bold? Are you usually cautious? Do you see yourself as lively and energetic? Do you tend to be reserved? Are you usually outgoing? Do you like to focus on the bottom line? Do you tend to focus on people? Do you focus on the quality of your work? Do you focus on how to do projects?

11 © 2005 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with Everything DiSC ® Classic. ACTING ON OTHERS’ PERCEPTIONS HO 8-3 The responses that surprised me about how others interpret my style’s behavior were Ideas, suggestions, and feedback for how I might become more effective were The two ideas, strategies, or suggestions I plan on working on are

12 Managing at Fresenius: 12 November, 2009 Driving Vision, Values and Performance Guidelines for People-Reading There are no good or bad styles. There is no best or worst style. All styles have strengths and limitations. All styles can be more or less effective depending on how an individual is able to modify his or her behavior to meet the needs of others. Everyone is a mixture of styles, so it may be difficult to “read” people correctly. Communication and DiSC

13 Managing at Fresenius: 13 November, 2009 Driving Vision, Values and Performance Observable Behavior Body Language –Posture –Use of hands –Facial expressions Tone –Pace –Inflection –Volume Words Communication and DiSC

14 Managing at Fresenius: 14 November, 2009 Driving Vision, Values and Performance How to Identify Styles C DI S - Is open and friendly. - Talks a lot. - Gets easily excited. - Is animated. - Talks about people he/she knows. - Does not focus much on details. - Does not listen for long. - Appears calm. - Does not get easily excited. - Listens carefully. - Nods and goes along. - Is easy-going. - Asks questions and inquires about the specifics. - Seems have strong opinions but does not express them vocally. - Appears reserved and somewhat timid. - Is quiet. - Focuses on details. - Asks many questions. - Studies specs. and other info carefully. - Proceeds cautiously. - Doesn't ’ t easily express disagreeing views. - Often appears to be in a hurry. - Is direct, says what thinks. - May be blunt. - States own opinions as facts. - Interrupts others. - May talk to many people at the same time. - “ What ’ s the bottom line? ” - Is aggressive. - Is demanding. Communication and DiSC

15 Managing at Fresenius: 15 November, 2009 Driving Vision, Values and Performance How to Identify Styles C DI S - - Does not pay close attention. - May ask same questions several times. - Jumps from subject to subject. - Stays away from hard facts. - May make decisions spontaneously. - Appears unorganized. - May touch you, is comfortable with physical contact. - Appears thoughtful. - Completely new ideas/things seem to make him/her uncomfortable. - Ponders alternatives, slow in making decisions. - “ Let me think about it. ” - Needs own physical space. - “ How does this benefit ME? ” - Very impatient. - Becomes irritated easily. - Has difficulty understanding others ’ viewpoints/feelings. - Focuses on the big picture. - Makes decisions quickly, almost hastily. - May have done homework on the products/services. - May be very critical; criticism based on facts, not opinions. - Makes decision only after studying pertinent facts/issues. - Not comfortable with physical contact. Communication and DiSC

16 Managing at Fresenius: 16 November, 2009 Driving Vision, Values and Performance Styles Overused C DI S - Impulsive. - Unrealistic in assessing people. - Not interested in details. - Unorganized. - Listening skills depend on the situation. - Overly optimistic. - Overly trusting. - Protests. - Worships status quo. - Resists changes - is afraid and hesitates in changing environment. - Slow to move without directions. - Instead of delegating, completes the task. - Bears a grudge, envious. - Leans on others. - Inexpressive - nods even when disagrees. - Short fuse, becomes irritated easily. - “ Black or white/Right or Wrong ” steamroller. - Exceeds authority. - “ Motivates ” with fear. - Poor listener. - Impatient in delegating. - Over-delegates and over-directs. - Insensitive and undiplomatic. - Self-centered. - Leans on the management. - Hesitates to act without precedent. - Gets stuck in ways of doing things and systems. - Does not take risks in new things. - Does not express feelings. - Likes to work alone. - Gives in when in conflicts. - Overly critical. - Fears mistakes and embarrassment. Communication and DiSC

17 Managing at Fresenius: 17 November, 2009 Driving Vision, Values and Performance DiSC ® Humor Getting on a busy elevator… The D walks up, gets on the elevator, and pushes the button that closes the door. The i lets others in, says “Always room for one more,” and “Come in, you’re going to be late; we’ll wait for you!” The S will wait in line, moving from one line to another, unable to make a decision. The C will get on the elevator. If it’s crowded, the C will count the number of people and, if the number is over the limit, will make someone get off. Shopping for groceries… The D is the impulse shopper. No list. The i tells you where everything is in the store, whether you ask or not. The S is prepared, has a list, and gets it done efficiently. The C wouldn't’t think of going shopping without coupons and a calculator. On the golf course… The D frequently drives through groups of golfers. The i spends more time in the clubhouse talking than on the course. The S plays golf the same day, the same time, the same place, using the same clubs. The C keeps score, plays strictly by the rules, and cleans his or her clubs a lot. Hanging wallpaper… The D says, “Come over Saturday and help me wallpaper. And bring the paste.” The D then starts in the middle of the living room. The patterns don’t match. The D says, “So what? That’s what drapes and pictures are for.” The i has the wallpaper in the closet with the paste. It’s on the list of things to do. The i never gets around to it. The S has to find a pattern that everyone likes before even beginning to think about hanging it. The C starts in a closet or in the garage to be sure the pattern is going to match. The C then gets it exactly right before starting on the living room. Communication and DiSC

18 Managing at Fresenius: 18 November, 2009 Driving Vision, Values and Performance Ask for something on their desk… The D has a messy desk and says, “It’s there somewhere — you look for it.” The i says, “I’m busy right now. Give me a few minutes and I’ll get back to you.” The i doesn't’t know where it is, but won’t admit it. The S drops what he’s doing to get it for you, then offers to refill your coffee at the same time. The C has everything filed in alphabetical order or by color code. Cooking a meal… The D can’t cook without a microwave. The i likes to cook for groups and has an extra place set at the table in case of unexpected company. The S prepares a meal from scratch and rotates around a dozen standard recipes. The C can’t cook without a timer and measuring cups. Reading a newspaper… The D mainly reads the headlines and scatters the sections in the process. The i will read the obituaries first to see if he knows anyone. The S looks over the entire paper and clips interesting articles. The C calls the newspaper if a word is spelled incorrectly. Seeing a movie in a theater… The D comes in late and makes everyone stand while taking a middle seat. The i attends in groups and applauds and talks during the entire movie. The S gets there 15 minutes early and is seeing the film again. The C reads reviews before attending. DiSC ® Humor Communication and DiSC

19 Managing at Fresenius: 19 November, 2009 Driving Vision, Values and Performance The Dominance Style – High D Background: Easiest style to recognize Direct and forceful Results driven Straightforward Talk fast Take charge Thrive for power and prestige The best way to interact: Be direct and clear and to the point Be focused on the results Speak with a faster pace You ant to know the bottom line Do not ramble and stick to business Avoid getting too personal Be prepared Look and sound professional Appear organized Provide multiple options Show your competence Be prepared for: Blunt, demanding approaches Lack of empathy Lack of sensitivity Little social interaction Communication and DiSC Relating to the DiSC Styles

20 Managing at Fresenius: 20 November, 2009 Driving Vision, Values and Performance Relating to DiSC Styles The Influential Style– High I Background: Friendly Emotionally honest Results driven and cares about the people aspect Excellent communicators Enthusiastic Enjoy helping others Need freedom to express themselves Freedom from control and detail The best way to interact: Be friendly Act in an energetic and enthusiastic way Approach them informally Speak at a faster pace Show optimism Let them verbalize thoughts and feelings Keep the conversation light Provide written details Give recognition for accomplishments Use humor Be prepared for: Attempts to persuade or influence others A need for the limelight Overestimation of self and others Overselling ideas Vulnerability to perceived rejection Communication and DiSC

21 Managing at Fresenius: 21 November, 2009 Driving Vision, Values and Performance The Steadiness Style– High S Background: Relaxed Agreeable Cooperative Appreciative Have traditional values Do not like change Like a step-by-step approach Value team The best way to interact: Be focused on procedures for doing things Ask questions for clarification Speak with a slower pace Be systematic in your approach Be casual and provide them with guarantees that their decision will have minimal risks Provide a consistent and secure environment Detail the ordered information Put everything in writing Let them adapt to change slowly Use sincere appreciation Be prepared for: Friendliness to colleagues and supervisors Resistance to change Difficulty identifying priorities Difficulty with deadlines Communication and DiSC Relating to the DiSC Styles

22 Managing at Fresenius: 22 November, 2009 Driving Vision, Values and Performance The Conscientiousness Style – High C Background: Give details Value accuracy Stick to business Want to do the job “the right way” May require more time because they need more information and want to investigate the facts Need to study the details before making a decision Be specific and do not exaggerate Tend to be more cautious The best way to interact: Provide plenty of details and proof Be analytical and thoughtful Be focused on details Be methodical in your thought process Speak with a slower pace Provide clear expectations and deadlines Provide the pros and cons of a situation Use a logical approach Offer tested and well thought out approaches Be precise and focused Show that your are dependable Be emotionally reserved Be prepared for: Discomfort with ambiguity Resistance to vague information Desire to double-check Little need for affiliation with others Communication and DiSC Relating to the DiSC Styles

23 Managing at Fresenius: 23 November, 2009 Driving Vision, Values and Performance Preferred Work Environments STYLEGOALS D Wants to get results Likes “do it and do it now” approaches Wants to be in charge Likes new opportunities and challenges Wants a wide scope of operations i Wants to be involved with people Wants to have fun while getting things done Likes to help people talk things out Wants freedom from responsibility of following through on detail S Likes to be involved with people Wants everyone to do his or her share Likes things to run smoothly Wants stability and security Wants a conflict-free environment C Wants specific criteria for performance Likes accuracy Likes setting and meeting high standards Wants opportunities to analyze and assess Likes logical, systematic approaches to work Communication and DiSC

24 Managing at Fresenius: 24 November, 2009 Driving Vision, Values and Performance C DI S - Very talkative. - Inspiring and selling style. - Talks about the pleasant and fun issues, avoids details. - Speaks about people and feelings. - Avoids unpleasant issues. - Often is not direct. - Does not listen for very long. - Often to one direction; he/she listens. - Creates trust. - More comfortable in one-on- one communication. - Talks calmly. - Talks about issues he/she masters. - Can see things from many viewpoints, patient listener. - Direct, even blunt. - To one direction: from him/her to others. - Communicates own views and opinions as facts. - Focuses on results, little on small talk. - Dominates the communication. - Impatient listener, may not listen at all. - Fairly quiet and reserved. - Focuses on providing detailed information. - Does not talk about personal issues openly. - Does not easily talk about own view and opinions. - May lose essentials. - Critical listener if issues not presented logically. Communication and Styles Communication and DiSC

25 Managing at Fresenius: 25 November, 2009 Driving Vision, Values and Performance Listening and Styles C DI S - Enjoys the interaction. - Focuses on the feelings/emotions. - Does not pay attention to details. - Provides at a lot of feedback. - Gets enthusiastically involved. - May talk too much. - May not assess what is said. - May lose concentration and get sidetracked. - Patient listener. - Pays attention. - Focuses on the message. - May nod even when disagrees, does not give a lot of feedback. - May interrupt and resist if the message creates change. - May focus on the negative and subdue excitement. - Impatient listener. - May interrupt frequently. - Focuses on the big picture. - How does this affect/benefit me? - May not pay attention at all if not interested in the topic. - “ So what ’ s the bottom line? ” - May assume control and starts to talk. - Attentive listener if interested in the topic. - Looks for logic in presentation. - Does not provide much feedback. - Can be critical and/or look for mistakes, errors, etc. - May get hung up in details. - Asks lot of questions if interested. Communication and DiSC

26 Managing at Fresenius: 26 November, 2009 Driving Vision, Values and Performance When you communicate with a D-style Communication and DiSC C DI S If you are I-style - Provide clear time limitations. - Be less flexible and adapting. - Avoid interruptions - stay focused. - Respect his/her need for independence. - Be direct. If you are C-style - Stress short-term goals. - Be direct and task-oriented. - Be less theoretical. - Go into issues and be positive. - Do not take his/her directness personally. - Use pictures, start with the overall picture. If you are S-style - Concentrate on what/when goals. - Act faster. - Focus on issues. - Provide feedback regularly. - Show interest. Generally the way one should approach D-style person: - “ This is your goal. ” - “ I need only five minutes of your time. ” - “ What do you want and when do you want it to be ready? ” - “ Here is a problem that you should resolve. ” - “ This must be ready by…. ”

27 Managing at Fresenius: 27 November, 2009 Driving Vision, Values and Performance When you communicate with an I-style C DI S If you are D-style - Show your enthusiasm. - Be optimistic. - Be open to others ’ opinions. - Show your ability to adapt. - Ask his/her opinion before you make decisions. Generally the way one should approach I-style person: - “ I would like to hear your opinion. ” - “ We could exchange our views on this. ” - “ Could we speak about some new alternatives? ” - “ Could we meet and discuss this? ” -“ How do you think we should act on this? ” If you are S-style - Speed up, act faster. - Speak more. - Take him/her into consideration, be more cooperative. - Take time to discuss alternatives. - Take part enthusiastically. If you are C-style - Concentrate on “ who and what else ” goals. - Be open and discuss. - Do not lose contact with him/her. - Adapt a team attitude (e.g., Let ’ s do it together). - Do not focus on mistakes, remember achievements. Communication and DiSC

28 Managing at Fresenius: 28 November, 2009 Driving Vision, Values and Performance When you communicate with a S-style C DI S Generally the way one should approach S-style person: - “ How should we proceed? ” - “ We should act like this. First this and then that…. ” - “ How do you think we should do this? ” - “ I want you to be involved in planning from the beginning. ” If you are I-style - Demonstrate the reliability and continuity of the issue. - Speak also about the negative aspects. - Provide enough background information. - Do not expect too fast action. - Listen, do not interrupt, give time. If you are D-style - Focus on how/how much. - Provide time to consider issues from his/her angle. - Be less demanding. - State both sides of the issue, begin with negative and end with positive. - Warn about changes beforehand. - Don ’ t pressure into too fast reactions or decisions. If you are C-style - Explain things step by step. - Use practical examples, avoid using numbers only. - Provide time to analyze the information. - Also consider the risk factors. -Consider his/her opinion, ask. Communication and DiSC

29 Managing at Fresenius: 29 November, 2009 Driving Vision, Values and Performance When you communicate with a C-style C DI S Generally the way one should approach C-style person: - “ I would like to provide you with some additional information. ” - “ I would like to hear your assessment. ” - “ What are the pros and cons of the different alternatives? ” -“ Could you list the key issues? ” If you are D-style - Answer questions carefully, give reasons. - Respect his/her expertise and be less commanding. - Do not make yourself threatening. - Listen and encourage discussion. - Offer alternatives. If you are I-style - Concentrate on why/what questions. - Explain carefully, utilize references and facts. - Prepare, slow down, and think before you act. - Be open to questions and feedback. - Provide information in writing. - Be sincere and modest. If you are S-style -Provide background information. - Respect his/her technical attitude. - Understand his/her independence. - Provide all relevant information. - Provide regular fact-based feedback. Communication and DiSC

30 Managing at Fresenius: 30 November, 2009 Driving Vision, Values and Performance Knowing Your Customer List some of your customers. Based on the discussion today, identify their behavioral style. Given their style, what can you do to more effective with them? Name of Customer DISC Style How can you be more effective? Communication and DiSC

31 Managing at Fresenius: 31 November, 2009 Driving Vision, Values and Performance Judging to Valuing Ladder There is a natural progression of how we tend to view others. Where might you plot yourself on this ladder? J___________ U____________ R___________ V_________ A___________ Communication and DiSC


Download ppt "Managing at Fresenius: 1 November, 2009 Driving Vision, Values and Performance Communication and DiSC Participant Guide."

Similar presentations


Ads by Google