2DISC Understanding, Appreciating and Adapting Your Communication Style Welcome participants, as the group gathers ask if they had time to share their report with coworkers, family members or friends. Have they taken the DISC previously? Or the Myers-Briggs? Colors?“Thank you for being here today. DISC is the way you perceive and interact with people and their environments. This session will explain the four very distinct and predictable patterns of observable behavior described as DISC. Once you understand these patterns and know how to quickly and accurately identify one style from the other, you have the keys to unlock your ability to get along with nearly anyone as well as the understanding of how to adapt your behaviors to others with different DISC styles.
3Why is the foundation supporting your learning of the DISC process and tools? These seven principles that describe the vision and values of our organization make DISC an excellent fit for continued professional growth and development.DISC IS THE UNIVERSAL LANGUAGE FOR HOW WE ACT, FOR OUR BEHAVIOR IN CERTAIN SITUATIONS.IT’S NOT GOOD OR BAD.NOT RIGHT OR WRONG.DISC IS USED TO LOOK AT OUR STANDAR BEHAVIORAL PATTERNS AND THEN UNDERSTAND HOW WE INTERACT IN THE WORK ENVIRONMENT.THAT BEING SAID, WILL YOU PLEASE TURN TO THE PERSON NEXT TO YOU, LOOK THEM IN THE EYE, AND SAY, “YOU’RE OK!!”
4Learning objectivesIdentify the observable behaviors of the four DISC stylesHave an understanding of your Work DISC style and the style of each of your team membersLearn how to adapt your style so that you improve your communication effectivenessTake away tips for better communication among the stylesWhen you complete this learning session will be able to:
5OutlineWhat is DISC?Interpret your Graph and Appreciate Strengths (Page 5)Explore your team Graph (handouts)Group Activity for Sharing your Summary (Page 12)Application: Adapting & Understanding (Page 23)Our road map for today’s DISC tour includes a background and description of DISC followed by some interactive exercises designed to help you better understand your style and your team’s unique observable behavioral style.All of the training in the world means nothing unless you know how to apply it in real-time. Included in your session today will be some resources and tools to help facilitate your immediate application of DISC in your workplace relationships.And keep in mind, DISC is STYLE not SKILL! We’re all ok!
6William Moulton Marston Ph.D. (1893 - 1947) History of DISCWilliam Moulton Marston Ph.D. ( )WHAT IS DISC? IN 1920 (CLICK ON HIS PICTURE) WILLIAM MARSTON DID EXTENSIVE RESEARCH ON HOW TO EXPLAIN PEOPLE’S EMOTIONAL RESPONSES AND EXAMINE BEHAVIOR OF INDIVIDUALS IN THEIR ENVIRONMENT OR WITHIN A SPECIFIC SITUATION. DISC LOOKS AT BEHAVORIAL STYLES AND BEHAVIORAL PREFERENCES. MARSTON, THE FATHER OF THE DISC, WAS A HARVARD GRADUATE, A CONSULTING PSYCHOLOGIST, RESEARCHER AND AUTHOR OF FIVE BOOKS. (CLICK ON BOOK) IN 1928 MARSTON’S BOOK “EMOTIONS OF NORMAL PEOPLE” INTRODUCED DISC THEORY TO THE PUBLIC. HE DEFINED FOUR BEHAVIORAL STYLES OR TEMPERAMENTS—D FOR DOMINANCE, DRIVER, I FOR INFLUENCE, S FOR STEADINESS OR STABILITY, AND C FOR COMPLIANT, CONSCIENTIOUS OR CAUTIOUS. INTERESTINGLY, MARSTON DEVELOPED THE DISC MODEL AND CREATED THE ASSESSMENT HE NEVER COPYRIGHTED HIS WORK. . HOWEVER HE DID INVENT THE STYSTOLIC BLOOD PRESSURE TEST WHICH WAS INSTRUMENTAL IN THE INVENTION OF THE POLYGRAPH OR LIE DETECTOR. IN ADDITION, MARSTON WAS A CHAMPION OF WOMEN’S RIGHTS AND CREATED AND PRODUCED THE COMIC BOOK CHARACTER “WONDER WOMAN” (CLICK ON WW). IN 1958, SCHOLAR, RESEARCHER AND BUSINESS EXECUTIVE Dr. John Geier OBTAINED THE COPYRIGHT OF MARSTON’S WORKS AND HAS CONTINUES HIS RESEARCH TODAY IN VALIDATION AND APPLICATION OF THE DISC ASSESSMENT. OVER THE PAST 40 YEARS OVER 50 MILLION PEOPLE AROUND THE WORLD HAVE BENEFITED FROM THE DISC ASSESSMENT.
7The Platinum Rule Treat others the way they want to be treated. --Tony Alessandra, Ph. D.Author of People Smart in Business:Using the DISC Behavioral Styles Model to Turn Every Business Encounter Into a Mutual WinDr. Tony Alessandra, a graduate professor of marketing, entrepreneur, business author, and member of the Speakers Roundtable, a group of 20 of the world's top professional speakers, is the originator of the internationally-recognized behavioral style assessment tool--The Platinum Rule (www.PlatinumRule.com). He designed the DISC assessment you took.We’ve all heard of the Golden Rule and many aspire to live by it: DO UNTO OTHERS AS YOU WOULD HAVE THEM DO UNTO YOU. It implies the basic assumption that other people would like to be treated the same way that you would like to be treated. Dr, Alessandra proposes another level to that principle: THE PLATINUM RULE:Treat others the way they want to be treated, The Platinum Rule accommodates the feelings of others and the focus shifts from “this is what I want so I’ll give everyone the same” to LET ME FIRST UNDERSTAND WHAT THEY WANT AND THEN I’LL GIVE IT TO THEM.The goal of the Platinum Rule is personal chemistry and productive relationships. YOU DO NOT HAVE TO CHANGE YOUR PERSONALITY. YOU DO NOT HAVE TO ROLL OVER AND SUBMIT TO OTHERS SIMPLY TO UNDERSTAND WHAT DRIVES PEOPLE AND RECOGNIZE YOUR OPTIONS FOR INTERACTING WITH THEM.
8DISCself Report Ginger Snap “Your Report provides essential information about the four Behavior Style s, and is derived by understanding that we are each “wired” the way we are based on Nature (hereditary) & Nurture (culture) factors.“As we study each of the 4 Countries we will learn about the one particular area they are well known for.D’s (Directors or drivers) how one responds to PROBLEMS & CHALLENGES.I’s (Spokesperson or Entertainer) how one INFLUENCES OTHERS to their point of view.S’s (Teachers or Professors) how one responds to the PACE OF ENVIRONMENT.C’s (Scientists) how one responds to RULES & PROCEDURES SET BY OTHERS.”“We’ll even be given feedback as to how we relate to these areas of preference & how this creates or own natural communication language (behavior styles.) This will actually help us to see how we can capitalize on our natural language (style.)”Communicating in the four languages or styles of DISC will also require your FLEXIBILITY which is truly one of the most basic elements of your professional or personal success.Suggestion: When you mention the word “FLEXIBLE” demonstrate how a slinky stretches. Provide 1 for each participant. Have participants stretch their slinky. Helps folks relax & is a great Training Job Aid “Bright Magic Springs.” $9.95 per dozen, Item # IN-9/33. Note, primary colors; Green (D), Red (I), Blue (S), Yellow (C) – match with DISC style colors. In small groups, match their style color with slinky color.
9Interact Dominant Steady Compliant Visiting 4 Countries Driver SpokespersonSteadyCompliantScientistProfessorIt might seem when you are communicating with someone of a different DISC style than you that you are talking with a person from a different country!When you are with Ds, you notice their direct or driving mannerisms. For I’s they seem interactive and entertaining spokespersons. Those who live in the S country behave in a steady, collaborative, relational way. And in the country of C, you may notice that the locals are conscientious, analytical, and careful like scientists..Your native language (or style) remains most familiarLearn how to flex when you are in “country” D, I, S, C
10If you are traveling to the countries of DISC… The communication process is complex by nature. Even the most basic conversations rely on shared language, a clear message and a focused listener. Obviously talking to a person who does not speak your language is a big hurdle-one that could not be overcome without significant help. But even when speaking to someone who does speak your language, many things can go wrong.Building effective communication skills takes discipline and practice. Often people conclude that they are poor communicators before they have given themselves a fair chance to master some easily learning skills—like the DISC.Being understood and understanding others is a key component in building productive relationships with everyone you work with, be it your staff, your boss, your coworkers, your vendors, your colleagues and your donors.So grab your virtual suitcase, we are on the road, first stop, aLand called D. When we arrive we get a sample of how theNatives of D communicate via . Let’s take a look:why not speak the language?
11What can you tell about the locals here in D? They’re direct, concise, cut to the chase, get to the point, no frills, tell them who what and where and they are happy.Decisive, independent, results driven, DIRECT, CANDID, OPEN, POSSIBLY FORCEFUL IN COMMUNICATING WITH OTHERS. TELL IT LIKE IT IS. APPRECIATE NO NONESENSE COMMUNICATIONS IN RETURN. DOMINANTS DO NOT AVOID CONFLICT. RATHER THEY PREFER TO CONFRONT A SITUATION RESOLVE AN EXISTING PROBLEM AND MOVE ON. DOMINANTS CONTROL THEIR BODY MOVEMENTS AND EXPRESSIONS, MANHY TIMES LEAVING OTHERS WITH THE IMPRESSION THAT THEY ARE OVER-SERIOUS OR ABRUPT.It’s time to Island hop to I…
12Point out individual names, exclamation marks, I’s, the interactive influencersThey use colorful language, they’re casual, interactive, optimistic, outgoingHIGH ASSERTIVE, HIGH RESPONSIVE, MORE OPEN IN GESTURES AND EXPRESSIONS THAN THE OTHER STYLES. VERY PEOPLE-ORIENTED. DESIRE A CLEAR AND OPEN SHOW OF UNDERSTANDING BY BOTH SIDES IN COMMUNICATION, AND THEY USE PERSUASION AND EXAGGERATED BODY MOVEMENTS TO PROMOTE THAT UNDERSTANDING.I’S ARE ENERGETIC, EMOTIONAL, OPINIONATED, SOMETIMES LOUD AND LAWYS READY TO TAKE RISKS AND VOLUNTEER. PLAYFUL AND FUN-LOVING, TEND TO DISLIKE ROUTINE AND MAY AT TIMES APPEAR TO BE UNFOCUSED IN THEIR WORK.Our itinerary indicates we are on our way to the continent of S
13Note the greeting: Everyone Starts with relational sentenceAsks them if they want to get togetherTeam huddle, on the same page, brain storm solutions as a groupThe S language shows this group is team-oriented, they are consistent, make decisions based on the collective, steady and work togetherTHE S IS A PEACEMAKER BY NATURE. DIPLOMATIC, COOPERATIVE, PATIENT, STRIVE TO AVOID CONFLICT IF AT ALL POSSIBLE. SLOWER PACED WHEN THEY MOVE AND IN THE GESTURES THEY MAKE AND ARE SOFTER SPOKEN AND MORE MODERATLEY PACED IN THEIR SPEECH THAN MOST OF THE OTHER STYLES. THEY CAN BE TENTATIVE AND CAUTIOUS IN DECISION MAKING LESS APT TO TAKE RISKS, MAY AT TIMES APPEAR TO BE NON-COMMITTAL AND CONFORMING.LOW ASSERTIVE AND HIGH RESPONSIVE IN THEIR BEHAVIORS. NOT FORCEFUL IN THEIR COMMUNICATIONS BUT SHOW CONCERN AND UNDERSTANDING FOR OTHERS. THEY ARE CONCERNED WITH THE HAPPINESS AND SATISFACTION OF ALL.Our final destination takes us to the country of C where the language looks a little different from D I and S.
14Note the proper titleWhen is the meeting?--Wants things in writingNeeds to have facts in advance so they can analyze, think and be preparedNo need to get the group together, schedule a formal meetingCareful, conscientious, correct, accurate, task-orientedClosing: Stan becomes StanleyC is by nature less assertive & less responsive in their behaviors than the other patterns. This means they are reserved in the way they express themselves and that they are controlled in their outward gestures and actions.Analyticals like dominants are task oriented. They are careful to be certain the job is done right he first time. Focus on facts, details, examine all the options, rely on past experiences, tend to be systematic and cautious when making decisions. Tend to be disciplined with the use of time and are thorough in their work. May prefer to be alone, appear detached from emotions, and might seem more concerned with information than with people.These s were simple but fairly predictable patterns of the different waysD, I, S and C styles communicate. So if you are in their country, and you know how to recognize their language, you have one of the key components to successful communcation.
15Communicating in the four languages or styles of DISC will also require your FLEXIBILITY which is truly one of the most basic elements of your professional or personal success.What better reminder of how to use DISC than a Slinkie!(ask them to describe what Slinkie does…it’s rigid when you take it out of the box but after you loosen it up it’s flexible and adaptable)When you return to your workspace, your Slinkie can be an excellent reminder to flex your style and practice some of the adaptability tools you will learn today.Suggestion: When you mention the word “FLEXIBLE” demonstrate how a slinky stretches. Provide 1 for each participant. Have participants stretch their slinky. Helps folks relax & is a great Training Job Aid “Bright Magic Springs.” $9.95 per dozen, Item # IN-9/33. Note, primary colors; Green (D), Red (I), Blue (S), Yellow (C) – match with DISC style colors. In small groups, match their style color with slinky color.
16eGraphs 1. Focus on Graph II Natural 2. Circle your highest point(s) Adapting Style Graph INatural Style Graph IIDISCDISCSample GraphsLet’s put all of this information to practice as we apply it directly to your own individual style.Your primary pattern: Your set of predominant characteristics that influence and guide your communications with the people in your life. It is also the major influence in the way you approach your work, how you prioritize, allocate & use time, how you make decisions, resolve conflicts, and operate under pressure.Your secondary style: Your secondary pattern also plays a very important role in the makeup of your communication pattern. Your secondary pattern blends with your Primary pattern in a way that serves to balance, temper, and broaden the characteristics of your personality. Your secondary pattern allows you to be more flexible in your communications with others and gives you additional ways to manage pressure and tension.LOOKING ON PAGE 5 OF YOUR REPORT, AND FOCUSING ON YOUR NATURAL STYLE, CIRCLE YOUR HIGHEST POINT. (SOME MAY HAVE TWO) If you have two styles at the same highest point, you decide which of the four styles we just explained best describes your natural work style.Have participants do this activity so you can easily implement the following exercise “Divide & Conquer.” This exercise really helps people grasp the model & how it can be so helpful in all of their communications.See Page 5of your reportWork - SpecificOverall - Preferred
17Now each style moves to a corner of the room. Divide & ConquerNow each style moves to a corner of the room.CDAfter participants have moved,Then stand between the I & S’s & talk about how “People” are a priority for them. The I’s are more “me” oriented while the S’s are more “team oriented.”Then stand between the D & C’s & talk about how “Task” is the priority for them. The D’s are more “goal” oriented while the C’s are more “accuracy” oriented.Now look at why some folks initially have conflicts.Stand in the middle of the room & point to the D’s. Ask their Pace? (Fast) Priority? (Task) Now point to the S’s. Ask their Pace? (Slow) Priority? (People.) Now have 1 hand point to the D’s & 1 hand point to the S’s. What do these folks need to do to get along better? Flex? Impact on meetings?Remain in the middle of the room & point to the I’s. Ask their Pace? (Fast) Priority? (People) Now point to the C’s. Ask their Pace? (Slow) Priority? (Task.) Now have 1 hand point to the I’s & 1 hand point to the C’s. What do these folks need to do to get along better? Flex? Impact on meetings?SI
18Graphs- Energy Line Energy Line - Energy Line: Page 5 of your report Points aboveEnergy Linegives us energy.“OK with sharing DISC Styles? Write ‘Preferred’ by Graph II and ‘Work’ by Graph I. (Use flipchart during explanations.)Energy Line is horizontal line. Points above Energy Line gives us energy.Everyone has points above & below the Energy Line. All profiles are good.For now, we’ll focus on Graph II, the Natural Style. More detail about Graph I later.Next you’ll be describing each style more in detail.Remind participants …. DISC is a style assessment not a skill assessment.Some people get defensive if their Natural style is NOT what they want it to be. Periodically ask folks, “Is this a style or skill assessment?” This is to reassure folks they can be very competent at accomplishing a task even if it isn’t their natural style.Energy Line:Page 5 of your report5
19plotting points above Energy Line. Graphs DefinedDISCProfile –Determined by highestplotting points above Energy Line.Primary Behavior -In CAPITAL LETTERS.“D” Dominant. Exhibit high assertive an d low responsive behaviors. Primarily outspoken nature, seek to maintain control over their personal feelings and info that they communicate to others. Fundamentally task /goal oriented, prefer to be inc charge.What are the observable behaviors of a Director or Driver?(Typical responses: Competitive, Goal Oriented, Loves Speed, Focused.)Ask participants: What type of vocations are more apt to be Ds? (Any vocation where they can be in charge!)High “D” Observable Behaviors: GO GETTERS, NO NONSENSE, DELEGATORS, APPEAR COOL, INDEPENDENT, COMPETITIVEPace- Fast/Decisive Priority- GoalSeeks- Productivity, ControlStrengths- Administration, Leadership, PioneeringGrowth Areas- Impatient, Insensitive to others, Poor ListenerFears- Being Taken Advantage ofIrritations- Inefficiency, IndecisionUnder Stress May Become- Dictatorial, CriticalGains Security Through- Control, LeadershipMeasures Personal Worth By- Impact or results, Track record & processWorkplace- Efficient, Busy, StructuredLow D: More patient and agreeable (Doesn’t want to be rushed.)WORK QUICKLY AND IMPRESSIVELY BY THEMSELVES, IN MEETINGS THEY SET THE AGENDA, CLASSIC: WINSTON CHURCHILL, HILARY CLINTONEnergy LineD = DominantDriver BehaviorsPace Fast, DecisivePriority - Task/GoalPage 5 of your report
20Spokesperson Behaviors Pace - Fast, Spontaneous Graphs DefinedIDSCI = InteractiveSpokesperson BehaviorsPace Fast, SpontaneousPriority - People“I” is for Interactive.Ask participants: What are the observable behaviors of an Entertainer?(Typical responses: Want applause, like to have fun, animated.)Ask participants: What type of vocations are more apt to be I’s? (Sales, training, marketing positions.)High “I” Observable Behaviors:Pace- Fast/Spontaneous Priority-PeopleSeeks- Participation, ApplauseStrengths- Persuading, Motivating, EntertainingGrowth Areas- Inattentive to detail, Short attention span, Low follow-throughFears- Loss of Social RecognitionIrritations- Routines, ComplexityUnder Stress May Become- Sarcastic, SuperficialGains Security Through- Playfulness, Others’ approvalMeasures Personal Worth By- Acknowledgments, Applause, ComplimentsWorkplace- Interacting, Busy, PersonalOptimistic, IDEA PEOPLE, BUILD ALLIANCES, RISK TAKERS, LIKE TO BE IN THE PUBLIC EYE, VISIBLE IN THE WORKPLACELow I: Just means you don’t want to be in limelight.Energy LinePage 5 of your report
21Priority - Relationship Graphs DefinedSDICS = SteadyProfessor BehaviorsPace Slower, RelaxedPriority - Relationship“S” is for Steady.Ask participants: What are the observable behaviors of a Professor?(Typical responses: Methodical, Calm, Listens, Reflective.)Ask participants: What type of vocations are more apt to be S’s? (Customer Service, Engineers, Teachers, Social work, HR)Have the ability to maintain their composure, can share “bad news” with compassion and tactRisk-averse—tell them WHY when things change! They include others in decision-making processHigh “S” Observable Behaviors:Pace- Slow/Relaxed Priority-RelationshipSeeks- AcceptanceStrengths- Listening, Teamwork, Follow-throughGrowth – Oversensitive, Slow to begin action, Lacks global perspectiveFears- Sudden changes, InstabilityIrritations- Insensitivity, ImpatienceUnder Stress May Become- Submissive, IndecisiveGains Security Through- Friendship, CooperationMeasures Personal Worth By- Compatibility with others, Depth of contributionWorkplace- Friendly, Functional, PersonalLow S: You don’t want to take a lot of time with details and people before putting things into action.Energy LinePage 5 of your report
22Pace - Slower, Systematic Graphs DefinedCDIS“C” is for Compliant.Ask participants: What are the observable behaviors of Scientist?(Typical responses: Quality, Accuracy, Logical, Procedural, Task-Oriented, Analytical.)Ask participants: What type of vocations are more apt to be C’s? (Accountant, engineer, computers.)PERSISTENT, ANALYTICAL, ENJOY PERFECTING PROCESSES AND WORKING TOWARDS TANGIBLE RESULTS, ALWAYS IN CONTROL OF THEIR EMOTIONS, MAY BE UNCOMFORTABLE AROUND OUTGOING OR EXPRESSIVE PERSONALITIES, HIGH EXPECTATION OF SELF & OTHERSHigh “C” Observable Behaviors:Pace- Slow/Systematic Priority-TaskSeeks- Accuracy, PrecisionStrengths- Planning, Systemizing, OrchestrationGrowth – Perfectionists, Critical, Unresponsive,Fears- Personal criticism of their work effortsIrritations- Disorganization, ImproprietyUnder Stress May Become- Withdrawn, HeadstrongGains Security Through- Preparation, ThoroughnessMeasures Personal Worth By- Precision, Accuracy, Quality of resultsWorkplace- Formal, Functional, StructuredLow C: Don’t want to deal with details.C = CompliantScientist BehaviorsPace Slower, SystematicPriority - TaskEnergy LinePage 5 of your report
23= Similar Graphs - Comparison If both Adapting Style & Natural Style are similar -You tend to use same behavioral traits across environments.Job feels inline withhow you would like to be communicating.Similar Graphs –Do 2 second glance test. Does the flow basically look the same? (You don’t want folks nitpicking.)Similar is where primary styles are the same & other styles are around same segment area on graphs.Brief overview of the 2 Graphs:Graph I – Adapting Style Pattern. Self-perception of behavioral tendencies you think you should use at work during a specific window of time. This graph could look very different depending on what changes take place at work.In contrast –Graph II – Natural Style Pattern. Self-perception of the “real you,” quite consistently. Typically exhibited when in stressful and frustrating situations.=Page 5Page 5 of your report
24= Different Graphs - Comparison If Primary Adapting & Natural Style aresignificantly different …Going out of comfort zone(style) to get job done.+ Shows flexibility.__ If prolonged,can cause stress.Ask yourself –Any changes at work?Reassure participants…Everyone experiences needing to go into another communication style every now & then. When you do,… those are the days you go home more emotionally exhausted. When you have more understanding as to why you are feeling the way you do, you have valuable information that allows you to make even better communication decisions.In trying to understand what may be causing such a contrast in styles here are some helpful questions. As they are processing their answer ask them to try & remember what the day was like when they took the DISC Assessment. Knowing the environmental context provides valuable insight into what may have been influencing the participant.Questions:1. Did you just start a new job or take on new responsibilities? (Common to use other styles in such situations. In such circumstances, if the participant took the assessment again in a few months it is very likely their Adaptive & Natural DISC Styles would be more inline.)2. Do you have a new boss? Company acquisition? (Such changes can be the impetus for people to drastically try new ways if they are unsure their current practices are sufficient.)=Page 5Page 5 of your report
25Your individual graph Page 5 of your report D I S C D I S C Page 5 OK with sharing DISC Styles?” (Describe each style, ask for volunteer, add characteristics, compare their Graph II with Graph I.)“D is for Dominant. Key descriptors; Goal, Bottom-Line, Competitive. Move quickly up an organization, regardless of the industry. If “D” is low - don’t want to be rushed. Additional descriptors: Wants Answers Right Away, Very Concise, Loves a Good Challenge. ““If Graph I is quite different than Graph II, ask the participant if they recall what was going on for them at work when they completed the Assessment. Were there any changes in responsibility? Bosses? Acquisitions? Working on Budget?”“We all have our jobs vary from time to time. The goal is to have your Graph I & II lining-up with one another for the majority of the time.”Page 5 of your reportPage 5
26Your Team’s StyleD IC SWe naively assume that any group can automatically be a team. But actually one of the single reasons why groups misfire is that personality differences are ignored.What actions will you need to take to better communicate with those of other styles on your own team?What does your style say about the way you are perceived by other departments?What is the style of the group that you communicate most often?Do you find yourself flexing with other teams’ styles?
27The Foundation’s Style D IC SExplain the confidential nature of DISC styleHowever this is a universal and non-judgmental languageCompare other work environments: MBTI on business cards, name plate, signatureShare your style with others if you would chooseWhat actions will you take to better communicate with the styles of those clearly not your own within the foundation?Impacts internal customer service strategyDISC is now the cultureDoes the foundation need Ds, Is, Ss, Cs?
28Page 12 in your Report SPEED MEET EXERCISE: To better understand and communicate your style to each other turn to Page 12 of your Report and move your chairs into pairs. We will start the exercise with one on one pairs and if we get short on time we will increase to groups of three. For now, pair up with someone else and begin to share your answers with your partner. I’ll call time and then you will switch and move onto another partner. We’ll continue until we have all had a turn to talk with every person on the team.
29Page 23 in your Report Action Plans With All Four Styles Review Page Structure:Dominant Style – Characteristics & So You would do the following behaviors …Interactive Style – Characteristics & So You would do the following behaviors …Steady Style – Characteristics & So You would do the following behaviors …Compliant Style – Characteristics & So You would do the following behaviors …Exercise:Identify a D, I, S,C, that you interact with.Assess… put a x by what you do well.Circle what you need to work on.Optional:As support pieces, review … Action Plan Page 23 in more detail & Job Aids. See following slides.Once participants have done their self-assessment, have them share with a partner their discoveries (what behaviors they are using with each style effectively & which behaviors to start to use.)
30“The task of the leader is to get his people from where they are to where they have not been.” -Henry KissingerHere are some practical ways you can begin to immediately adapt your style.Using these quotes as examples, which style do you think this represents?
31D - Action Plan Page 23 of your report Optional slides. The next four slides are same content as on Page 23 of DISC Report. Each slide is a breakout of 1 of the styles.Page 23 of your report
32D - Action Plan Be fast and decisive Support their goals and save them timeBe businesslike and provide options with supporting analysisIn writing be short and to the pointDo it with convictionThey need to know what it does, when, what it costsOptional slides.The next four slides are same content as on Page 23 of DISC Report. Each slide is a breakout of 1 of the styles.
33“Our chief want is someone who will inspire us to be what we know we could be.”--Ralph Waldo EmersonUsing these quotes as examples, which style do you think this represents?
34I - Action PlanOptional slide.Page 23 of your report
35I - Action Plan Do it with flair Save them effort Let them be visible and inspiringBe enthusiasticIn writing be informal and dramaticSupport their feelingsIt’s all about interaction and being spontaneousOptional slide.
36“Great leaders are almost always great simplifiers, who can cut through argument,debate, and doubt to offer a solutioneverybody can understand.”-General Colin PowellUsing these quotes as examples, which style do you think this represents?
37S - Action PlanOptional slide.Page 23 of your reportPage 23
38S - Action Plan Be relaxed and pleasant Provide consideration to their feelingsFocus on relationships and communicationBe casual and cooperativeSave them conflictIn writing, be warm and friendlyLet them know how things affect their personal circumstancesOptional slide.Page 23
39“Now there are five matters to which a general must pay strict heed. The first of these is administration; the second, preparedness; the third, determination; the fourth, prudence; and the fifth, economy.”–Wu Ch’i ( BC)Using these quotes as examples, which style do you think this represents?
41C - Action Plan Use logic and accuracy Save them embarrassment Provide data and documentationBe precise and support the proceduresIn writing be detailed and preciseValue their need for structure, tasks and processesPage 23
42How to Identify Another’s Profile Review & encourage participants to use these Job Aids at their desk prior to writing s or making calls, attending meetings or communicating with others.Page 15
432. What actions will you take? Interact1. Main learning points?DominantAction Exercise:Have each participant write answers to the 2 questions (On front of their DISC Report is a good location.) Then have them stand-up & find someone they have not paired-up with today that is sitting at another table.Tell them they have about 10 minutes to share. Then back to their original seats.If time permits… Do “Cartoon “ exercise . (See Tab 6, Learning Activities.)Have teams identify what communication style the woman is demonstrating in each clip. Remind them to look at the behaviors, not just the words she is saying.Answers: Upper left (Sandwiches’ clip) – High S, Upper right (New product clip) – High I, Lower left (Car taken apart clip) – High C, & Lower right (Customer Service Rep yelling at customer clip) – High D. This is a fun way to end a training…. with laughter & smiles.IF TIME DOES NOT PERMIT, GO AROUND THE TABLE AND ASK FOR EACH PERSON TO OFFER ONE POINT OF LEARNING AND ONE ACTION ITEMCompliantSteady2. What actions will you take?
44DISC Closing Summary The Platinum Rule Style not Skill Pace—rapid or steady? Priority—people or goals? Understand my style--we’re all o.k.! Adapt your style for more successful communicationYou’re ok!!
45“Today the most useful person in the world is the man or woman who knows how to get along with other people. Human relations is the most important science in the broad curriculum of living.” --Stanley C. Allyn