1. Lisa Williams Leadership Coach + Consultant
The DiSC Profile
Lisa Williams Leadership Coach + Consultant 1

2. FACULTY DISCLOSURE Lisa Williams - None
The faculty reported the following financial relationships or relationships to products or devices they or their spouse/life partner have with commercial interests related to the content of this CE activity:
Lisa Williams - None
This slide is for internal use. Please do not alter.

3. Learning Objectives:
At the conclusion of this workshop, participants will have an in-depth understanding of the 4 styles of DiSC - Dominance, Influence, Steadiness, and Conscientiousness- through the following:
Identify their preferred styles through the DiSC assessment taken at the beginning of the workshop.
Outline the characteristics, strengths and weaknesses, and preferred methods of communication for each of the 4 styles.
Assess resources to reference as they continue to practice applying DiSC.

4. One-Word Self-Descriptor
June 30 to Ju1y 1, 2009
Exercise
One-Word Self-Descriptor

5. The DiSC Profile 5

6. Emotional Intelligence
EI is the capacity for recognizing our own feelings and those of others, for motivating ourselves,
for managing our emotions well in ourselves
and our relationships
{Daniel Goleman}

7. Emotional Intelligence {Goleman}
4 elements:
Emotional Intelligence {Goleman}

8. The DiSC Profile

9. enhancing leadership capacity through self-awareness
Leading Yourself
enhancing leadership capacity through self-awareness 9

10. What Is Your Style? Complete the DiSC Profile

11. The Four Quadrants D – Dominance, Control
How you respond to problems and challenges
i – Influence, Contacts
How you influence others to your point of view
S – Steadiness, Consistency
How you respond to the pace of the environment
C – Conscientiousness, Compliance
How you respond to rules/procedures set by others

12. Disc Tendencies Dominance Influence Conscientious Steadiness Decisive
Independence
Results-oriented
Straightforward
Influence
Enthusiastic
Talkative
Spontaneous
Demonstrative
Conscientious
Orderly
Persistent
Detailed
Serious
Steadiness
Warm/Friendly
Supportive
Cooperative
Agreeable

13. Dominance

14. Dominance Direct Results-Oriented Inquisitive Daring Domineering
Forceful
Innovative
Blunt
Decisive
Competitive
Strong-Willed
Bold
Results-Oriented
Domineering
Aggressive
Strong Ego Strength
Goal-Oriented
Problem Solver
Quick
Challenge-Oriented
Persistent
Inquisitive
Demanding
Authoritative
Adventuresome
Responsible
Risk Taker
Power
Self-Starter

15. Influence

16. Influence Enthusiastic Persuasive Emotional Trusting Affable Generous
Charming
Popular
Gregarious
Influential
Confident
Open-Minded
Persuasive
Affable
Convincing
Inspiring
Impulsive
Sociable
Effusive
Talkative
Emotional
Generous
Personable
Optimistic
Self-Promoting
Poised
Good Mixer

17. Steadiness

18. Steadiness Passive Mild Sincere Possessive Inactive Team Player
Amiable
Steady
Predictable
Relaxed
Understanding
Mild
Inactive
Friendly
Systematic
Serene
Deliberate
Good Listener
Sincere
Team Player
Patient
Complacent
Stable

19. Conscientious

20. Conscientious Perfectionist Fact-finder Systematic Courteous
Mature
Accurate
Conscientious
Evasive
Fact-finder
Restrained
Precise
Diplomatic
High Standards
Patient
Systematic
Analytical
Methodical
Conventional
Sensitive
Exacting

21. Behavioral Insights
HRDOD004, Rev.0

22. C D S Behavioral Insights I introverted extroverted active passive
HRDOD004, Rev.0

23. task/thinking antagonistic
Behavioral Insights
task/thinking antagonistic C D S I
people/relations
favorable
HRDOD004, Rev.0

24. i S C D Behavioral Insights
Perceives Self as More Powerful than Environment i S C D
Perceives Environment as Favorable
Perceives Environment as Unfavorable
Perceives Self as Less Powerful than Environment
All people exhibit all four styles in varying degrees!
HRDOD004, Rev.0

25. Two Sides of the Coin
How do your strengths contribute to your success as a leader or team member?
How does the overuse of your strengths become a weakness or liability?

26. Areas to Work On If You Are:
High D
listening
releasing control
patience
flexibility
concern for people
explaining why
showing warmth
being supportive
High I
be less impulsive
results
details and facts
control actions and emotions
slow the pace
more listening
follow through
High S
be more direct
task orientation
be less sensitive
face confrontation
be decisive
initiate more
say no more often
High C
quick response
doing right things
trust intuition
do without all the facts
take more risks
develop relationships
be more flexible and open
look ahead
HRDOD004, Rev.0

27. enhancing communication, leadership and influence with DiSC
Leading Others
enhancing communication, leadership and influence with DiSC 27

28. Dominance

29. Value of the D to the Team
Self-starter
Forward looking
Places high value on time
Challenge-oriented
Tenacious
Competitive
Initiates activity
Challenges the status quo
Innovative

30. Ideal Environment for the D
Freedom from controls, supervision and details
Evaluation based on results, not process or method
An innovative and futuristic oriented environment
Non-routine work with challenge and opportunity
A forum to express ideas and viewpoints

31. Communicating with the D
DO:
DO NOT:
Be clear and to the point
Ramble on or waste time
Stick to business
Try to build personal relationships or chit chat
Come prepared with all requirements, objectives and support material in a well-organized package
Forget or lose things, be unprepared, disorganized or messy
Present facts logically: plan presentation efficiently
Leave loopholes or cloudy issues if you don’t want to be zapped
Ask specific questions (what)
Ask rhetorical or useless questions
Provide alternatives and choices for making their own decisions
Come with the decision made or make it for them
If you disagree, take issues with the facts
Take issues with the person

32. Influence

33. Value of the I to the Team
Optimism and enthusiasm
Creative problem solving
Motivates others toward goals
Positive sense of humor
Team player
Negotiates conflict
Verbalizes with articulateness

34. Ideal Environment for the I
Assignments with a high degree of people contacts
Tasks involving motivating groups and establishing a network of contacts
Democratic supervisor with whom they can associate
Freedom from control and detail
Freedom of movement
Multi-changing work tasks

35. Communicating with the I
DO:
DO NOT:
Plan interaction that supports their dreams and intentions
Legislate or muffle
Allow time for relating and socializing
Be curt, cold or tight-lipped
Focus on people and action items, put details in writing
Leave decisions up in the air
Ask for their opinion
Be impersonal or task oriented
Provide ideas for implementing action
Waste time “dreaming”
Use enough time to be stimulating, fun, fast-moving
Cut the meeting short or be too business-like
Provide testimonials from people they see as important or prominent
Talk down to them
Offer special, immediate and extra incentives for their willingness to take risks
Take too much time to get to action items

36. Steadiness

37. Value of the S to the Team
Dependable team worker
Work harder for a leader and a cause
Great listener
Patient and empathetic
Good at reconciling differences, calming and stabilizing
Logical and step-wise thinker
Will finish tasks started
Loyal, long-term relationships

38. Ideal Environment for the S
Jobs for which standards and methods are established
Environment where long standing relationships can be developed
Personal attention and recognition for tasks completed and well done
Stable and predictable environment
Environment that allows time for change
Environment where people can be dealt with on a personal, intimate basis

39. Communicating with the S
DO:
DO NOT:
Break the ice with personal comments
Rush headlong into business or the agenda
Show sincere interest in them as people
Stick coldly or harshly to business
Patiently draw out their personal goals and ideas. Listen and be responsive
Force a quick response to your objectives
Present your case logically, softly, non-threateningly
Threaten with positional power, or be demanding
Ask specific questions (how)
Interrupt as they speak
Move casually, informally
Be abrupt and rapid
If the situation impacts them personally, look for hurt feelings
Mistake their willingness to go along for satisfaction
If a decision is required of them, allow them time to think
Force a quick decision

40. Conscientious

41. Value of the C to the Team
Objective thinker
Maintains high standards
Defines, clarifies, gets information, criticizes and tests
Task-oriented
Asks the right questions
Diplomatic
Pays attention to small details

42. Ideal Environment for the C
Where critical thinking is needed and rewarded
Assignments can be followed through to completion
Technical, task-oriented work, specialized area
Noise and people are at a minimum
Close relationship with small group of people
Where quality and/or standards are important

43. Communicating with the C
DO:
DO NOT:
Prepare your case in advance
Be disorganized
Approach them in a straightforward, direct manner
Be casual, informal or personal
Use a thoughtful approach; build credibility by looking at all sides of the issue
Force a quick decision
Present specifics and do what you say you can do
Be vague about expectations or fail to follow-through
Draft an “action plan” with scheduled dates and milestones
Over-promise results
Take your time, but be persistent
Be abrupt and rapid
Support disagreements with facts or testimonials from respected people
Appeal to opinion or feelings as evidence

44. Group Exercise

45. Keys to Success Understand your behavioral style
Be able to identify, understand and appreciate different behavioral styles
Recognize we need all behavioral styles
Know how to adapt your style in any environment to:
Be a more effective communicator
Gain commitment and cooperation
Build effective teams
Resolve and prevent/minimize conflict
Gain endorsement

46. lisawilliamscoaching.com HighImpactLeadershipProject.com 859.388.0858
Thank you!
lisawilliamscoaching.com HighImpactLeadershipProject.com