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STARTING POINT
Northwest Ministry NetworkTerry Gurno9.21.2012
© 2005 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with Everything DiSC ®Classic.
What We’ll Cover
What the DISC IS and IS NOT
Why should you use it
Using the DISC to know YOURSELF, know OTHERS, and ADJUST your style to match theirs
Building your team so they can stay in their strengths and leverage weaknesses
© 2005 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with Everything DiSC ®Classic.
• There is no right or wrong DISC profile• We each have some D, I, S, & C in us, but just in different
amounts• We need to respect what we are and respect others for
what they are
Successful People:• Know who they are• Know their personal strengths and weaknesses • They surround themselves with capable people • Know when to use their strengths and when to allow
other to compensate for their weaknesses
To use the DISC as an effective tool you must realize …
© 2005 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with Everything DiSC ®Classic.
What DISC is NOT
© 2005 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with Everything DiSC ®Classic.
What the DISC IS
• An Observable Language…The “How” you do What you do
• A Universal Language
• A tool to use for hiring, managing, self development and leading staff/team
© 2005 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with Everything DiSC ®Classic.
DISC – What it doesGives a structure to understand human behavior that is:• Effective • Proven (research)• Easy to use and understand
It allows you to:• See behavior patterns and relationships between
behaviors with yourself and with others• See behavior patterns and relationships between
people/jobs (focus on behaviors not personalities• Better manage people: yourself, others, team/staff
© 2005 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with Everything DiSC ®Classic.
The Value of the DISC
1. Identify your style.2. Identify, understand and appreciate people who have a
different style.3. Develop a process to communicate with the different
styles but knowing your style, recognizing others, and adjusting your style to match theirs
© 2005 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with Everything DiSC ®Classic.
DiSC® MODEL HO 4-2
QuestioningLogic Focused
ObjectiveSkeptical
Challenging
AcceptingPeople Focused
EmpathizingReceptiveAgreeable
D
S
i
C
Active Fast PacedAssertiveDynamic
Bold
ThoughtfulModerate Paced
CalmMethodical
Careful
Dominance Influence
Conscientiousness
Steadiness
NOTES:
© 2005 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with Everything DiSC ®Classic.
TRADITIONAL DiSC® MODEL HO ALT 4-1
D
S
i
C
Perceives Self as More
Powerful than the
Environment
Perceives Self as Less Powerful
than the Environment
Perceived Power and Favorability of the Environment
Perceives an
Unfavorable
Environment
Perceives a
Favorable Environme
nt
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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:
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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:
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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:
© 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:
© 2005 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with Everything DiSC ®Classic.
MY VALUE TO THE ORGANIZATION HO 4-8
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
D i
C S
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IDENTIFYING OVERUSED STRENGTHS HO 5-3
D Dominance Example: Directing and deciding May become autocratic.
i Influence Example: Promoting and persuading May oversell and manipulate.
S Steadiness Example: Steady and agreeable May give in despite their needs.
C Conscientiousness
Example: Analyzing and checking
Commonly Overused Strengths Results/Impact of Overuse
May become perfectionistic and indecisive.
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Think about a situation where you overused your strengths and were less than effective in your workplace. Write it here.
Use the following questions to help you reflect on that situation.
What strength(s) did you overuse?
What was the result or outcome of the situation?
Use the following questions to help you reflect on what you could have done differently to make the situation more successful.
What indicated that you were overusing a strength? How can you monitor that behavior in the future?
How did those overuses get in the way of making the situation successful?
REFLECTING ON MY STRENGTHS AND OVERUSES HO 5-5
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ACTION PLAN: MY STRENGTHS AND OVERUSES HO 5-6
Given what you know about your strengths and overuses, complete the following action plan.
My strength(s):
Situations where I tend to overuse my strength(s):
What happens when I overuse my strength(s):
What I will do to avoid overusing my strength(s):
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MORE ABOUT YOU: D
If you have a high-D style, your strengths as a co-worker or team member may be that you make decisions when others cannot confront tough issues or situations accept change as a personal challenge keep the team focused and on task
Others may see limitations because you may come across as unapproachable can be insensitive to others may show impatience with others try to move the team before it is ready
You can be more effective by developing more patience toning down your directness and asking more questions working on your body language to seem more approachable and offering more
encouragement in conversation
HO 5-7
NOTES:
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MORE ABOUT YOU: i
If you have a high-i style, your strengths as a co-worker or team member may be that you are available to others inspire others spread your enthusiasm and positive attitude to others give positive feedback to your colleagues
Others may see limitations because you can be disorganized may be superficial in your approach lack follow-through
You can be more effective by listening more carefully becoming more organized providing more detail
HO 5-8
NOTES:
© 2005 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with Everything DiSC ®Classic.
MORE ABOUT YOU: S
If you have a high-S style, your strengths as a co-worker or team member may be that you are a good team player are sensitive to others’ needs approach meeting agendas methodically listen well are likable
Others may see limitations because you can be indecisive may be indirect resist change
You can be more effective by becoming more assertive and direct coping better with change not carrying the burden of everyone else’s problems
HO 5-9
NOTES:
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MORE ABOUT YOU: C
If you have a high-C style, your strengths as a co-worker or team member may be that you are thorough follow standards emphasize accuracy use diplomacy
Others may see limitations because you can be overly concerned with perfection act aloof tend to hamper others’ creativity by sticking to the rules
You can be more effective by accepting differences being more open focusing on communication
HO 5-10
NOTES:
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FOUR RESPONSES TO CONFLICT HO 6-3
Tends to:ASSERT
Tends to:SUPPRESS
D
S
i
C
DEMANDGoal: Victory
EXPRESSGoal:
Acknowledgement
WITHDRAWGoal:
Justice
COMPLYGoal:
Harmony
Becomes aggressive and autocratic
Creates win/lose outcomes
Refuses to bend Overpowers with force
Wants to be heard Glosses over tension
initially Verbalizes feelings
impulsively Personally attacks
Becomes defensive Strategizes in
controlled fashion Resists passive-
aggressively Overpowers with logic
and facts
Avoids aggression Tries to save
relationships Accommodates or
gives in Simmers beneath the
surface
Focus on:LOGIC
Focus on:FEELINGS
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Be sure to make communication brief and to the point respect their need for autonomy be clear about rules and expectations let them initiate show your competence stick to the topic show independence eliminate time-wasters
Be prepared for blunt, demanding approaches lack of empathy lack of sensitivity little social interaction
Notes:
KEYS FOR RELATING TO D DOMINANCE
High D’s want others to be direct, straightforward, and open to their need for results.
HO 9-2
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Be sure to approach them informally be relaxed and sociable let them verbalize thoughts and feelings keep the conversation light provide written details give public recognition for individual 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
Notes:
KEYS FOR RELATING TO i INFLUENCE
High i’s want others to be friendly, emotionally honest, and to recognize the high i’s contributions.
HO 9-3
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Be sure to be systematic in your approach provide a consistent and secure environment let them know how things will be done use sincere appreciation show their importance to the organization let them adapt slowly to change
Be prepared for friendliness to colleagues and supervisors resistance to change difficulty identifying priorities difficulty with deadlines
Notes:
KEYS FOR RELATING TO S STEADINESS
High S’s want others to be relaxed, agreeable, cooperative, and appreciative.
HO 9-4
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Be sure to provide clear expectations and deadlines show dependability demonstrate loyalty be tactful and emotionally reserved allow precedent to be a guide be precise and focused value high standards
Be prepared for discomfort with ambiguity resistance to vague or general information desire to double-check little need for affiliation with others
Notes:
KEYS FOR RELATING TO C CONSCIENTIOUSNESS
High C’s want others to minimize socializing, give details, and value accuracy.
HO 9-5
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PREFERRED WORK ENVIRONMENTS HO 10-2
STYLE GOALS
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
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UNDERSTANDING WILLINGNESS WITH DiSC® HO 12-2
Sometimes it's hard to tell whether someone is willing or unwilling. And although we have a variety of subtle cues that we use to judge willingness, sometimes those cues are misleading. This chart will help you understand some of the reasons why the different styles often express resistance. It is also designed to help you more accurately spot some of the behaviors that are misread within each DiSC® style.
D i S CSituations that might cause resistance:
May object to projects and plans that seem to challenge their control or authority
May tend to disengage from projects and plans that involve a lot of tedious or routine work
May be resistant toward projects and plans that involve sudden or large change
May be cynical toward projects and plans that are not thought out in detail or are driven largely by enthusiasm
How the style might be misread when they are unwilling:
May appear intense and passionate about a project even when they are unwilling
May appear enthusiastic and open even when they are unwilling
May have difficulty saying "no" even if they are unwilling
May comply passive-aggressively when unwilling
How the style might be misread when they are willing:
May appear challenging or impatient even when they are willing
May appear distracted or scattered in their approach even when they are willing
May appear hesitant or uncertain even if they are willing
May appear skeptical and unexpressive even when they are willing
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Reading the Graph HO 12-2
Looking at this graph….
1. What are the strength and weaknesses?
2. What role(s) on the team would be best?
3. What else is important to know?
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Building Your Team: Role Profile – Determining Needs
Role Standards:
Primary Objectives – What are the major objectives or outcomes to be accomplished by the person in this role?
Regular Work Activities – What are the most frequent and most essential work activities in this job?
Leadership/Management Responsibilities – How many people and which roles will be directly lead/managed by this person?
Key Skills – What behavioral traits, attitudes, and skills are required?
People Contacts and Interactions – What are the primary people contacts in this job (who, why, and how often)? Compensation – Fill in as appropriate - Components to consider include: base salary, health insurance, stipend, and other benefits. Role RequirementsExperience, Training, and Education – What prior work and life experience will help the person in this role succeed? (Education, industry-specific, sales, administrative, management, customer-service)
Preferred DISC =