oct 27 ml module 1 disc for teacher hub

Middle Leaders Course

Module OneUnderstanding My Leadership StyleGetting a Gauge on my TeamCommunication: Facilitating Teams

Presented by: Bec Clements, Sandra Hite, Samantha Rodgers

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Module OneUnderstanding My Leadership StyleGetting a Gauge on my TeamCommunication: Facilitating Teams

Bec Clements, Sandra Hite, Samantha Rodgers

Middle Leaders Leading Myself and Others

Session One (8.30 - 10.00)

1. Understand what DISC is

2. Identify your personal communication style

3. Be able to recognize others’ styles4. Be able to adapt your style to

improve results

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Leadership Capability

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Leadership Capability

L1.2 Displays a sense of self-efficacy and personal identity

L 2.5 Understands people

What experience and knowledge are we bringing to the session today?

Huh? Somewhat confident Fairly confident Got it!

Confidence Continuum – Leading Teams

Invitation to learning – turn and talk?

Tracking your thinking

What question are you going to carry with you today?

What are you curious about?

Share with someone at your table

Underline statements that help you be successful in your role at school. Circle statements that may be barriers to your success in school.

Put things you don’t agree with in brackets.

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The DISC Model…

A four quadrant model that helps us identify different communication/behavior styles and adapt our style to improve results.

Dominance – how we approach problems

Influence – how we approach people Steadiness – how we approach pace Compliance – how we approach

procedures4

Insights2improvement.com

DISC Overview

C D

IS

Things

People

E x t r ove r t

Int rover t

Copyright © 1998. Target Training International, Ltd.


What Does DISC Measure?

HOWHOW

NOT WHYNOT WHY NOT WHATNOT WHAT

BEHAVIOR

SKILLS

EDUCATION

VALUES

INTELLIGENCE

& TRAINING

& EXPERIENCE


DISC Language RulesRULE #1 Use and discuss the language with only those

who know the language

RULE #2 Exhibit your knowledge of the language by knowing your behavioral style, silently recognising other people’s style and then adapting for greater communication

RULE #3 Teach others the language in a setting where appropriate time is available for

understanding

RULE #4 Don’t use DISC as an excuse for ineffective behaviour

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UNDERSTANDING THE DISC GRAPHS p. 21


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Behavioral Style Analysis Graphs


What do people need to understand about your core style? (pp.3-13)

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General Characteristics - General Characteristics - DominanceDominance

Needs driven behavior… Stress reliever… Expectations of others… Conflict


Copyright © 2004, Target Training International, Ltd.

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Relating to the Dominance Style

• Be direct, brief and to the point• Stick to business• Results-oriented approach• Identify opportunities/challenges• Provide win/win situations• Use a logical approach• Touch on high points; do not overuse

data!• Do not touch; keep your distance

Be prepared for:

• Blunt talk• Demands• Lack of empathy• Little interest in social interaction

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General Characteristics - InfluenceGeneral Characteristics - Influence




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Relating to the Influence Style

• Allow time for relating and socializing• Lighten up; have fun• Ask for feelings and opinions• Use touch (forearm and back)• Friendly, non-threatening environment• Involve in brainstorming new ideas and

approaches• Expect quick decisions• Provide opportunities for recognition and

reward

Be prepared for:

•Hunger for the limelight •Overly optimistic•Overselling ideas and points of view•Takes rejection hard

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General Characteristics - General Characteristics - SteadinessSteadiness




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Relating to the Steadiness Style

• Be patient• Draw out their opinions• Provide a logical approach to the facts• Relax- allow time for discussion• Show how solutions will benefit them• Clearly define all areas• Involve them in planning

Be prepared for:

• Friendliness to colleagues• Resistance to change• Difficulty prioritizing tasks• Difficulty with deadline pressures

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General Characteristics - General Characteristics - ComplianceCompliance




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Relating to the Compliance Style

• Use data and facts• Examine argument from all sides• Keep on task- don’t socialize• Disagree with the facts, not the person• Focus on quality• Avoid “new” solutions; stick to proven ideas• Do not touch!• Allow time for them to think Be prepared for:

•Discomfort with lack of clarity•Resistance to general or vague info•Strong urge to check and double- check•Little need to affiliate with others

www.insights2improvement.com

What have you learned?Table Quiz

RULE #2 Exhibit your knowledge of the language

by knowing your behavioral style, silently recognising other people’s style and then adapting for greater

communication


“Since I’ve only been in this job for 10 years, I don’t see any reason to change.”

“I’ll call my friend in that department to see if the new boss is nicer than mine.”

“I’ll decide whether to apply after I thoroughly investigate the pros and cons of the new job.”

“I’ve decided to take the job.”

D

A new job opening has been posted in another department.

i

CS

i

C

S

D

PPT 11-9

Job Opening


At a company-wide meeting, a manager praises her team for outstanding results and promises more great things to come.

Di

CS

i

C

S

D

Concerned that they don’t have a plan for what the manager is promising.

Annoyed because he wasn’t mentioned by name.

Already planning the next steps in her head.

Proud, but worried about what’s coming next.

PPT 11-10

Company Meeting


Client-support teams have been reassigned within an organization.

Di

CS

i

C

S

DSuspicious because she thinks the reassignments may be a bad deal for her.

Asks for a few weeks to work out the details of the new system.

Asks for a few weeks to prepare her customers for the change.

Calls his new clients to set up lunch dates.

PPT 11-11

Team Reassignment


A department manager has asked for a proposal for rearranging the office.

Di

CS

i

C

S

D“Don’t worry, I’ll take care of the whole thing.”

“Is it OK if I don’t move?”

“Can we pick who we sit by?”

“I’ll have some alternatives drawn up by next week.”

PPT 11-12

Rearranging the Office

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Getting a gauge on your team: Interpersonal relationshipsAppreciating the similarities and differences of your team

Session Two (10.30 - 12.00)

Adapted Style

Look at the differences between your natural style and your adapted style. What has changed?How/ Why?

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I over C represents self- confidence and being relaxed with others. Feels able to persuade others in any situation.

D over S represents a sense of urgency with the need to respond quickly to challenges and have flexibility in approach.

DiSC Interaction Guide

QuestioningLogic Focused

ObjectiveSkeptical

Challenging

AcceptingPeople Focused

EmpathizingReceptiveAgreeable

D

S

i

C

Active Fast PacedAssertiveDynamic

Bold

ThoughtfulModerate Paced

CalmMethodical

Careful

Dominance Influence

Conscientiousness Steadiness

Extraverted

Introverted

PeopleT

ask


Communication Do’s & Don’ts Tips p7

Dominance Do’s Clear, specific, to the point Be prepared, stay on task Focus on results/outcomes

Dominance Don’ts Ramble & waste time Focus on personal stuff Force into a “losing” argument

D Influence Do’s Relate and socialize Discuss people and their goals Compliment and ask for opinion

Influence Don’ts Cut-off or be “cold” Talk down to them Be too task oriented

I

Steadiness Do’s Connect personally, break ice Be sincere with interest Patient with discussing ideas

Steadiness Don’ts Rush (into business) Focus on changing or quick response Interrupt as they speak-listen

S Compliance Do’s Prepare and have the facts/data Be logical and stick to agenda Discuss all options

Compliance Don’ts Be disorganized Force a quick decision on anything Be try to win them with warmth

C

PreciseAccurate

Concern for QualityCritical Listener

Non-Verbal CommunicatorAttention to Detail

CreativeSlow Start / Fast Finish

VacillatingTemperamental

CompetitiveConfrontational

DirectResults-OrientedSense of Urgency

Change Agent

AccommodatingDislikes Confrontation

PersistentControls Emotion

AdaptableGood Listener

Good SupporterTeam PlayerPersistent

CooperativeSensitive to Others’ Feelings

High Trust LevelNot Fearful of Change

ContactabilityRather Talk than Listen

Verbal SkillsProjects Self-Confidence

Process-OrientedQuick to Change

IndependentOptimistic

Product-OrientedSlow to ChangeSelf-Disciplined

Pessimistic


BLUEEmotion: FearFear: Criticism

of Work

YELLOWEmotion: Optimism

Fear: Social Rejection

REDEmotion: Anger

Fear: Being TakenAdvantage Of

GREENEmotion: Non-Emotional

Fear: Loss of Security

EvaluatingInvestigating

PlanningCritical

ReactingEfficientDecisive

Harsh

SupportingTrusting

ExperimentingAppeasing

ObservingReflectingApplyingAvoiding

DIRECTS TOO MUCH

TALKSTOO MUCH

QUESTIONSTOO MUCH

AGREESTOO MUCH

CleverEducated Guess

Experimental

FeelingsPerception

Your OpinionFrequent StoppageFollow Directions

In My Opinion

NewRevolutionaryCutting Edge

Substantial ChangeInnovativePlay to Win

ComplexAbstract

Override the People

TheoreticalThe Same for

EveryoneSophisticated

Requires Study

StandardizedStructured

Uniform

Communication Don’t’s

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Copyright © 1998. Target Training International, Ltd.Copyright © 1998. Target Training International, Ltd.


Working with a team member…


In what ways might you choose to adapt your behaviour when working with your team member?


Your take away…


Choose one thing you can do back in your teams that from your learning

To influence and form a strong bond with a conductor you need to

include words or phrases such as:

Your opinion counts

Advancement

Be able to take advantage of opportunities

Be in a high visibility position

Making a big contribution

Challenging

Keep getting the results you want

Being involved in all the important decisions

Lead the pack

Right in line with the direction you are taking

Get people to start listening

No interruptions

CONDUCTOR

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Make change work for you

Be able to take advantage of opportunities

Rewards should be automatic

You’re important to your company’s success

Be accepted for who you are and what you do

Make the business run your way

Call your own shots

Being respected for what you do

You’re doing important work

Being your own person

To influence and form a strong bond with a persuader you need to


PERSUADER

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Exciting

Getting recognition

Gain respect

Builds on what you have

already accomplished

New

Unique

Get your point across

Creating the right image

Blend in well with everyone

Committed to a team approach

Easy to adapt for your purpose

To influence and form a strong bond with a promoter you need to include

words or phrases such as:PROMOTER

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Good team players

Resolve everyone’s concerns

You probably do a lot morethan you get credit for

Relationship-oriented

Achieve consensus

Integrated without disrupting anything

Create a solid foundation

Have the security of knowing

Widely accepted

To influence and form a strong bond with a relater you need to include

words or phrases such as:RELATER

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No-nonsense / Down to earth

Nothing complex about it

Hassle-free relationship

Fighting never resolved anything

Staying in the mainstream

No conflicts / Free of controversy

In line with the industry standard

Keeps people off your back

Make the business run predictably

Establish fail-safe predictability

Tested / Proven

Easy for people to use

To influence and form a strong bond with a supporter you need to


SUPPORTER

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Spread the risk

Don’t get stuck in the middle

Reasonable goals and tasks

Change does not need to be unpredictable

Not subject to wide swings

Not be in a big hurry

Know how things aresupposed to be done

Keep everything on a safe course

No more chaos

To influence and form a strong bond with a coordinator you need to


COORDINATOR

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Have everything running like clockwork

Keep things on track

Operates predictably

You need your privacy

Great accuracy

Proven through research

Minimize your risk

Knowing is better than guessing

No radical change

Be able to quantify everything

Tested / Proven reliability

Not dependent on the “human factor”

To influence and form a strong bond with an analyzer you need to include

words or phrases such as:ANALYZER

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Have completecontrol over your business

Be able to use yourassets to your fullest potential

Maintain control overwhat is really important to you

Designed to be easily controlled

Gives you control over outcome

Designed with financesand operations in mind

Put the standards in the right place

Thought through

Minimize the “human factor”

To influence and form a strong bond with an implementor you need to


IMPLEMENTOR

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Session Three

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Session Three (12.45 – 3.30)The Art of FacilitationProfessional Learning Communities

Facilitating

Practical Application Tools

A Toolkit

● Norms● The Why and How of meetings● Processes and Protocols

Team or Group

Professional Learning Communities

http://youtube.com/v/0hV65KIItlE

GROUP MEMBER CAPABILITIES

• Know one's intentions and choose congruent behaviors.• Set aside unproductive patterns of listening, responding and inquiring.• Know when to self-assert and when to integrate.• Know and support the group’s purposes, processes, topics, and development.

lead collaborate teaching practices deprivatized practice relational trust in one another, in students and in parents individual and group learning based on ongoing assessment and feedback compelling purpose, shared standards academic Focus collective efficacy shared responsibility for student learning collaborative culture communal application of effective teaching practices deprivatized practice relational trust in one another, in students and in parents individual and group learning based on ongoing assessment and feedback lead collaborate compelling purpose, shared standards academic focus collective efficacy shared responsibility for student learning collaborative culture communal FACILITATE application of effective teaching practices deprivatized practice relational trust in one another, in students and in parents individual and group learning based on ongoing assessment and feedback lead collaborate compelling purpose, shared standards academic focus collective efficacy

Are you making things easier?

To facilitate means “make easier.” A facilitator is one who conducts a meeting in which the purpose may be dialogue, shared decision-making, planning, or problem-solving. The facilitator directs the procedures to be used in the meeting, choreographs the energy within the group, and maintains a focus on meeting standards. The facilitator should rarely be the person in the group with the greatest role or knowledge authority.

Conducts a meeting

The beginning-a well constructed

Agenda

Dialogue, shared decision making, planning and problem solving

Dialogue, shared decision making,

planning and problem solving

Maintains a focus on meeting standards

Maintains a focus on meeting standards

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Questions

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Questions

Some are invitational

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Questions

Some are exploratory and open ended

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QuestionsExamplesWhat are some ideas we haven’t heard yet?

Can you help me understand your thinking?

Given your experience in inquiry, what might be some of your assumptions about

Why this is not working?

You know, I need to test an inference here. . . I am seeing some head shaking.

Are you in disagreement?

How might we identify our assumptions on this?

I’m curious about what we have not achieved with the current structure?

Directs procedures

…and choreographs the energy

So, do you feel you will be making things easier?

A facilitator is one who conducts a meeting in which the purpose may be dialogue, shared decision-making, planning, or problem-solving. The facilitator directs the procedures to be used in the meeting, choreographs the energy within the group, and maintains a focus on meeting standards.

A Toolkit

● Norms● The Why and How of meetings● Processes and Protocols

oct 27 ml module 1 disc for teacher hub

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