starting point

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STARTING POINT

Northwest Ministry NetworkTerry Gurno9.21.2012


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


• 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 …


What DISC is NOT


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


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


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


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:


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


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:


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:


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:


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:


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


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.


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


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):


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:


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:


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:


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:


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


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


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


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


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


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


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


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?


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 =

starting point

Documents

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inscape publishing

wrong disc profilewe

traditional disc modelho

successful people

capable people

human behavior

otherssee behavior patterns