Behavioral Styles DISC Presentation Train the Trainer

Behavioral StylesDISC Presentation

Train the TrainerTrain the Trainer

©2011 Leadership Resources & Consulting

• On the response page, you will see 24 boxes of words. Each box contains 4 lines of words. For each box select he line of words that most describes you and use a coin to scratch the box in the Most column of that line. Then, select the line of words that least describes you and use a coin to scratch the box in the Least column of that line. Repeat this process for the remaining 23 boxes.

• While you are responding to the 24 boxes, keep your focus on the descriptions that apply to yourself in the workplace or home, but not both

• Be honest with yourself!• Go with your “gut” instinct – don’t overanalyze!• Select only One (1) Most and One (1) Least that best describes you. Use a

coin to scratch ONE (1) box under the “M” Most column and One (1) box under the “L” Least column.

• You should take no more than 10 minutes to complete the instrument, and it should be done in one uninterrupted sitting.

• Refer to the example below before proceeding:• Select only ONE (1) Most• And ONE (1) Least Example

M L Gentle, kindly Persuasive, convincing Humble, reserved, modest Original, inventive, individualistic

S

C

DirectionsDirections


Plotting The GraphsPlotting The Graphs


Unusual GraphsUnusual Graphs


Over Shift Response Note• Sandra Sample's responses to the questionnaire indicate she may be under pressure to be an overachiever.

Have her look at the demands being placed on her and set priorities. She should deal only with those demands that are most critical and put the rest on hold, or seek assistance with the lower priority demands.Therefore, we recommend that the report be carefully scrutinized to ensure the greatest of accuracy in the information presented about Sandra Sample. In addition, she may want to consider retaking the instrument later when she feels comfortable in achieving this balance.

Tight Response Note• The adjectives Sam Sample selected as being least like him may indicate that he is going through some type of

transition or change in his personal life. This can be a result of him being in a new job or changing home environment. It may also result from a change in roles or responsibilities in the present environment. External pressures not directly related to the focus environment may be on his mind. Any of the aforementioned may cause temporary stress or anxiety which in turn may have altered the responses to the instrument.

• Therefore, we recommend that the report be carefully scrutinized to ensure the greatest of accuracy in the information presented about Sam Sample. In addition, he may want to consider retaking the instrument later at a less stressful time.

Under Shift Response Notes• An under shift graph will not be seen due to the high validity of the Style Insights® questionnaire. Therefore, no

response note is available.

Response Notes E-mail ContentResponse Notes E-mail Content


Pure StylesPure StylesPure StylesPure Styles

Pure High D 1.2% population

Pure High I 1.0% population

Pure High S .09% population

Pure High C .03% population


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3 4

The Johari WindowThe Johari WindowThe Johari WindowThe Johari Window


1 2

3 4

D

I

S

C

The Johari WindowThe Johari WindowThe Johari WindowThe Johari Window


Situational Leadership II ModelSituational Leadership II ModelA DESCRIPTION OF THE MODEL

The Situational Leadership model is founded in the belief that there is no one best leadership style. Leaders are most effective when they use different techniques according to the differing needs of the people they manage. Flexibility is important because no two people come to a task with identical skills, knowledge, confidence, or motivation.

Directive and Supportive Leadership Behavior

Directive Behavior is the extent to which a leader tells a subordinate what to do, how, when and where to do it, and then closely supervises performance. This leadership behavior is characterized by structure, control, and supervision.

Supportive Behavior is the extent to which the leader lets subordinates take responsibility for their own work. Praise, listening, and facilitation characterize this leadership style.

The Four Leadership Styles

The following four styles of leadership vary in three ways in terms of: 1) The amount of direction the leader provides, 2) the amount of support the leader provides, and 3) the amount of subordinate involvement in decision-making.

S1 – Directing: a combination of high directive and low supportive behavior. The leader provides specific instruction about roles and goals, and then closely supervises the subordinate’s behavior.

S2 – Coaching: a combination of high directive and high supportive behavior. The leader explains his/her directions, solicits suggestions, praises approximately right behavior, but continues to direct task accomplishment.

S3 – Supporting: a combination of high supportive and low directive behavior. The leader and subordinate make decisions together. The role of the leader is to facilitate, listen, encourage, and support.

S4 – Delegating: a combination of low directive and low supportive behavior. The leader turns over responsibility for task accomplishment to the follower; the follower provides his/her own direction and support.


Situational LeadershipSituational Leadership

Blanchard, et, al. Group Development and Situational Leadership, 1984, p. 7

SU

PP

OR

TIV

E B

EH

AV

IOR

DIRECTING DELEGATING

COACHINGSUPPORTING

DIRECTIVE BEHAVIOR

S I

C D


Managerial Leadership RolesManagerial Leadership Roles

DIRECTOR

1. Visioning, planning and goal setting 2. Designing and organizing 3. Delegating effectively

PRODUCER 1. Working productively 2. Fostering a productive work environment 3. Managing time and stress

INNOVATOR 1. Living with change 2. Thinking creatively 3. Creating change

BROKER 1. Building and maintaining a power base 2. Negotiating agreement and commitment 3. Presenting ideas

MONITOR 1. Monitoring personal performance 2. Managing collective performance 3. Managing organizational performance

COORDINATOR 1. Managing projects 2. Designing work 3. Managing across functions

MENTOR 1. Understanding self and others 2. Communicating effectively 3. Developing subordinates

FACILITATOR 1. Build teams 2. Using participative decision making 3. Managing conflict

D IC S

From: Becoming A Master Manager by Robert Quinn


COOPERATIVENESS

AS

SE

RT

IVE

NE

SS

C S Avoidance Accommodating

Collaborating

Competition Compromising D I

ConflictConflict


Four Responses To ConflictFour Responses To ConflictTends 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:

LOGICFocus on:

FEELINGS


Task and ResponsibilityTask and Responsibility

Dominance Influence Steadiness Compliance

100

95

90

85

80

75

70656055

50

45403530252015

10 5

__ Fast pace

__ Getting quick results

__ Original thinking

__ Confronting responsibilities

__ Independent responsibilities

__ Forceful attitude

__ Make unpopular decisions

__ Being firm in getting results

__ Standing up to others

__ Moving forward with ideas

__ Delegating some tasks

__ Inventing ideas

__ Exercising authority

__ Delegating tasks to others

__Doing technical tasks

__ Leading by example

__ Technical competence

__ Cautious decisions

__ Specialized assignments

__ Calculated risk taking

__ Gathering information

__Working within a routine

__ Structured functions

__ Closely supervised work

__ Making proven decisions

__ Specialized tasks

__ Monitoring routine

__ Slow pace

__ Enthusiastic pace

__ Interacting with people

__ Persuasive interaction

__ Creating good will

__ Public responsibilities

__ Upbeat attitude

__ Relieve tension with humor

__ Being optimistic

__ Solving people problems

__ Nurturing relationships

__ Some social tasks

__ Organizing people

__ Reaching out to people

__ Doing people activities

__ Doing tasks for others

__ Leading by structures

__ Knowledge competence

__ Logical decisions

__ Long term assignments

__ Follow through on tasks

__ Meeting deadlines

__ Working alone

__ Independent functions

__ Research work

__ Making factual decisions

__ Strategic tasks

__ Critical analysis

__ Predictable pace

__ Steady pace

__ Systemic planning

__ Deliberate follow through

__ Scheduling work

__ Repetitive responsibilities

__ Calming attitude

__ Insure completion of task

__ Showing patience

__ Following procedure

__ Completing detailed work

__ Some solo tasks

__ Supporting others

__ Documenting activities

__ Doing routine tasks

__ Developing short cuts

__ Leading by gut feeling

__ Trouble shooter competence

__ Quick decisions

__ Multiple assignments

__ Ability to change directions

__ Establishing priorities

__ Working with diversity

__ Being mobile & active

__ Moving quickly

__ Making tactual decisions

__ Spontaneous tasks

__ Implementing change

__ Reactive pace

__ Controlled pace

__ Logical thinking

__ Critical review of details

__ Detailed analysis

__ Precision responsibilities

__ Sensitive attitude

__ Cautiously calculating risks

__Being well organized

__ Maintaining quality

__ Compiling detail records

__ Analyzing data

__ Sticking to procedures

__ Adherence to standards

__ Doing things right

__ Doing practical tasks

__ Leading by authority

__ Proactive competence

__ Independent decisions

__ Purposeful assignments

__ Anticipating problems

__ Trying new ideas

__ Working in chaos

__ Varied activities

__ Challenging status quo

__ Making unproven decisions

__ Unorthodox tasks

__ Making unpopular decisions

__ Unpredictable pace

4

3

2

1


Myers-Briggs TypeMyers-Briggs Type IndicatorIndicator

ISTP INFP

INTP

ISTJ ISFJINTJ

ESFPENFP

ENTPESTP

ESFJ

Ext

rove

rted

SensingIntuitiveIntuitiveSensing

Feeling TypesThinking TypesJu

dgi

ng

Per

cep

tive

ESTJ ENTJ ENFJ

INFJ

Jud

gin

gP

erce

pti

ve

ISFP

I

C

D

S

Intr

over

ted


Examples of DISC Leadership StylesExamples of DISC Leadership StylesD=DominanceHigh D Behavior: Direct, Domineering, Risk Taker

Leadership Example: General Douglas MacArthur Macarthur had a strong drive, and was gifted at achieving goals through dramatic presentations. He intimidated others, and had to win every argument he was in.

Low D Behavior: Unassuming, Mild, Modest

Leadership Example: General George C. MarshallMarshall liked having ownership of tasks, and following through with those tasks. He had intense loyalty, and was very blunt.


100

75

0

50

25

D I S C

100

75

0

50

25

High DGen. Douglas MacArthur

Low DGen. George C. Marshall

Examples of DISC Leadership StylesExamples of DISC Leadership Styles


I=INFLUENCEHigh I Behavior: Persuasive, Sociable, Confident

Leadership Example: Winston ChurchillChurchill had a strong drive, and achieved his goals through verbal skills. He often articulated you to his point of view, and he sometimes overwhelmed people with his words.

Low I Behavior: Controlled, Retiring, Aloof

Leadership Example: Harry S. TrumanPresident Truman loved developing new concepts. He was often the person who brought about change. He often made bold decisions going against the minority, and he sometimes was deemed harsh in his communication style.



100

75

0

50

25

D I S C

100

75

0

50

25

High ISir WinstonChurchill

Low IPresident Harry S. Truman



S =STEADINESSHigh S Behavior: Patient, Loyal, Team Player

Leadership Example: General Dwight D. Eisenhower Eisenhower maintained peace and harmony by being loyal to friends. He was known for his gift of bringing opposing groups together for a cause.

Low S Behavior: Mobile, Spontaneous,Active

Leadership Example: General George S. Patton Jr.Patton got results by carrying out difficult assignments. He pushed for action without taking time to weigh the consequences.



D I S C

100

75

0

50

25

100

75

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25

High SGen. Dwight D. Eisenhower

Low SGen. George S. Patton, Jr.



C=COMPLIANCEHigh C Behavior: Accurate, Detailed, Restrained

Leadership Example: General Omar N. BradleyBradley was a critical thinker who was committed to quality and order. He adapted to those in authority because he feared criticism towards him.

Low C Behavior: Own Person, Firm, Defiant

Leadership Example:General H. Norman Schwarzkopf Schwarzkopf is known for his strength in character. He takes charge, but is sometimes slow in seeing a task completed. He has trouble seeing where aggressive actions can have negative consequences.



100

75

0

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25

D I S C

100

75

0

50

25

High CGen Omar N. Bradley

Low CGen. H. Norman Schwarzkopf


Documents

Behavioral Styles DISC Presentation Train the Trainer