DiSC Workplace Profile

Objectives

Identify your own behavioral style using the DiSC workplace profile system.

Describe the main characteristics of the four primary styles in the DiSC workplace profile system.

Develop strategies for working together, more collaboratively

Have lots of fun!

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The DiSC® Workplace Profile

Introduction : Describes how people behave as they

respond to their environment Was first published in 1972, then

evaluated and updated in 1994 (DiSC® Classic 2.0)

Provides information on:‒ Your workplace priorities and

performance‒ Ways to connect better with

colleagues5

Marston’s ModelEnvironmental and Personal Power

D

Marston’s Model

i

SC

Unfavorable,More Powerful

Favorable,Less Powerful

Favorable,More Powerful

Unfavorable,Less Powerful

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Interpreting Marston’s Model

High- D Sees an unfavorable environment that they want to overcome. Tries to change, fix or control things, and are very open to change.

High- i Sees a favorable environment in which they can influence others. Tries to persuade, promote, or inspire others.

High- S Sees a favorable environment that they want to maintain. Tries to be cooperative, supportive, and agreeable while keeping things stable.

High- C Sees an unfavorable environment that they do not want to try to change. Tries to work within established guidelines, rules & procedures to ensure accuracy and quality.

Pure Styles DiSC ModelRecognizing Others

QuestioningLogic FocusedObjectiveSkepticalChallenging

AcceptingPeople FocusedEmpathizingReceptiveAgreeable

ActiveFast PacedAssertiveDynamicBold

ThoughtfulModerate PacedCalmMethodicalCareful

D i

SC

DiSC Humor!

Getting on a busy elevator: The “D” walks up, gets on the elevator and

pushes the button to close the door The “i” lets others in and says “always room

for one more, we’ll wait for you” The “S” will wait in line, moving from one

line to another, unable to make a decision The “C” will get on, if it’s too crowded,

counts the people and if over the limit, make someone get off

Successful People

Understand themselves and how their behavior affects others

Know how to maximize on what they do well Have a positive attitude about themselves which

causes others to have confidence in them Know how to adapt their behavior to meet the needs

of other people and particular situations

Interpreting Your Personal Profile

To interpret your personal profile, there are three important factors you can determine:

Your primary and secondary behavioral styles

The intensity of each dimension Your main behavioral tendency Please read page 4 in your profile

Rules About Others

Different = Wrong Different = Different

There is richness in diversity…

Motivating Principles

People do things for their reasons, not yours A strength over-used can become a

weakness The more we know about each other, the

better we can communicate The better we communicate, the better we

work together

Recognize Styles of Others

Key Points

A strategy to becoming effective with others is the ability to recognize their behavioral styles.

People-reading is a technique used to help identify the different styles.

Use the knowledge about the style to better interact with them.

How does your behavior affect the team?

Behaviors

Behaviors are: Situational-based Observable Flexible Dynamic Based on thoughts and beliefs

High D

Dominant | Direct | DecisiveGets things Done

Tell it like it is, can be blunt Likes to be in charge, fix things Make a decision and move on Early adapters, want cutting

edge“ Once I thought I was wrong, but I was

mistaken”7

High D Behavioral Tendencies

High Ego Results Oriented Basic Fear: Being taken advantage of

or loss of control Under Pressure: May show lack of

concern for others view or feelings Motivated by: Challenges

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High i

Influencing | Interactive | IncludedIntuitive About People

A people-person Thinks out loud, likes to talk it out Likes recognition, can be self-promoting Strong need to be included, includes others

“ You’re the best… we couldn’t have done it with you! ”

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High i Behavioral Tendencies

Eternal Optimist Use of Humor/Sarcasm to diffuse conflict

because they want to be liked so much Basic Fear: Social rejection Under Pressure: Can become emotional Motivated by: Social recognition

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High S

Steady | Security | Supportive | Systematic

Likes security Predictable, loyal and supportive Very systematic, process oriented

“It’s a lot easier to prevent fires than fight them”9

High S Behavioral Tendencies

Reliable Performers Team Oriented, Best listeners of the 4 Types Basic Fear: Confrontation / Change Under Pressure: Can become overly willing to

give in or do the work themselves Motivated by: Good relationships

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High C

Cautious | Careful | Comprehensive | Compliant Check and Re-Check Everything

Courteous Good corporate citizen Will ask lots of questions, probing Finder of all typos, misprints and errors

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High C Behavioral Tendencies

Practical, task oriented Analytical, attentive to details, willing to

stick with it until gets the right answer Basic Fear: Criticism of their work Under Pressure: Can become overly

critical of self and others Motivated by: Correctness and Quality

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DiSC Humor!

Motivators & Stressors

Please read page 6 in your profile Pair up Describe situations that have involved a

stressor.o Employee attendanceo Lack of resultso Manager communication styleo Other

DiSC Humor!

Ask for something on their desk: The “D” has a messy desk, and says: “it’s here somewhere – you look for it!” The “i” says: “I’m busy right now, give me a

few minutes and I’ll get back to you.” They don’t know where it is… but won’t admit it

The “S” has everything filed in alphabetical, chronological, color or numerical code

The “C” says: “It’s the third thing down in that pile.” The desk may be messy, but they know where everything is!

Break Out Session

Why You Do the Things You Do?! Behavioral Strengths We Contribute… When you communicate with us, be sure

to… Others may find us difficult because we… We tend to avoid...

10 minutes

Keys for Relating to “D” Behaviors

Likes others to be direct, open to their need for resultsTry to: Make communication brief, stick to the point Be clear about expectations, eliminate time wasters Respect their need for autonomy Show your competence and independence

Be prepared for: Blunt and demanding approach Lack of empathy or sensitivity Little social interaction

Keys for Relating to “i” Behaviors

Likes others to be honest, recognize contributions

Try to: Approach them informally, be relaxed and sociable Let them verbalize thoughts and feelings Keep the conversation light, use humor Give public recognition for individual

accomplishmentsBe prepared for: Attempts to persuade or influence others Need for the “lime light” or over-estimating self Vulnerability to perceived rejection

Keys for Relating to “S” Behaviors

Likes others to be relaxed, agreeable, appreciativeTry to: Be logical and systematic in your approach Provide a consistent environment Allow them to slowly move into change Use sincere appreciation, show their importance to

groupBe prepared for: Friendly approach to colleagues and supervisors Difficulty prioritizing and meeting deadlines Resistance to change

Keys for Relating to “C” Behaviors

Likes others to give details and value accuracyTry to: Give clear expectations and deadlines Show dependability, loyalty, allow precedent to be a

guide Be precise and focused, value high quality work

product Be tactful and emotionally reserved, minimize

socializingBe prepared for: Desire to double check and verify everything Resistance to vague or general information Little need to affiliate with other people

DiSC Humor!

Style Effectiveness

Strengths

Limitations

Developmental Focus

DOMINANCE

Strengths may include: Comfortable in leadership role Quick decision maker Direct, people know where they stand with youLimitations: May seem intimidating, insensitive or impatient to

othersDevelopmental Focus: Tone down directness, probe and ask more

questions Develop patience, be more collaborative

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INFLUENCE

Strengths may include: Enthusiastic, inspiring, approachable, open door

policy Effective at solving people problems Patient, understandingLimitations: Not enough detail in directions, lack of follow

throughDevelopmental Focus: Become more organized Set realistic deadlines

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STEADY

Strengths may include: Promoting teamwork, collaborative team player Good listeners, responsive to others needs,

diplomatic Consistent, detail oriented and focused on

accuracyLimitations: Overuse of kindness, conflict avoidance, risk

averseDevelopmental Focus: Flexibility, innovative new ways of problem

solving Assertiveness, challenge self and others9

CONSCIENTIOUS

Strengths may include: Good organizational citizen, rule/law abiding,

businesslike High quality work product, very attentive to detail,

precise Communication, courteous, conventionalLimitations: Perfectionistic, over-attentive to the insignificant Developmental Focus: Engage others, foster communication and creativity Comfortable with certain levels of ambiguity

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Strengths Overused

Strengths overused can become weaknesses: D – who is good at directing and deciding, may

become autocratic, less collaborative and facilitative

i – who is good at promoting and persuading, may oversell and manipulate, especially using emotions

S – who is steady and agreeable, may give in despite their needs, can be perceived as disengaged

C – who is good at analyzing and checking, may become uncompromising and indecisive

Group Activity

Draw your:

Ultimate automobile Ideal office Ideal dog• 15 minutes • Flipchart• Spokesperson

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Ground Rules Do Not: Nudge others to change; pigeon-

hole or stereotype colleagues; flaunt your knowledge or style; or use your profile as an excuse for negative behavior

Do: Learn to recognize positive characteristics in others; capitalize on their strengths; and tell them what you appreciate about them or their work

Group Activity

Activity – Learning About Others

Coworker Page 7 description Increase effectiveness

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Basic Concepts

Similar styles tend to be socially compatible

Work task effectiveness is strengthened by mixing different styles

Mixing different styles may result in interpersonal conflicts We can effectively work together with

all styles provided certain conditions exist…

Mutual Respect

Mutual Trust

Willingness to Adapt

Basic Concepts

Impact to the Business

Linking this program to the business: o Resultso Processo Relationships

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