DiSC Training

DiSC TrainingPresented by Jamey Musgrove

DiSC Dimensions of Behavior is a personality profile system. It is one of the most successful and widely used personal and professional development instruments ever created. It has been used by over 30 million people around the world and has an acceptance rate of over 95%.It is a powerful tool that is easy to understand and helps simplify the complexity of human behavior.

What is DiSC?

The DiSC model of human behavior was first published in the 1920’s by Moulton Marston.

What is DiSC?

As an early pioneer in the field of psychology, he studied the affect of will and power on personality and behavior.

Marston’s research led to a number of modern theories, but he is best known for:

Assisting Universal Studios transition from silent to talking moviesServing as an advocate for women’s rightsCreating the comic book heroine Wonder WomanDeveloping the original DiSC theory model

William Moulton Marston

Marston studied the correlation of raised blood pressure and the resulting physical body changes.In his desire to find a way to prove a person’s innocence, his studies led to the invention of an innovative little machine in 1915…The first functional polygraph lie detector.

William Moulton Marston

He first used it in World War I.

http://tvtropes.org/pmwiki/pmwiki.php/Main/MeetTheParents

From Marston’s desire to develop a unit of measurement for mental energy (the energy of behavior and consciousness), came his DiSC model of human behavior.Based on his four-dimensional model, the Personal Profile System was created and first published in 1972.The model divides behavior into four distinct dimensions.

Marston - DiSC

DominanceInfluenceSteadinessConscientiousness

DiSC

Understand your behavioral tendencies (and those of your team) and develop an understanding of how your behavior affects others.Improve team dynamic through more successful interactions.Resource for insight and approach when dealing with communication challenges.Improve interaction with prospective residents

Why DiSC Training?

For the individual employee, DiSC helps them to:

Learn how their behavior impacts their effectivenessDiscover their behavioral strengthsRecognize and value behavioral differences in others and adjust approach for more effective communicationEnhance individual performance and contribution to a teamReduce conflict and stress

Why DiSC Training?

Those high in Dominance tend to see challenges to overcome and try to change, fix or control things. High D individuals may be described as:

Dominance

Risk-taker Decisive

Self-assured

Quick

Self-critical

Inquisitive Competitive

Adventuresome

Unassuming

Self-reliant

DOMINANCE – Emphasis is on shaping the environment by overcoming opposition to accomplish results

Dominance

Tendencies include:• getting immediate results• causing action• accepting challenges• making quick decisions• questioning the status quo• taking authority• managing trouble• solving problems

Desired environment includes:• power and authority• prestige and challenge• opportunities for indiv. accomplishments• wide scope of operations• direct answers• opportunities for advancement• freedom from controls/supervision• many new and varied activities

Dominance

Needs others who:• weigh pros and cons• calculate risks• use caution• structure a predictable environment• research facts• deliberate before deciding• recognize the needs of others

To be more effective, needs:• to receive difficult assignments• to understand that they need people• to base techniques on practical exp.• to receive an occasional shock• to identify with a group• to verbalize reasons for conclusions• to be aware of existing sanctions• to pace self and to relax more

Those high in Influence tend to see a favorable environment in which they can have influence with others. High I individuals may be described as:

Influence

Trusting

Enthusiastic

Emotional Impulsive Pleasant

Persuasive

Gregarious

Self-promoting Influential Sociable

INFLUENCE – Emphasis is on shaping the environment by influencing or persuading others

Influence

Tendencies include:• contacting people• making a favorable impression• being articulate• creating a motivational environment• generating enthusiasm• entertaining people• viewing people/situations with optimism• participating in a group

Desired environment includes:• popularity, social recognition• public recognition of ability• freedom of expression• group activities outside of the job• democratic relationships• freedom from control and detail• opportunities to verbalize proposals• coaching and counseling• favorable working conditions

Influence

Needs others who:• concentrate on the task• seek facts• speak directly• respect sincerity• develop systematic approaches• prefer to deal with things instead of people

• take a logical approach• demonstrate follow-through

To be more effective, needs:• to control time, if D or S is low• to make objective decisions• to use hands on management• to be more realistic appraising others• to make priorities and deadlines• to be more firm with others, if D is low

Those high in Steadiness tend to see a favorable environment which they want to maintain. They try to be cooperative, supportive and agreeable. High S individuals may be described as:

Steadiness

Complacent Team-Person Predictable Passive

Patient

Relaxed

Loyal

Serene Possessive Inactive

Possessive

STEADINESS – Emphasis is on cooperating with others to carry out the task.

Steadiness

Tendencies include:• performing in a consistent manner• demonstrating patience• developing specialized skills• desiring to help others• showing loyalty• being a good listener• calming excited people• creating a stable, harmonious work environment

Desired environment includes:• maintenance of the status quo unless given reasons for change• predictable routines• credit for work accomplished• minimal work infringement on home life• sincere appreciation• identification with a group• standard operating procedures• minimal conflict

Steadiness

Needs others who:• react quickly to unexpected change• stretch toward the challenges of accepted tasks• become involved in multiple tasks• are self-promoting• apply pressure on others• work comfortable in an unpredictable environment• help prioritize work• are flexible in work procedures

To be more effective, needs:• conditioning prior to change• validation of self-worth• information on how one’s effort contributes to the total effort• work associates of similar competence and sincerity• guidelines for accomplishing the task• encouragement of creativity

Those high in Conscientiousness tend to see an unfavorable environment which they do not want to try to change. They try to work within established rules, guidelines and procedures to ensure accuracy and quality. High C individuals may be described as:

Conscientiousness

Fact-finder Diplomatic Systematic

Perfectionist

Restrained

Accurate

Courteous

Conventional Careful High standards

CONSCIENTIOUSNESS – Emphasis is on working conscientiously within existing circumstances to ensure quality and accuracy.

Conscientiousness

Tendencies include:• attention to key directives and standards• concentrating on key details• thinking analytically, weighing pros & cons• being diplomatic with people• using subtle or indirect approaches to conflict• checking for accuracy• analyzing performance critically• using a systematic approach to situations or activities

Desired environment includes:• clearly defined performance expectations• valuing quality and accuracy• reserved, business-like atmosphere• opportunity to demonstrate expertise• control over those factors that affect their performance• opportunity to ask “why” questions• recognition for specific skills and accomplishments

Conscientiousness

Needs others who:• delegate important tasks• make quick decisions• use policies only as guidelines• compromise with the opposition• statue unpopular positions• initiate and facilitate discussions• encourage teamwork

To be more effective, needs:• opportunity for careful planning• exact job descriptions and performance objectives• scheduled performance appraisals• specific feedback on performance• to respect people’s personal worth as much as their accomplishments• to develop tolerance for conflict

D who is good at directing and deciding, may become autocratic.i who is good at promoting and persuading, may oversell and manipulate.S who is steady and agreeable, may give in despite their needs.C who is good at analyzing and checking, may become perfectionistic and indecisive.

Strengths Overused Can Become Weaknesses

Out of the 15 most commonly occurring profile patterns, Greystone Field Marketing results fell into the following 7 categories:

Patterns

Appraiser Persuader Counselor Practitioner Inspirational Promoter Perfectionist

Emotions Is Driven to look good.Goal Victory with flair.Judges others by Ability to initiate activities.Influences others by Competitive recognition.Value to the organization

Accomplishes goals with the team.

Overuses Authority; ingenuity.Under Pressure Becomes restless, critical,

impatientFears “Loss” or “failure”; others’

disapprovalWould increase effectiveness with more

Individual follow-through; empathy when showing disapproval; steadier pace

APPRAISER

Emotions Being approachable; showing affection and understanding

Goal Friendship; happinessJudges others by Positive acceptance of others;

ability to look for the good in people

Influences others by Personal relationships; “open door” policy

Value to the organization

Remaining stable and predictable; developing a wide range of friendships; listening to others’ feelings

Overuses Indirect approach; toleranceUnder Pressure Becomes overly flexible and

intimate; is too trusting without differentiating among people

Fears Pressuring people; being accused of causing harm

Would increase effectiveness with more

Attention to realistic deadlines; initiative to complete the task

COUNSELOR

Emotions Accepts aggression; downplays need for affection

Goal Control of their environment or audience

Judges others by Projection of personal strength, character, and social power

Influences others by Charm, direction, intimidation; use of rewards


Acts as a “people mover”; initiates, demands, compliments, disciplines

Overuses Attitude that “the end justify the means”

Under Pressure Becomes manipulative, quarrelsome, or belligerent

Fears Weak behavior; loss of social status


Genuine sensitivity; willingness to help others succeed in their own personal development

INSPIRATIONAL

Emotions Displays competence; is restrained and cautious

Goal Stability; predictable accomplishments

Judges others by Precise standardsInfluences others by Attention to detail; accuracyValue to the organization

Is conscientious; maintains standards; controls quality

Overuses Procedures and “fail-safe” controls; overdependence on people, products, and processes that have worked in past

Under Pressure Becomes tactful and diplomaticFears AntagonismWould increase effectiveness with more

Role flexibility; independence and interdependence; belief in self-worth

PERFECTIONIST

Emotions Trusts others; is enthusiasticGoal Authority and prestige; status

symbolsJudges others by Ability to verbalize; flexibilityInfluences others by Friendly, open manner; verbal

adeptnessValue to the organization

Sells and closes; delegates responsibility; is poised and confident

Overuses Enthusiasm; selling ability; optimism

Under Pressure Becomes indecisive and is easily persuaded; becomes organized to look good

Fears Fixed environment; complex relationships


Challenging assignments; attention to task-directed service and key details; objective data analysis

PERSUADER

Emotions Wants to keep up with others in effort and technical performance

Goal Personal growthJudges others by Self-discipline; position and

promotionsInfluences others by Confidence in their ability to master

new skills; development of “proper” procedures and actions


Is skilled in technical and people problem-solving; displays proficiency and specialization

Overuses Over-attention to personal objectives; unrealistic expectations of others

Under Pressure Becomes restrained; is sensitive to criticism

Fears Predictability; no recognition as an “expert”


Genuine collaboration for common benefit; delegation of key tasks to appropriate individuals

PRACTITIONER

Emotions Is willing to accept othersGoal Approval, popularityJudges others by Verbal skillsInfluences others by Praise, opportunities, favors


Relieves tension; promotes projects and people, including him or herself

Overuses Praise, optimismUnder Pressure Becomes careless and

sentimental; is disorganizedFears Loss of social acceptance and

self-worthWould increase effectiveness with more

Control of time; objectivity; sense of urgency; emotional control; follow-through on promises, tasks

PROMOTER

Recent New-HiresPosition Hire Date Pattern D I S C

MA 8/2/2010 Appraiser 7 25 12 19

MA 9/8/2010 Appraiser 9 21 11 22

SD 3/15/2010 Counselor 12 19 17 11

SLC 10/11/2010 Objective Thinker 11 12 15 21

PMIC 6/1/2010 Perfectionist 3 14 26 18

SLC 1/18/2010 Persuader 18 27 7 6

PMIC 3/29/2010 Practitioner 8 23 14 17

PMIC 1/18/2010 Practitioner 2 25 17 21

SLC 8/2/2010 Practitioner 11 19 15 17

HS CRC 6/7/2010 Promoter 12 27 10 12

MD 2/22/2010 Promoter 16 23 11 11

MD 8/2/2010 Promoter 15 27 3 8

PMIC 3/29/2010 Promoter 11 21 14 14

DiSC profiles provide insight into leading and motivating individuals in the following areas:

─ Communication style─ Motivators/de-motivators─ Dealing with conflict and stress─ Decision-making─ Problem-solving─ Approach to selling

Leadership Tool

Final Thoughts

An individual’s success is dependent upon his or her motivation and ability to adapt.

Success ≠ certain behavioral pattern

Success is an individual knowing themselves, understanding others and adapting to the needs of the situation.

Going Forward

Remember, behavior can change, be adapted, and is situation-specific.

This is a valuable resource – take advantage of the

information it contains!

QUESTIONS?

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DiSC Training