11

DISCerning Your Leadership Strengths

Objectives

n Differentiate appropriately between leadership and management

n Gain or affirm an understanding of your basic personality style

Objectives

n Understand leadership under four broad headings

n Explore the strengths and weaknesses of each personality style in the four areas of leadership

22

Objectives

n Explore how your personal style influences your leadership

n Develop a leadership action plan to take back to your ministry setting

Management vs. Leadership

n Distinction does not disparage managementn Managers keep things operating; leaders

bring about significant changen Management is a practice; leadership is an artn Not an either/or situation; ministry requires a

blend of the two on a task-by-task, moment-by-moment basis

n Leadership is all about relationshipsn A leader influences people to accomplish a

purpose

The Role of Leadership

nEnvisioningnEnrollingnEmpoweringnEnergizing

33

Principles of Personal Effectiveness

n Everyone has strengthsn Everyone has weaknessesn Everyone is more effective in some situations

and less effective in othersn Personal effectiveness is determined by

matching strengths against the demands of a specific situation

Strengths Plus Situation

DISC is Observable Behavior

AmbitiousAmbitiousForcefulForcefulDecisiveDecisiveDirectDirectIndependentIndependentChallengingChallenging

DDExpressiveExpressiveEnthusiasticEnthusiasticFriendlyFriendlyDemonstrativeDemonstrativeTalkativeTalkativeStimulatingStimulating

IIMethodicalMethodicalSystematicSystematicReliableReliableSteadySteadyRelaxedRelaxedModestModest

SSAnalyticalAnalyticalContemplativeContemplativeConservativeConservativeExactingExactingCarefulCarefulDeliberativeDeliberative

CC

44

A Few Ground Rules

q No Nudging

A Few Ground Rules

q No Nudging

q No Pigeonholing D I S

C

A Few Ground Rulesq No Nudgingq No Pigeonholing

q No Labeling

55

q No Nudgingq No Pigeonholingq No Labeling

A Few Ground RulesIt’s OK, I’m a “D”

q It’s a Tendency, Not an Excuse

Four Different Styles in the Same Situation

Overview of Behavioral Characteristics

Dominance (Dominance (““DD””))Other Terms: Other Terms: Driver, DirectorDriver, DirectorEmphasis: Emphasis: Controlling the environmentControlling the environment

by overcoming opposition by overcoming opposition to achieve desired goalsto achieve desired goals

Key to Motivation: Key to Motivation: ChallengeChallengeBasic Intent: Basic Intent: To To OvercomeOvercome

““DD”” quadrant people are selfquadrant people are self--starters who get going when things get starters who get going when things get tough. You thrive on competition and are usually direct, positivtough. You thrive on competition and are usually direct, positive, and straighte, and straight--forward forward -- some times blunt. You like to be center stage and in charge.some times blunt. You like to be center stage and in charge.

You will fight hard for what you think is the way to go, but canYou will fight hard for what you think is the way to go, but can accept accept momentary defeat without grudges. You hate routine and are pronemomentary defeat without grudges. You hate routine and are prone to changing to changing jobs, especially early in your career, until you find the challejobs, especially early in your career, until you find the challenge you need.nge you need.

DD’’s thrive on competition, tough assignments, heavy work loads, prs thrive on competition, tough assignments, heavy work loads, pressure,essure,opportunities for individual accomplishment. You are discontenteopportunities for individual accomplishment. You are discontented with the statusd with the statusquo. You are a real individualist and very selfquo. You are a real individualist and very self--sufficient. You demand a great deal of sufficient. You demand a great deal of yourself and others.yourself and others.

66

Overview of Behavioral Characteristics

Influence (Influence (““II””))Other Terms: Other Terms: Expressive, PersuaderExpressive, PersuaderEmphasis : Emphasis : Creating the environment byCreating the environment by

motivating and aligning othersmotivating and aligning othersto accomplish results.to accomplish results.

Key to Motivation: Key to Motivation: RecognitionRecognitionBasic Intent: Basic Intent: To To PersuadePersuade

““II”” quadrant people thrive on social contact, onequadrant people thrive on social contact, one--onon--one situations, andone situations, andfreedom from control and detail. Ifreedom from control and detail. I’’s are friendly, outgoing, persuasive, and s are friendly, outgoing, persuasive, and confident.confident.

Your basic interest is in people. You are poised and meet strangYour basic interest is in people. You are poised and meet strangers well.ers well.People seem to respond to you naturally, and you usually have a People seem to respond to you naturally, and you usually have a wide range of wide range of acquaintances. Your innate optimism and people skills help you gacquaintances. Your innate optimism and people skills help you get along withet along withmost people, including competitors.most people, including competitors.

Often very fashionable dressers, IOften very fashionable dressers, I’’s often join organizations for prestige and s often join organizations for prestige and personal recognition.personal recognition.

Overview of Behavioral Characteristics

Steadiness (Steadiness (““SS””))Other Terms: Other Terms: Supportive, AmiableSupportive, AmiableEmphasis : Emphasis : Maintaining the environmentMaintaining the environment

to carry out specific tasks.to carry out specific tasks.Key to Motivation: Key to Motivation: AppreciationAppreciationBasic Intent: Basic Intent: To To SupportSupport

The The ““SS”” quadrant person thrives in a relaxed, friendly atmosphere withoquadrant person thrives in a relaxed, friendly atmosphere withoututmuch pressure, one that offers security, limited territory, predmuch pressure, one that offers security, limited territory, predictable routine, and ictable routine, and credit for work accomplished.credit for work accomplished.

They are usually amiable, easyThey are usually amiable, easy--going, warmgoing, warm--hearted, homehearted, home--loving, andloving, andneighborly. On the other hand, they may be undemonstrative and cneighborly. On the other hand, they may be undemonstrative and controlled. They ontrolled. They conceal their feelings and sometimes hold a grudge.conceal their feelings and sometimes hold a grudge.

Most of the time S people are evenMost of the time S people are even--tempered, lowtempered, low--key, emotionally mature,key, emotionally mature,and unobtrusive. You are generally content with the status quo aand unobtrusive. You are generally content with the status quo and prone to nd prone to leniency with yourself and others.leniency with yourself and others.

S people dislike change. Once under way, they work steadily and S people dislike change. Once under way, they work steadily and patiently,patiently,and you dislike deadlines. You are usually very possessive and dand you dislike deadlines. You are usually very possessive and develop strong evelop strong attachments for attachments for youryour things, things, youryour family, family, youryour department, department, your your position.position.

Overview of Behavioral Characteristics

Conscientious (Conscientious (““CC””))Other Terms: Other Terms: Cautious, AnalyticalCautious, AnalyticalEmphasis: Emphasis: Structuring the environmentStructuring the environment

to produce products and servicesto produce products and servicesthat meet high standards that meet high standards

Key to Motivation: Key to Motivation: Protection / SecurityProtection / SecurityBasic Intent: Basic Intent: To To Avoid TroubleAvoid Trouble

The The ““CC”” quadrant person thrives on order, prequadrant person thrives on order, pre--determined methods, determined methods, tradition, and conflicttradition, and conflict--free atmospheres with ample opportunity for careful free atmospheres with ample opportunity for careful planning and without sudden changes.planning and without sudden changes.

C methods are preC methods are pre--determined, precise, and attentive to detail. You preferdetermined, precise, and attentive to detail. You preferto adapt to situations to avoid conflict and antagonism. Your neto adapt to situations to avoid conflict and antagonism. Your need for ed for selfself--preservation causes you to document everything that you do, and preservation causes you to document everything that you do, and you try to doyou try to dowhatever others want you to do.whatever others want you to do.

Naturally cautious, you prefer to wait and see which way the winNaturally cautious, you prefer to wait and see which way the wind is d is blowing. Once your mind is made up, however, you can be very firblowing. Once your mind is made up, however, you can be very firm in adheringm in adheringto procedures.to procedures.

77

How Many D’s Here?

How Many I’s Here?

How Many S’s Here?

88

How Many C’s Here?

Leadership Styles

nHigh D Leader: The PathfindernHigh I Leader: The PacesetternHigh S Leader: The PartnernHigh C Leader: The Professional

The Strengths

and Weaknesses

of Each Type

99

Strengths

•Envisioning

•Enrolling

•Empowering

•Energizing

Weaknesses

•Envisioning

•Enrolling

•Empowering

•Energizing

Strengths

•Envisioning

•Enrolling

•Empowering

•Energizing

Weaknesses

•Envisioning

•Enrolling

•Empowering

•Energizing

Strengths

•Envisioning

•Enrolling

•Empowering

•Energizing

Weaknesses

•Envisioning

•Enrolling

•Empowering

•Energizing

1010

Strengths

•Envisioning

•Enrolling

•Empowering

•Energizing

Weaknesses

•Envisioning

•Enrolling

•Empowering

•Energizing

In Summary…

Review

D I S CFocus

Wants To

Purpose People Process Precision

Get thejob done

Lead theTeam

Be on the team

Do the job right

Key Question What? Who? Why? How?Seeks Control Recog-

nitionAccept-ance

Accuracy

1111

In Summary...

D I S CDecisionStyle

Decisive Spontan-eous

Confer-ring

Deliberate

Pace Quick Quick Measured Measured

TheirSong

“My Way” “Cele-bration”

“You’veGot a

Friend”

“Don’t Rain on My Parade”

Let’s Test Our Understanding

nThe Four Behavior Patterns At Work

Population and StylePopulation and Style

D D = 18%= 18%II = 28%= 28%

SS = 40%= 40%CC = 14%= 14%

1212

Relational Compatibility

GreatGreatPoorPoorC

GreatGreatFairFairS

PoorFairGreatGoodI

PoorFairGoodGoodD

CSID

Task Compatibility

GoodGreatGoodFairC

GreatGoodGreatGreatS

GoodGreatPoorFairI

FairGreatFairFairD

CSID

Needs

Dominance (Dominance (““DD””))

••FreedomFreedom••AuthorityAuthority••PowerPower••Opportunity for achievementOpportunity for achievement••Efficient use of timeEfficient use of time••ProgressProgress

1313

Needs

Influence (Influence (““II””))

••PrestigePrestige••Group activitiesGroup activities••Friendly activitiesFriendly activities••RecognitionRecognition••Opportunities to be in the Opportunities to be in the spotlightspotlight••Tolerance of casual attitude Tolerance of casual attitude toward timetoward time••Change, varietyChange, variety

Needs

Steadiness (Steadiness (““SS””))

••AppreciationAppreciation••SinceritySincerity••SpecializationSpecialization••Minimum riskMinimum risk••Assurance of supportAssurance of support••Affirmation from othersAffirmation from others

Needs

Conscientious (Conscientious (““CC””))

••Facts and dataFacts and data••Safe environmentSafe environment••Limited exposure to riskLimited exposure to risk••No sudden changesNo sudden changes••High standardsHigh standards••Established procedures, guidelines, Established procedures, guidelines, ••SpecificationsSpecifications••Exact job descriptionExact job description

1414

What Different Styles Look forin Communication

q Brevityq Command of the

subjectq Logical organizationq Benefits earlyq Options q Innovationq Authority

q Businesslike manner

q Efficient use of time

q Competenceq Self confidenceq Focus on resultsq Logic

The “D”

What Different Styles Look forin Communication

q Enthusiasmq Creativityq High energy toneq Rewards and

benefitsq Humorq Attention

grabbing delivery

q Big pictureq References to

others’ reactionq Visual approachq Personal

anecdotes, storiesq What’s in it for

them

The “I”

What Different Styles Look forin Communication

q Sincerityq Low-key deliveryq New ideas tied to

established methodsq Logic, facts,

structureq Guarantees and

assurances

q Assurance of support

q Emphasis on benefits to others

q Absence of controversy

q Appeals to security and stability

The “S”

1515

What Different Styles Look forin Communication

q Facts and dataq Time and

information to examine and evaluate

q Reassuranceq Assessment of riskq Carefully chosen

words

q Clear description of processes

q Clear procedures, guidelines, specifications

q Exact figuresq Logical, detailed

presentation

The “C”

DISC Styles in the Movies

Personal Style and Stress

1616

The High D Under Stress

n Being in controln Accomplishing

personal goalsn Clear, unambiguous

communication

n Has to submit to authority and loses control

n Has his or her personal goal blocked or threatened

n Feels like they are being taken advantage of

What They Need: Encounters Stress Whe n:

The High D Under StressHow They Respond -- Their Backup Style

n Actively confronts the person(s) creating the threat

n Becomes autocraticn Becomes unbending,

committed to having their own way, exceedingly determined

n Under extreme stress will avoid

Now HearThis…!

Demand à Detach

The High I Under Stress

What They Need: Encounters Stress Whe n:n Social recognitionn Maintaining a positive

social relationship with colleagues

n They overpromise and can’t deliver

n They don’t receive the recognition they need

n People are angry or displeased with them

n Someone challenges or refutes their ideas

1717

The High I Under StressHow They Respond

n Shifts the blamen Verbally attacksn Under extreme stress

will agree

Attack à Agree

The High S Under Stress

n An environment free from conflict

n Time to adjust to change

n Freedom from urgency, high pressure deadlines

n Routine does not deliver expected results

n When manager or co-workers bully them

n Deadlines must be accomplished under high urgency

What They Need: Encounters Stress When:

The High S Under StressHow They Respond

n Responsiveness decreases

n Passive-aggressiven Under extreme

stress will attack

Agree à Attack

1818

The High C Under Stress

n Order and defined responsibility

n Reassurance of support

n Someone changes his or her plans

n Someone criticizes their workn When there is not enough

time to be certainn When they must operate in

an top-line-forget-the-details environment

What They Need: Encounters Stress Whe n:

The High C Under StressHow They Respond

n Starts to ask “what about” and “what if”questions

n Takes criticism personally

n Criticism causes feeling of inadequacy

n Seeks to be alone --Becomes isolated

Detach à Demand

Styles Under Stress

Style Primary Backup SecondaryBackup

High D Demand Detach

High I Attack Agree

High S Agree Attack

High C Detach Demand

1919