DiSC ®  MODEL 1 NOTES:
LEADING DIFFICULT PEOPLE Tends to: ASSERT Tends to: SUPPRESS D S i C Dominance Needs: Direct Answers/Immediate results Fea...
D   —   DOMINANCE © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 3 lack of concern for others, impatience Lim...
KEYS FOR RELATING TO D    DOMINANCE High D’s want others to be direct, straightforward, and open to their need for result...
i   —   INFLUENCE © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 5 impulsiveness, disorganization, and lack o...
KEYS FOR RELATING TO i    INFLUENCE High i’s want others to be friendly, emotionally honest, and to recognize the high i’...
S —   STEADINESS © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 7 overly willing to give, putting  their need...
KEYS FOR RELATING TO S    STEADINESS High S’s want others to be relaxed, agreeable, cooperative, and appreciative. © 2005...
C — CONSCIENTIOUSNESS © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 9 overly critical of self and others, in...
KEYS FOR RELATING TO C    CONSCIENTIOUSNESS High C’s want others to minimize socializing, give details, and value accurac...
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Leading Difficult People

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DiSC Behavioral Assessment is used to better understand self, identify the behavioral style of others and develop adapting strategies to better meet the needs of difficult people.

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  • Transcript of "Leading Difficult People"

    1. 1. DiSC ® MODEL 1 NOTES:
    2. 2. LEADING DIFFICULT PEOPLE Tends to: ASSERT Tends to: SUPPRESS D S i C Dominance Needs: Direct Answers/Immediate results Fears: Loss of Control Influence Needs: Favorable Impression Fears: Loss of Influence Conscientious Needs: Clearly defined expectations Fears: Criticism Steadiness Needs: Infrequent change Fears: Loss of Stability <ul><li>Be brief and to the point </li></ul><ul><li>Respect their need for autonomy </li></ul><ul><li>Stick to the topic </li></ul><ul><li>Show independence </li></ul><ul><li>Let them verbalize thoughts and feelings </li></ul><ul><li>Give public recognition for individual accomplishments </li></ul><ul><li>Use humor </li></ul><ul><li>Be relaxed and sociable </li></ul><ul><li>Provide clear expectations and deadlines </li></ul><ul><li>Show dependability </li></ul><ul><li>Be tactful and emotionally reserved </li></ul><ul><li>Value high standards </li></ul><ul><li>Be systematic in your approach </li></ul><ul><li>Provide a consistent and secure environment </li></ul><ul><li>Use sincere appreciation </li></ul><ul><li>Let them adapt slowly to change </li></ul>Focus on: LOGIC Focus on: FEELINGS © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 2
    3. 3. D — DOMINANCE © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 3 lack of concern for others, impatience Limitations: self-confidence, decisiveness, and risk-taking You will notice: loss of control in their environment; being taken advantage of Fears: challenge, power and authority, direct answers Motivated by : getting immediate results, taking action, accepting challenges Tendencies: shaping the environment by overcoming opposition and challenge Emphasize: NOTES:
    4. 4. KEYS FOR RELATING TO D  DOMINANCE High D’s want others to be direct, straightforward, and open to their need for results. © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 4 Notes: <ul><li>blunt, demanding approaches </li></ul><ul><li>lack of empathy </li></ul><ul><li>lack of sensitivity </li></ul><ul><li>little social interaction </li></ul>Be prepared for <ul><li>make communication brief and to the point </li></ul><ul><li>respect their need for autonomy </li></ul><ul><li>be clear about rules and expectations </li></ul><ul><li>let them initiate </li></ul><ul><li>show your competence </li></ul><ul><li>stick to the topic </li></ul><ul><li>show independence </li></ul><ul><li>eliminate time-wasters </li></ul>Be sure to
    5. 5. i — INFLUENCE © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 5 impulsiveness, disorganization, and lack of follow through Limitations: enthusiasm, charm, sociability You will notice: social rejection, disapproval, loss of influence Fears: social recognition, group activities, relationships Motivated by: involvement with people, making a favorable impression Tendencies: shaping the environment by persuading and influencing others Emphasize: NOTES:
    6. 6. KEYS FOR RELATING TO i  INFLUENCE High i’s want others to be friendly, emotionally honest, and to recognize the high i’s contributions. © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 6 Notes: <ul><li>attempts to persuade or influence others </li></ul><ul><li>a need for the limelight </li></ul><ul><li>overestimation of self and others </li></ul><ul><li>overselling ideas </li></ul><ul><li>vulnerability to perceived rejection </li></ul>Be prepared for <ul><li>approach them informally </li></ul><ul><li>be relaxed and sociable </li></ul><ul><li>let them verbalize thoughts and feelings </li></ul><ul><li>keep the conversation light </li></ul><ul><li>provide written details </li></ul><ul><li>give public recognition for individual accomplishments </li></ul><ul><li>use humor </li></ul>Be sure to
    7. 7. S — STEADINESS © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 7 overly willing to give, putting their needs last Limitations: patience, a team player, stability, methodical approach, calm You will notice: loss of stability, the unknown, change, unpredictability Fears: infrequent change, stability, sincere appreciation, cooperation Motivated by: calm, patient, loyal, good listener Tendencies: achieving stability, accomplishing tasks by cooperating with others Emphasize: NOTES:
    8. 8. KEYS FOR RELATING TO S  STEADINESS High S’s want others to be relaxed, agreeable, cooperative, and appreciative. © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 8 Notes: <ul><li>friendliness to colleagues and supervisors </li></ul><ul><li>resistance to change </li></ul><ul><li>difficulty identifying priorities </li></ul><ul><li>difficulty with deadlines </li></ul>Be prepared for <ul><li>be systematic in your approach </li></ul><ul><li>provide a consistent and secure environment </li></ul><ul><li>let them know how things will be done </li></ul><ul><li>use sincere appreciation </li></ul><ul><li>show their importance to the organization </li></ul><ul><li>let them adapt slowly to change </li></ul>Be sure to
    9. 9. C — CONSCIENTIOUSNESS © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 9 overly critical of self and others, indecision because of desire to collect and analyze data Limitations: behavior that is cautious, precise, diplomatic, restrained You will notice: criticism of their work, slipshod methods Fears: clearly defined performance expectations, quality and accuracy being valued Motivated by: attention to standards and details, analytical thinking Tendencies: working within circumstances to ensure quality and accuracy Emphasize: NOTES:
    10. 10. KEYS FOR RELATING TO C  CONSCIENTIOUSNESS High C’s want others to minimize socializing, give details, and value accuracy. © 2005 by Inscape Publishing, Inc. All rights reserved. ® . 10 Notes: <ul><li>discomfort with ambiguity </li></ul><ul><li>resistance to vague or general information </li></ul><ul><li>desire to double-check </li></ul><ul><li>little need for affiliation with others </li></ul>Be prepared for <ul><li>provide clear expectations and deadlines </li></ul><ul><li>show dependability </li></ul><ul><li>demonstrate loyalty </li></ul><ul><li>be tactful and emotionally reserved </li></ul><ul><li>allow precedent to be a guide </li></ul><ul><li>be precise and focused </li></ul><ul><li>value high standards </li></ul>Be sure to

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