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Benedict College Leadership Institute

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  • As a recent student organization president and now as an advisor of a student organization, I know the frustration that accompanies having a group of students that doesn’t seem motivated. No matter how you recruit your student members, whether it’s an open membership or a rigorous application process, it’s happened to all of us. They only show up when they feel like it, do the minimum amount of work, and may even detract from the group morale. But at the same time, when it comes down to it we need bodies in order to make a student organization tick. So what does the research say about motivating students?
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    • 1. Learning to Communicate With Only Four Letters Dillon Kimmel & Alisa Worton University of South Carolina
    • 2. • Quick personality test • Explanation of the DISC model, theAgenda characteristics of each letter, and how it relates to leadership • Discussion of your letter and what it means about how you communicate and relate to others • Role playing with your personality type
    • 3. Personality Test Please take the brief assessment we’ve passed out to everyone • Calculate what ‘letter’ you are • We will revisit the assessment in just a moment and explain what each of the styles mean
    • 4. DISC is a personal assessment tool that seeks to improve teamwork and communicationDISC
    • 5. DISC is a personal assessment tool that seeks to improve teamwork and communicationDISC DISC specifically addresses the following areas: 1 Increases your self-knowledge of the way you manage conflict, communicate, and what motivates you 2 How to adapt your style to better communicate with others 3 How to foster creative and more productive group interactions 4 How to encourage better teamwork and limit group conflict 5 How to be a better leader by learning by understanding what motivates others and what their priorities are
    • 6. History of DISC • First introduced as a theory in 1982 by psychologistDISC William Mouton Marston • He was interested in using practical explanations to help people understand and manage their experiences and relationships • He believed behavior was a direct result of a person’s emotions and that people’s behavior could be categorized four different ways: 1) Dominance 2) Influence 3) Steadiness 4) Conscientousness
    • 7. Dominance A person with a dominance style: • Motivated by winning, competition and success. • Prioritizes accepting challenge, taking action and achieving immediate results. • Described as direct, demanding, forceful, and strong-willed • May be limited by lack of concern for others and be impatient • May fear being seen as vulnerable or being taken advantage of. • Values competency, action, concrete results, personal freedom, challenges.
    • 8. Dominance A person with a dominance style: •Motivated by winning, competition and success. •Prioritizes accepting challenge, taking action and achieving immediate results. • Described as direct, demanding, forceful, and strong-willed • May be limited by lack of concern for others and be impatient • May fear being seen as vulnerable or being taken advantage of. • Values competency, action, concrete results, personal Goals: freedom, challenges. Needs others who: Unique accomplishments Weigh pros and cons New opportunities Calculates risks Control of audience Use caution Independence Research facts Deliberate before deciding Recognize the needs of others
    • 9. Dominance A person with a dominance style: •Motivated by winning, competition and success. •Prioritizes accepting challenge, taking action and achieving immediate results. • Described as direct, demanding, forceful, and strong-willed • May be limited by lack of concern for others and be impatient • May fear being seen as vulnerable or being taken advantage of. • Values competency, action, concrete results, personal Goals: freedom, challenges Needs others who: Unique accomplishments Weigh pros and cons New opportunities Calculates risks Control of audience Use caution Independence Research facts Deliberate before deciding Recognize the needs of others When communicating with a D: give them the bottom line, be brief, avoid making generalizations, refrain from repeating yourself, and focus on solutions rather than problems.
    • 10. A person with an influencing style: • Motivated by social recognition, group activities, andInfluencing relationships • Prioritizes taking action, collaboration, and expressing enthusiasm • Convincing, magnetic, enthusiastic, warm, trusting and optimistic • May be limited by being impulsive and disorganized and having lack of follow-through. • May fear loss of influence, disapproval and being ignored • Values coaching and counseling, freedom of expression and democratic relationships
    • 11. A person with an influencing style: • Motivated by social recognition, group activities, andInfluencing relationships • Prioritizes taking action, collaboration, and expressing enthusiasm • Convincing, magnetic, enthusiastic, warm, trusting and optimistic • May be limited by being impulsive and disorganized and having lack of follow-through. • May fear loss of influence, disapproval and being ignored Goals: coaching and counseling,Needs of expression and • Values freedom others who: democratic relationships Victory with flair Concentrate on the task Friendship and happiness Seek facts Authority and prestige Speak directly Popularity Prefer to deal with things not people Take a logical approach Demonstrate follow-through
    • 12. A person with an influencing style: • Motivated by social recognition, group activities, andInfluencing relationships • Prioritizes taking action, collaboration, and expressing enthusiasm • Convincing, magnetic, enthusiastic, warm, trusting and optimistic • May be limited by being impulsive and disorganized and having lack of follow-through. • May fear loss of influence, disapproval and being ignored Goals: coaching and counseling,Needs of expression and • Values freedom others who: democratic relationships Victory with flair Concentrate on the task Friendship and happiness Seek facts Authority and prestige Speak directly Popularity Prefer to deal with things not people Take a logical approach Demonstrate follow-through When communicating with an I: share your experiences, allow the person time to ask questions and talk themselves, focus on the positives, avoid overloading them with details, and dont
    • 13. A person with a steadiness style: • Motivated by cooperation, opportunities to help andSteadiness appreciation • Prioritizes giving support, collaboration and maintaining stability • Described as calm, patient, predictable, deliberate, stable and consistent. • May be limited by being indecisive, overly accommodating and tendency to avoid change • May fear change, loss of stability and offending others. • Values loyalty, helping others and security
    • 14. A person with a steadiness style: • Motivated by cooperation, opportunities to help andSteadiness appreciation • Prioritizes giving support, collaboration and maintaining stability • Described as calm, patient, predictable, deliberate, stable and consistent. • May be limited by being indecisive, overly accommodating and tendency to avoid change • May fear change, loss of stability and offending others. • Values loyalty, helping others and security Goals: Needs others who: Personal accomplishments React quickly to unexpected Group acceptance change Power through formal roles Are flexible in work procedures Maintenance of status quo & controlled Apply pressure on others environment Work comfortably in an unpredictable environment Help to prioritize work
    • 15. A person with a steadiness style: • Motivated by cooperation, opportunities to help andSteadiness appreciation • Prioritizes giving support, collaboration and maintaining stability • Described as calm, patient, predictable, deliberate, stable and consistent. • May be limited by being indecisive, overly accommodating and tendency to avoid change • May fear change, loss of stability and offending others. • Values loyalty, helping others and security Goals: Needs others who: Personal accomplishments React quickly to unexpected Group acceptance change Power through formal roles Are flexible in work procedures Maintenance of status quo & controlled Apply pressure on others environment Work comfortably in an unpredictable environment Help to prioritize work When communicating with an S: be personal and amiable, express your interest and expectations, take time to provide clarification, be polite, and avoid being confrontational or
    • 16. Conscientiousness A person with a conscientious style: • Motivated by opportunities to gain knowledge, showing their expertise, and quality work. • Prioritizes accuracy, stability, and challenging assumptions. • Described as careful, cautious, systematic, diplomatic and tactful. • May be limited by being overcritical, overanalyzing and isolating themselves. • May fear criticism and being wrong • Values quality and accuracy
    • 17. Conscientiousness A person with a conscientious style: • Motivated by opportunities to gain knowledge, showing their expertise, and quality work. • Prioritizes accuracy, stability, and challenging assumptions. • Described as careful, cautious, systematic, diplomatic and tactful. • May be limited by being overcritical, overanalyzing and isolating themselves. • May fear criticism and being wrong • Values quality and accuracy Goals: Needs others who: Unique accomplishments Delegate important tasks Correctness Make quick decisions Stability Use policies only as guidelines Predictable accomplishments Compromise with the opposition Personal growth State unpopular positions Initiate and facilitate discussions
    • 18. Conscientiousness A person with a conscientious style: • Motivated by opportunities to gain knowledge, showing their expertise, and quality work. • Prioritizes accuracy, stability, and challenging assumptions. • Described as careful, cautious, systematic, diplomatic and tactful. • May be limited by being overcritical, overanalyzing and isolating themselves. • May fear criticism and being wrong • Values quality and accuracy Goals: Needs others who: Unique accomplishments Delegate important tasks Correctness Make quick decisions Stability Use policies only as guidelines Predictable accomplishments Compromise with the opposition Personal growth State unpopular positions Initiate and facilitate discussions When communicating with a C: focus on facts and details; minimize "pep talk" or emotional language and be patient, persistent and diplomatic.
    • 19. Break up into your letter groups and discuss the following:Group Time • What kind of leadership positions are you in? What parts of your ‘letter’ relate to the work you do with other students? • How do you see parts of your letter showing up in how you interact with others in general? • What does it mean for those of you who were combinations of letters? • What letters might you struggle to communicate with, and what can you do about that?
    • 20. Let’s practice with some scenarios!Scenarios We’ll need a variety of volunteers for this activity!