This document provides an overview of military leadership training. It begins with definitions of leadership and discusses key aspects of being a leader such as roles, levels of leadership, and the Army Leadership Requirements Model. It also covers developing leadership presence and intellect. The document emphasizes that leadership is a process that can be developed through continuous learning, experiences, and self-reflection. Effective leaders operate with character, influence their teams to achieve objectives, and adapt to different situations.

1. MILITARY
LEADERSHIP
TRAINING
Bima Hermastho, PhD
PT. FREEMIND MANAGEMENT CONSULTING
BATALYON INFANTERI LINTAS UDARA 330

2. BIMA HERMASTHO
Manufacturing & Human Performance Improvement Technologist
CEO PT. Freemind Management Consulting – A Business Performance Improvement Consulting
More than 1700 HR & Manufacturing Professionals has been certified by PT. Freemind Management Consulting
Professional Experiences:
 Owner & Founder: PT. Sha Kha Ganesha, PT. Indo Sigma Rekatama, PT. Patra Kusumo, PT. Tridaya Abadi Manunggal Jaya
 Founder Indonesian Balanced Scorecard School (http://www.bsc-indonesia.com) & Indonesian Six Sigma School
(http://www.sixsigma-indonesian.com) - both are free online course in Balanced Scorecard and Six Sigma.
 Founder Indonesian Human Capital Institute, #1 HRM School in Indonesia (http://www.sdm-indonesia.net)
 Guest Lecturer : Graduate School of Management – FEB UI, Master of Management ITS, ITB, UNDIP., Applied Psychology -
UNIKA Soegijapranata, UBAYA, etc.
 Professional experiences: various positions from Management Trainee, HR Manager, TPM Training Manager, OD Senior
Manager, Human Capital & OD Director in local and global companies (PT. Teleperformance Indonesia, PT. Multi Bintang
Indonesia Tbk, PT. Coats Indonesia, PT. Polysindo Eka Perkasa – Asia Pacific Fibre, etc)
 Active & registered member: SHRM (American Society for HRM), ASTD (American Society for Training and Development),
ASQ (American Society for Quality) & ISSP (International Six Sigma Professional Society)
 Bachelor Degree (ITB), Master & Doctorate Degree in “Strategic HRM & Total Quality Management” – UNDIP
 Certified Balanced Scorecard Professional
 Certified Lean Management Professional
 Certified Global Professional in HRM
 Certified Six Sigma Black Belt
 Certified Kaizen Pprofessional
 TPM (Total Productive Management) Trainer
 Certified Mediator on ADR (Alternative Dispute Resolution)
bima@freemind-consulting.com
+62 8122862849

3. HR Training & Consulting Project

4. HR Training & Consulting Project

5. www.military-leadership.biz

6. www.military-leadership.biz

7. www.military-leadership.biz

19. 1. Military Leadership Fundamentals

20. Foundation of Army Leadership
• Factors of Leadership
–the Led
–the Leader
–the Situation
–Communication
• Principles of Leadership

21. Foundation of Army Leadership
The Led
• Correct assessment by the leader of the
soldiers being led
– Subordinates competence
– Subordinates motivation
– Subordinates commitment
• Proper leadership actions taken at the correct
time

22. • The leader must create a climate that
encourages subordinates active
participation to accomplish the
mission
• Key ingredients to develop this are:
– Mutual Trust
– Respect
– Confidence
Foundation of Army Leadership
The Led (cont.)

23. Foundation of Army Leadership
The Leader
• Honest understanding of yourself
–who you are
–what you know
–what you can do
• Knowledge of:
–strengths, weaknesses
–capabilities, limitations

24. Foundation of Army Leadership
The Situation
• All situations are different
• Leadership actions which work in one
situation may not work in another
• Consider available resources and factors of
METT-T (Mission, Enemy, Terrain,
Troops-Time and weather)

25. Foundation of Army Leadership
Communications
• “The exchange of information and
ideas from one person to another.”
• Effective communication = others
understand exactly what you are trying to tell
them AND when you understand precisely
what they are trying to tell you

26. • The Leader must recognize that you
communicate standards by your
example an by what behaviors you
ignore, reward, and punish.
• Effective communication implies that your
soldiers listen and understand you, the
leader.
Foundation of Army Leadership
Communications (cont.)

27. Principles of Leadership
1. Know yourself and seek self
improvement
2. Be technically and tactically proficient
3. Seek responsibility and take
responsibility for your actions
4. Make sound and timely decisions
5. Set the example
6. Keep your subordinates informed

28. 7.Know your soldiers and look out for
their well-being
8. Develop a sense of responsibility in
your subordinates
9. Ensure the task is understood,
supervised, and accomplished
10.Build the team
11.Employ your unit in accordance with its
capabilities
Principles of Leadership (cont.)

29. What a Leader Must Be
• Beliefs
– Assumptions or convictions you hold as true
about some thing, concept, or person
– People generally behave in accord with their
beliefs
• Values
–Attitudes about the worth or importance of
people, concepts or things
– Values will influence your priorities; the
stronger values are what you put first, defend
most, and want least to give up

30. • Individual values all soldiers are expected
to possess are:
– Courage (Physical and Moral)
• Physical courage is overcoming fears of bodily harm and
doing your duty
• Moral courage is standing firm on your values, your
moral principles, and your convictions
– Candor is being frank, open, honest, and sincere
with your soldiers, seniors, and peers. Also called
personal integrity
What a Leader Must Be (cont.)

31. • Competence is proficiency in required
professional knowledge, judgement, and skills
• Commitment means the dedication to
carry out all unit missions and to serve the
values of the country, the Army and the unit
• Norms
– Informal norms are unwritten rules or standards
What a Leader Must Be (cont.)

32. • Character
– Describes a person’s inner strength and is the
link between values and behaviors
– A soldier of character does what he
believes is right regardless of the danger or
circumstances
What a Leader Must Be (cont.)

33. • Soldiers want to be led by leaders who
provide strength, inspiration, and
guidance and will help them
become winners. Whether or not they are
willing to trust their lives to a leader depends
on their assessment of that leader’s
courage, competence, and
commitment.
What a Leader Must Be (cont.)

34. Ethical Responsibilities
• Ethics are principles or standards that
guide professionals to do the moral or right
thing
• Leaders have three general ethical
responsibilities:
–Be a role model
• Your actions must be more than your words
• You must be willing to do what you require of your
soldiers and share the dangers and hardships

35. • Develop your subordinates ethically
– You develop subordinates by personal contact and by
teaching them how to reason clearly about ethical
matters
• Avoid creating ethical dilemmas for
your subordinates
– “I don’t care how you get it done - just do it!”
– “There’s no excuse for failure!”
– “Setting goals that are impossible to reach”
– “Can Do!”
– “Zero Defects”
– “Loyalty up - not down”
Ethical Responsibilities (cont.)

36. Ethical Decision Making Process
• Interpret the situation. What is the ethical
dilemma?
• Analyze all the factors and forces that relate
to the dilemma
• Choose the course of action you believe
will best serve the nation
• Implement the course of action you have
choosen

37. • Forces that influence decision
making
1. Laws, orders and regulations
2. Basic national values
3. Unit operating values
4. Your values
5. Institutional pressures
Ethical Decision Making Process
(cont.)

38. 2. BE-KNOW-DO

39. Team leader
Ambassador
Trainer &
Mentor
Warrior
Humanitar
ian
Competent, Confident, and Agile

40. Agenda
1. Leadership/leader defined
2. Roles of Army leaders
3. Levels of Leadership
4. Leader Teams
5. The Army Leadership Requirements
Model
6. A Leader of Character, With Presence,
and Intellect
7. Competency-Based Leadership
8. Influences on Leadership
9. Adaptability

41. Leadership Defined
An Army leader is anyone, who by virtue of assumed role or
assigned responsibility, inspires and influences
people to accomplish organizational goals.
Army leaders motivate people both inside and outside the
chain of command to pursue actions, focus thinking,
and shape decisions for the greater good of the
organization.
Army leadership is defined
as influencing
people by providing
purpose, direction, and
motivation while
operating to accomplish
the mission and
improving the
organization.

42. Soldier’s Creed

43. Levels of Leadership
Direct
Organizational
Strategic
Global/Regional/
National
Perspective
Organizational/
Systems and
Processes
Perspective
Teams/Unit/
Task Force
Perspective

44. Levels of Leadership
• Direct
• Organizational
• Strategic
Face to face or first-line
leadership
Indirect leadership through
more levels of
subordinates
Major command through
Department of Defense
level positions

45. Levels of Leadership

46. Leadership Requirements Model
DO
KNOW
BE

47. A Leader of Character
• Army Values
• Empathy
• The Warrior
Ethos

48. A Leader With Presence
• Military
bearing
• Fitness
• Confidence
• Resilience

49. A Leader With Intellect
• Agility
• Judgment
• Innovation
• Interpersonal tact

50. A Leader With Intellect
• Domain
knowledge
•Tactical
•Technical
•Cultural
•Geo-political

51. Competency Based Leadership
Leads
Leads others
Extends influence beyond chain
Leads by example
Communicates
Competency
Areas
Competencies
Leadership is influencing people – by providing purpose, direction, and motivation –
while operating to accomplish the mission and improving the organization. (FM 6-22)
Develops
Creates a positive environment
Develops others
Prepares self
Achieves Get results

52. Influences on Leadership
• Stress in combat
• Fear in combat
• Stress in training
• Stress of change
• Adaptability

53. Adaptability
• Learn to adapt by adapting
• Lead across cultures
• Seek challenges

54. Teambuilding
Team Building
for Deployments
General
Team Building
General
Team Building
Team Building
for Deployments
General
Team Building
Team Building
for Deployments
•Observe and enforce sleep discipline
• Sustain safety awareness
• Inform Soldiers
• Know and deal with Soldier’s
perceptions
• Keep Soldiers productively busy
• Use In-Process Reviews (IPRs) and
After-Action Reviews (AARs)
• Act decisively in face of panic
•Adjust to continuous operations
• Cope with casualties
• Adjust to enemy actions
• Overcome boredom
• Avoid rumors
• Control fear, anger, despair, and
panic
•Demonstrate trust
• Focus on teamwork, training, &
maintaining
• Respond to subordinate problems
• Devise more challenging training
• Build pride and spirit
•Trust others
• Share ideas and feelings freely
• Assist other team members
• Sustain trust and confidence
• Share missions and values
SUSTAINMENT STAGE
•Demonstrate competence
• Prepare as a unit for operations
• Know the Soldiers
• Provide stable unit climate
• Emphasize safety for improved
readiness
•Demonstrate competence
• Become a team member
• Learn about the threat
• Learn about the area of operations
• Avoid life-threatening mistakes
•Trust and encourage trust
• Reinforce desired group norms
• Establish clear lines of authority
• Establish individual and unit goals
• Identify and grow leaders
• Train as a unit for mission
• Build pride through accomplishment
•Trust leaders and other members
• Cooperate with team members
• Share information
• Accept the way things are done
• Adjust to feelings about how things
ought to be done
ENRICHMENT STAGE
•Talk with each Soldier
• Reassure with calm presence
• Communicate vital safety tips
• Provide stable situation
• Establish buddy system
• Help Soldiers deal with immediate
problems
•Adjust to uncertainty across full
spectrum of operations
• Cope with fear of unknown injury
and death
• Adjust to separation from home and
family
•Design effective reception and
orientation
• Create learning experiences
• Communicate expectations
• Listen to and care for subordinates
• Reward positive contributions
• Set example
• Learn about team purpose, tasks,
and standards
• Learn about leaders and other
members
• Achieve belonging and acceptance
Leader & Organizational ActionsSubordinate ActionsFORMATION STAGE
•Observe and enforce sleep discipline
• Sustain safety awareness
• Inform Soldiers
• Know and deal with Soldier’s
perceptions
• Keep Soldiers productively busy
• Use In-Process Reviews (IPRs) and
After-Action Reviews (AARs)
• Act decisively in face of panic
•Adjust to continuous operations
• Cope with casualties
• Adjust to enemy actions
• Overcome boredom
• Avoid rumors
• Control fear, anger, despair, and
panic
•Demonstrate trust
• Focus on teamwork, training, &
maintaining
• Respond to subordinate problems
• Devise more challenging training
• Build pride and spirit
•Trust others
• Share ideas and feelings freely
• Assist other team members
• Sustain trust and confidence
• Share missions and values
SUSTAINMENT STAGE
•Demonstrate competence
• Prepare as a unit for operations
• Know the Soldiers
• Provide stable unit climate
• Emphasize safety for improved
readiness
•Demonstrate competence
• Become a team member
• Learn about the threat
• Learn about the area of operations
• Avoid life-threatening mistakes
•Trust and encourage trust
• Reinforce desired group norms
• Establish clear lines of authority
• Establish individual and unit goals
• Identify and grow leaders
• Train as a unit for mission
• Build pride through accomplishment
•Trust leaders and other members
• Cooperate with team members
• Share information
• Accept the way things are done
• Adjust to feelings about how things
ought to be done
ENRICHMENT STAGE
•Talk with each Soldier
• Reassure with calm presence
• Communicate vital safety tips
• Provide stable situation
• Establish buddy system
• Help Soldiers deal with immediate
problems
•Adjust to uncertainty across full
spectrum of operations
• Cope with fear of unknown injury
and death
• Adjust to separation from home and
family
•Design effective reception and
orientation
• Create learning experiences
• Communicate expectations
• Listen to and care for subordinates
• Reward positive contributions
• Set example
• Learn about team purpose, tasks,
and standards
• Learn about leaders and other
members
• Achieve belonging and acceptance
Leader & Organizational ActionsSubordinate ActionsFORMATION STAGE

55. 3. Reflections on Leadership

56. Agenda
• Purpose
• Leadership Development
• Leader Traits
• Managers and Leaders
• Understanding Individual & Group Dynamics
• Personal Reflections
• Expectations

57. Purpose
Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.
— George Patton
• Raise awareness of the importance of effective leadership.
• Communicate expectations.

58. Good leaders are made not born. If you have the
desire and willpower, you can become an effective leader. Good leaders develop through
a continuous process of self-study, education, training,
experience, and reflection.
Leadership is a process by which a person influences others to accomplish an objective
and directs the organization in a way that makes it more cohesive and coherent.
Although your position may give you the authority to accomplish certain tasks and
objectives in your organization, power or authority does not
make you a leader ... it simply makes you the
boss.
Leadership differs in that it makes the followers want to achieve high goals, rather than
simply bossing people around.
Initial Thoughts
Do you wish to rise? Begin by descending. You plan a tower that will pierce the clouds? Lay first the foundation of humility.
— St. Augustine

59. Leadership Development
Whoever is careless with the truth in small matters cannot be trusted with the important matters.
— Albert Einstein
+ New Knowledge
• Reading about leadership
• Observing other leaders
• Studying leadership theory
You
+ Experiences
• Leading other people
• Serving under others
• Peer leadership
• Individual challenges
+ Reflection
• Self awareness
• Taking ownership of your development
• Mentoring, counseling, feedback
• After Action Reviews

60. Bass' theory of leadership states that there are three basic ways to explain how people become
leaders. The first two explain the leadership development for a small number of people.
Trait Theory. Some personality traits may lead people naturally into leadership roles.
Great Events Theory. A crisis or important event may cause a person to rise to the
occasion, which brings out extraordinary leadership qualities in an ordinary person.
Transformational Leadership Theory. People can choose to become leaders and can learn leadership skills.
It is the most widely accepted theory today.
The basis of good leadership is honorable character and selfless-service to your organization. Your
leadership is everything you do that effects the organization's objectives and the well being of those that
follow you. Respected leaders concentrate on what they are [be] (such as beliefs and
character), what they [know] (such as job, tasks, and human nature), and what
they [do] (such as implementing, motivating, and provide direction).
What makes a person want to follow a leader? People want to be guided by those they respect and who
have a clear sense of direction. To gain respect, the leader must be ethical. A sense of direction is
achieved by conveying a strong vision of the future.
Leadership Theory
What you cannot enforce, do not command.
— Sophocles

61. Other Theories
There are a number of other leadership theories.
Leadership, according to Peter A. DeLisle, is the ability
to influence other people, with or without
authority – including technical as well as group and organizational
leadership, since all successful endeavors are the result of human effort.
DeLisle goes on to suggest that leadership effectiveness is dependent on
three things: awareness, ability and commitment.
A leader is a dealer in hope.
— Napoleon Bonaparte
Engineering Leadership
by Peter A. DeLisle
Severns Project on Engineering Education
University of Illinois, Urbana-Champaign

62. To help you be, know, and do; follow these eleven principles of leadership
1. Know yourself and seek self-improvement - In order to know yourself, you have
to understand your own attributes. Seek self-improvement, continually strengthening your
attributes. This can be accomplished through self-study, formal classes, reflection, practice, and
interacting with others.
2. Be technically proficient - As a leader, you must know your job and those of your
subordinates.
3. Seek responsibility and take responsibility for your actions - Search for
ways to guide your organization to new heights. When things go wrong, take responsibility and
do not blame others. Analyze the situation, take corrective action, and move on to the next
challenge.
4. Make sound and timely decisions - Use good problem solving, decision
making, and planning tools.
5. Set the example - Be a good role model for your employees. They must not only hear
what they are expected to do, but also see.
Principles of Leadership
We must become the change we want to see.
— Mahatma Gandhi

63. Principles of Leadership
6. Know your people and look out for their well-being - Know human
nature and the importance of sincerely caring for your people.
7. Keep everyone informed - Know how to communicate not only with your subordinate, but
also seniors and other key people.
8. Develop a sense of responsibility in those you lead - Help to develop
good character traits that will help them carry out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished -
Communication is the key to this responsibility.
10.Train as a team - Although many so called leaders call their organization, department, section,
etc. a team; they are not really teams...they are just a group of people doing their jobs.
11.Use the full capabilities of your organization - By developing a team spirit, you will
be able to employ your organization, department, section, etc. to its fullest capabilities.
People cannot be managed. Inventories can be managed, but people must be led.
— H. Ross Perot

64. BE a professional - be loyal to the organization, perform selfless-service, take personal responsibility.
BE a professional who possess good character traits - honesty, competence, candor, commitment,
integrity, courage.
KNOW the four factors of leadership - follower, leader, communication, situation.
KNOW yourself - strengths and weakness of your character, knowledge, and skills.
KNOW human nature - human needs, emotions, and how people respond to stress.
KNOW your job - be proficient and be able to train others in their tasks.
KNOW your organization - where to go for help, its climate and culture, who the unofficial leaders are.
DO provide direction - goal setting, problem solving, decision making, planning.
DO implement - communicating, coordinating, supervising, evaluating.
DO motivate - develop moral and esprit in the organization, train, coach, counsel.
Leadership Framework: Be-Know-Do
If the blind lead the blind, both shall fall into the ditch.
— The Bible

65. The road to great leadership (Kouzes & Posner, 1987) that is common to
successful leaders:
Challenge the process - First, find a process that you believe needs to
be improved the most.
Inspire a shared vision - Next, share you vision in words that can be
understood by your followers.
Enable others to act - Give them the tools and methods to solve the
problem.
Model the way - When the process gets tough, get your hands dirty. A
boss tells others what to do...a leader shows that it can be done.
Encourage the heart - Share the glory with your followers' heart, while
keeping the pains within your own.
The Process of Great Leadership
Pull the string, and it will follow wherever you wish. Push it, and it will go nowhere at all.
— Dwight D. Eisenhower

66. Effective Leader Traits
The task of the leader is to get his people from where they are to where they have not been.
— Henry Kissinger
• Vision – Set the course and have the conviction to follow-through.
• Goals – Establish achievable goals.
• Passion – Positive outlook and are passionate about their goals.
• Integrity – Know your strength and weaknesses.
• Honesty – Earn the trust of the followers.
• Curiosity - Leaders are learners.
• Risk – Take calculated risks and learn from mistakes.
• Dedication – Commitment to the cause.
• Charisma – Maturity, respect, compassion, and a sense of humor.
• Listening – Effective leaders actively listen.

67. What Do Effective Leaders Do?
Men make history and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when
courageous, skillful leaders seize the opportunity to change things for the better.
— Harry Truman
The Effective Leader:
• Sets the direction, gives guidance, and motivates people.
• Carries out the will of the group.
• Is the champion for the cause of the group.
• Guides the group during times of storm.
• Knows what they want, why, and how to communicate it.
• Recognizes and praises good work.

68. Being an Effective Leader
• Think great thoughts.
• Turn disasters into opportunities. Obstacles are
opportunities.
• Determine your "real" goals then strive to achieve them.
• When you want to tell someone something important,
do it personally.
• Make coffee.
You do not lead by hitting people over the head — that's assault, not leadership.
— Dwight D. Eisenhower
Ray Findlay, “Some Thoughts on Leadership”, 2004 Region 1 Summer Training Workshop, Sturbridge, MA

69. Leaders and Managers
• Many in professional societies have managerial and business
experience.
• Managers plan, organize, minimize risk, maximize profit, …
Leader – noun, (1) A person who is followed by others. (2) The horse placed at
the front in a team or pair.
Manager – noun, (1) A person controlling or administering a business or a part
of a business. (2) A person regarded in terms of skill in household or
financial or other management.
Management is doing things right; leadership is doing the right things.
— Peter F. Drucker

70. 70
I Know Who You Are, But Who Am I?
Please see table below and identify the behavior which are fitting in with your individuality.
Give your self-rating as follows:
• The most fit with your personality => Scoring “4”
• Fit with your personality => Scoring “3”
• Un-fit with your personality => Scoring “2”
• The most unfit => Scoring “1”
Example : Temperament3 Comprehening4 Hushing1 Thinking2
Kolom A Kolom B Kolom C Kolom D
I. Direct Influencing Brotherly Carefully
II. Exact Optimist Patient Self Control
III. Bold Enthusiast Calm Analytics
IV. Competitive Talk-active Listening Accurate
V. Coherent Fascinating Slow Curious
Total Total Total Total
100%
80%
60%
40%
20%
0%
A B C D
x5
Connecting dot to make graph
Individual & Group Dynamics

71. Behavior Model
INFLUENCE
COMPLIANCE DOMINANCE
STEADINESS
Thinking Spontaneous
Relationship
Task
Stability
Routine Activity
Follow tradition
Obey to system
Doesn’t like
competition
Patient
Listening
Loyal
Calm
Persuasive
Expressive
Communicative
Enthusiast
Optimist
Positive
Active
Motivator
Results
Challenge
Argument
Problem
solving
Dominant
Competitive
Bold
Spontaneous
Analytics
Critic
Accuracy
Detail
Carefully
Planning
Anti conflict
Perfectionist
Feeling
Logic
71

72.  DiSC developde by William Moulton Marston (1928)
 Figuring:
– Individual personality style
– Individual communication style
– People in stress or under pressure
– Individual team-playership
– Strengths and weaknesses
Behavior Model
72

73. The Consequences….
So that you can get the picture of each
personality type, their expectation, and
also how to manage it effectively
73

74. Managing “D” PERSON
• Want to be first one
• Thinking logic and fact-based
• Wish praised by its achievement
• Taking a fancy to personal choice
• Result-oriented
• Taking a fancy to change
• Showing new opportunity and how
to win
• Giving advices and getting facts
firmly
• Praising what have been reached
• Giving them authority and
independency within the corridor.
• Approved the objectives and
limitation and support their goals
• Making variations of routine task
Characteristic Hence you better …
74

75. Managing “I” PERSON
• Taking a fancy to agreement and
appearance
• Searching enthusiastic situation and also
optimism
• Wish praised and paid attention
• Taking a fancy to social contact and
involvement
• Think emotionally
• Taking a fancy to change and innovate
• Argumentative
• Lack of self-management and data
• Seeking stimulator and new energizer
• Showing that you admire and like
him/her
• Optimistic and provide the enthusiastic
atmosphere and also show the positive
mental attitude
• Praising them personally and heartfelt,
mention to the their progress frequently
• Having interaction and sharing with
them
• Supporting their feeling if situation
enable
• Making variation of routine activity,
avoiding repetition
• Do not aggressive and avoid conflicting
in personal problem
• Doing any kind of activity together
• Keeping step which remain to quickly
and live
Characteristic Hence you better …
75

76. Managing “S” PERSON
• Like to stability and avoid the risk or
change
• Logical thinking, factual and
documentation
• Like to personal involvement
• Wishing heartfelt feed back
• Like to team cooperation
• Frown upon the conflict and debate,
searching calmness and peacefulness
• Paying attention others
• Showing how your idea will lead risk
minimization, giving personal confidence
• Showing common sense consideration,
and giving data & evidence
• Showing Your attention to them as
human being
• Confessing their easy attitude to involve
with others and their willingness to give
a help
• Able to facilitate group which will have a
cooperation
• Do not act aggressively, focusing on
common interest and support or, make a
friendly and easy going atmosphere
• Letting them to give the service or
support to others
Characteristic Hence you better …
76

77. • Does not like aggressive approach
• Like to think of, thinking logically,
searching data
• Avoiding conflict
• Prefer to do by him-self in many matter
•
• Shall have knowledge its process,
careful in anything
• Wishing others see the their truth and
accuracy
• Focus on quality control
• Approaching them by indirect and do not
menace
• Informing them “ why” and “ how to”,
showing common sense consideration,
giving written data
• Tactically ask the clarification and a help
which you need
• Letting them to check the progress and
performance when they delegated a project
• Giving sensible reason and clarification,
giving opportunity to think, enquiring, and
checking before taking decision
• Praising their accuracy and their precision,
giving time to find the best answer or “ real
correct”, in existing boundary
• Letting them to measure and involve the
process
Managing “C” PERSON
Characteristic Hence you better …
77

78. Dominance Influence Steadiness Compliance
Act directly to
target - swiftly and
surely; without
pursued by detail.
Fully confidence,
because knowing
what you do, and
do not try to
browbeat.
Showing Your
energy &
enthusiasm .
Focusing
interaction on take
and give. Make
your meeting
enjoy, enthusiastic.
Develop the easy
going relations,
personal.
Treat them with
the warm feeling,
and your
sensitivity.
Use regular
approach, accurate
and logical
focusing on
process and
procedure. Giving
them accurate
documentation.
How to Communicate with DiSC Model
If you communicate with the people below, you have to behave:
78

79. Expectations
Leadership is about setting the conditions so others can succeed.
— Barry L. Shoop
• Know your role, responsibility, and authority.
• Be passionate about your profession – passion is contagious!
• Be actively involved – lead!
• Set the example.
• Take the time to get to know your members.
• Take the time to recognize the contributions of your volunteers.
• Identify problems – provide recommendations.
• Identify, cultivate, and mentor next generation of leaders.
• Improve the effectiveness of your organization.