DISC leadership and Annual Review tips High S

1. IT Weapons Internal Use Only
Leadership Team: Annual Review Tips Steadiness Style
Step 1: Know Yourself – S Manager
“Small Teams” leader: You have a participative approach to leadership
Authority Based On: Experience, Expertise and Bureaucratic Status
� Comfortable maintaining routines, is stable and service oriented
� Steady and dependable
� Great on Follow-through (may over deliver)
� Slow to make decisions
� May need to increase enthusiasm
� Low confidence, easily discouraged
Step 2: Communicating with Other Styles
� Be more expressive and animated
� Speed up your presentation
� Talk more
� Keep emotions under control
� Focus a little less on details
� Be careful not to come across as too opinionated
� Be more results-oriented in your communication
Step 3: Understand Your Own Style:
During Reviews, you:
� Bring all agreements and common principles to the meeting
� Concentrate on the open issues and fears vs the ones that are unknown or
unacknowledged
� Prepare to defend yourself
� Feel the meeting is important in ensuring trust and feeling of togetherness
� Want to provide and receive information
� Want to remove all open issues and questions

2. IT Weapons Internal Use Only
Step 4: Understand Your Team Member:
D S
Relationship to Supervisor: Either respects (if no overlapping
responsibilities) or No Respect at all (Competitive situation)
Typical Preparation for the Meeting:
� Little Preparation
� Has one main goal they want to achieve
� Prepares to win
Would like:
� An opportunity to Influence supervisor and move own goals
forward
� To get to speak
� To talk about changes
Career Goals Typically Include:
� To increase their power, authority, and/or area of influence
� Freedom from routines and to be able to oversee things
from above
How to Motivate Them:
� Give immediate feedback
� Concentrate on the subject
� Maintain results – orientation
� Don’t stifle their desire to act
� Don’t restrict their power
� Don’t waste their time on non – essentials
Relationship to Supervisor: Trustworthy, “right arm” but needs clear
instructions
Typical Preparation for the Meeting:
� Concentrates on the open fears and issues
� Prepares to defend themselves
Would like:
� Opportunity to receive information on the plans of the
organization
� Expects to receive information rather than give it
� Wants the supervisor to make a plan of action for them
Career Goals Typically Include:
� Wants to make a greater contribution to the organization, while
being able to use own area of expertise.
� Wants freedom from “being at the mercy of others”, wants to
predict own future
How to Motivate Them:
� Give organized feedback
� Give supporting material
� Maintain continuity
� Let them finish their work
� Don’t make sudden changes or be restless
� Don’t work against what was agreed upon
I C
Relationship to Supervisor: Doesn’t oppose.
Protests by neglecting responsibilities (late, errors, etc.)
Typical Preparation for the Meeting:
� Does not prepare – “the meeting is a conversation”
� Expects something positive to happen
� Tries to postpone the meeting if is afraid of the discussion
Would Like:
� Opportunity to get to know the supervisor better
� Expects balanced exchange of ideas
� Hopes the supervisor provides new ideas
Career goals typically include:
� Wants to increase network of associates and friends, and to
work on issues that deal with people and atmosphere
� Values freedom from paperwork and pressuring of other
people
How to motivate them:
� Be responsive and listen
� Give assurances
� Be optimistic
� Be with them all the time
� Don’t set unnecessary restrictions
� Don’t react negatively or put down their enthusiasm
Relationship to Supervisor: Same as to other employees (sees as an
equal)
Seeks safety from conflicts and new situations via supervisor
Typical Preparation for the Meeting:
� Will discuss something only if there is information to base the
discussion on
� Wants to know the end result beforehand
� Prepares to scrutinize or debate
Would like:
� Opportunity to receive clearer instructions
� Wants to analyze issues that have occurred
� Wants statistics and instructions to do the talking
Career Goals typically include:
� Wants to utilize own professional skills and knowledge in more
challenging situations
� Wants freedom from conflicting instructions and more
opportunity to work based on the “wrong­right” criteria
How to motivate them:
� Give detailed information
� Be open to questions
� Give them time to think and prepare
� Don’t keep information to yourself
� Don’t pressure for immediate answers
� Don’t force them to use power