Every team is made up of different personalities. Often times these differences make collaboration difficult, but they don't have to. Knowing your personality type and the personalities of your team and adjusting your behavior based on your audience can go a long way to make your team a cohesive unit. Let's explore DISC profiles, learn what they are, how to identify them, and what to do with what you've learned to make your team effective.
Today, the traditional PMO does a great job of reporting and metrics, however, what needs to improve is their ability to truly remove roadblocks and barriers. The PMO needs to improve project execution and the establishment of resilient project teams!
User-centred digital strategy: what it is, why it matters, how to do it wellSophie Dennis
The word ’strategic’ is often met with scepticism. But service design is at its most valuable when shaping organisational strategy. Peter Drucker once observed: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all”.
Strategy is how you avoid this. A sound strategy tells you where you are going, and sets out a high-level, achievable plan to get there. And strategy combined with service design ensures the destination delivers maximum value to both users and the organisation. A clear strategy, underpinned by service design, is how you make sure anyone can decide what the most valuable things are to work on.
Yet bad strategy documents abound: massive tomes, years in the making (during which the organisation has continued to do what it perhaps should not have been doing at all), full of platitudes, unattainable visions or uninspiring lists of mundane tactical objectives. Service blueprints gathering dust in drawers, or slowly fading on a forgotten wall. It makes it easy to pooh-pooh strategy, dismissing it with another Drucker aphorism, “culture eats strategy for breakfast”, or the mantras of “strategy is easy, tactics are hard” and “the strategy is delivery”.
Using real-world examples of successful discovery and strategy projects, we’ll explore a simple framework for understanding what makes a ‘good’ or ‘bad’ strategy, and discuss how we can reclaim strategy, do it well, and get the support we need to translate it into action.
This will be an interactive session, so come prepared to share your strategy challenges. Topics we’ll aim to explore together are:
• the difference between vision, strategy and tactics
• how to hit the ‘goldilocks point’ with strategy: not so visionary you fail the “yeah right” test, not so mundane you fail the “so what?” test
• the benefits of ‘good strategy’ and why its essential to becoming “agile”
• how and when to engage with stakeholders, avoiding big surprises to get the support and buy-in you need to turn good ideas into action
• how to present findings and recommendations for maximum stakeholder impact
You should be able to apply what you learn whether you’re developing the overarching strategy for a whole company, for a particular product or service, or delivering a brand, content or user experience strategy. Culture may still eat strategy for breakfast, and implementation may still be the really hard part, but with a good strategy behind you you’ll have a lot more chance of succeeding.
User-centred digital strategy - UX in the City Manchester 2017Sophie Dennis
Peter Drucker once observed: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all”. Strategy is how you avoid this. A sound strategy tells you where you are going, and sets out a high-level, achievable plan to get there. It’s how you make sure anyone can decide what the right things are to work on.
Yet bad strategy documents abound: massive tomes, years in the making (during which the organisation has continued to do what it perhaps should not have been doing at all), full of platitudes, unattainable visions, or uninspiring lists of mundane tactical objectives. Documents that sit in draws, routinely ignored. It makes it easy to pooh-pooh strategy, dismissing it with another Drucker aphorism “culture eats strategy for breakfast” or the mantras of “strategy is easy, tactics are hard” and “the strategy is delivery”.
Using real-world examples of successful discovery and strategy projects, this talk will show you how to reclaim strategy, do it well, and get the support you need to translate it into action. You’ll be able to apply what you learn whether you’re developing the overarching strategy for a whole company, for a particular product or service, or delivering a brand, content or customer experience strategy. Culture may still eat strategy for breakfast, and implementation may still be the really hard part, but with a good strategy behind you you’ll have a lot more chance of succeeding.
You will learn:
* how to distinguish between vision, strategy and tactics, decide which your organisation needs right now, and the UX methods to apply to each
* how to hit the ‘goldilocks point’ with your strategy: not so visionary you fail the "yeah right" test, not so mundane you fail the "so what?" test
* how and when to engage with stakeholders, avoiding big surprises in order to get the support and buy-in that’s necessary to turn recommendations into action
how to tackle the discovery process and structure your findings and recommendations
Today, the traditional PMO does a great job of reporting and metrics, however, what needs to improve is their ability to truly remove roadblocks and barriers. The PMO needs to improve project execution and the establishment of resilient project teams!
User-centred digital strategy: what it is, why it matters, how to do it wellSophie Dennis
The word ’strategic’ is often met with scepticism. But service design is at its most valuable when shaping organisational strategy. Peter Drucker once observed: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all”.
Strategy is how you avoid this. A sound strategy tells you where you are going, and sets out a high-level, achievable plan to get there. And strategy combined with service design ensures the destination delivers maximum value to both users and the organisation. A clear strategy, underpinned by service design, is how you make sure anyone can decide what the most valuable things are to work on.
Yet bad strategy documents abound: massive tomes, years in the making (during which the organisation has continued to do what it perhaps should not have been doing at all), full of platitudes, unattainable visions or uninspiring lists of mundane tactical objectives. Service blueprints gathering dust in drawers, or slowly fading on a forgotten wall. It makes it easy to pooh-pooh strategy, dismissing it with another Drucker aphorism, “culture eats strategy for breakfast”, or the mantras of “strategy is easy, tactics are hard” and “the strategy is delivery”.
Using real-world examples of successful discovery and strategy projects, we’ll explore a simple framework for understanding what makes a ‘good’ or ‘bad’ strategy, and discuss how we can reclaim strategy, do it well, and get the support we need to translate it into action.
This will be an interactive session, so come prepared to share your strategy challenges. Topics we’ll aim to explore together are:
• the difference between vision, strategy and tactics
• how to hit the ‘goldilocks point’ with strategy: not so visionary you fail the “yeah right” test, not so mundane you fail the “so what?” test
• the benefits of ‘good strategy’ and why its essential to becoming “agile”
• how and when to engage with stakeholders, avoiding big surprises to get the support and buy-in you need to turn good ideas into action
• how to present findings and recommendations for maximum stakeholder impact
You should be able to apply what you learn whether you’re developing the overarching strategy for a whole company, for a particular product or service, or delivering a brand, content or user experience strategy. Culture may still eat strategy for breakfast, and implementation may still be the really hard part, but with a good strategy behind you you’ll have a lot more chance of succeeding.
User-centred digital strategy - UX in the City Manchester 2017Sophie Dennis
Peter Drucker once observed: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all”. Strategy is how you avoid this. A sound strategy tells you where you are going, and sets out a high-level, achievable plan to get there. It’s how you make sure anyone can decide what the right things are to work on.
Yet bad strategy documents abound: massive tomes, years in the making (during which the organisation has continued to do what it perhaps should not have been doing at all), full of platitudes, unattainable visions, or uninspiring lists of mundane tactical objectives. Documents that sit in draws, routinely ignored. It makes it easy to pooh-pooh strategy, dismissing it with another Drucker aphorism “culture eats strategy for breakfast” or the mantras of “strategy is easy, tactics are hard” and “the strategy is delivery”.
Using real-world examples of successful discovery and strategy projects, this talk will show you how to reclaim strategy, do it well, and get the support you need to translate it into action. You’ll be able to apply what you learn whether you’re developing the overarching strategy for a whole company, for a particular product or service, or delivering a brand, content or customer experience strategy. Culture may still eat strategy for breakfast, and implementation may still be the really hard part, but with a good strategy behind you you’ll have a lot more chance of succeeding.
You will learn:
* how to distinguish between vision, strategy and tactics, decide which your organisation needs right now, and the UX methods to apply to each
* how to hit the ‘goldilocks point’ with your strategy: not so visionary you fail the "yeah right" test, not so mundane you fail the "so what?" test
* how and when to engage with stakeholders, avoiding big surprises in order to get the support and buy-in that’s necessary to turn recommendations into action
how to tackle the discovery process and structure your findings and recommendations
A Deep Dive Into Value and Outcomes (Kristin Skinner and Kamdyn Moore at Desi...Rosenfeld Media
Kristin Skinner and Kamdyn Moore: “A Deep Dive Into Value and Outcomes”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
There’s no existing playbook for what we are experiencing
Right now, people all around the world are asking:
“What will we look like after all this?”
“What will our new world services be?”
For some people and organisations, the next six months will be the turning point that helps them clarify their vision and build a better future for their organisations and the communities they serve.
For others, it will be a chaotic time that sets them back or sees them close.
Now is the time to make the changes that are long overdue – as well as imagine what the new world will need you for.
It’s time to design the new playbook, together.
Head to https://acceleration.team to join the conversation.
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov.
Real Talk: Proving Value through a Scrappy Playbook (Dianne Que at DesignOps ...Rosenfeld Media
Dianne Que: “Real Talk: Proving Value through a Scrappy Playbook”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Adventures in Policy Land - Service Design in Government 2017Sophie Dennis
Sophie Dennis shares the lessons from her recent adventures in policy land. The Department for Work and Pensions (DWP) is exploring new ways of developing policy, bringing together multidisciplinary teams of policy experts, service designers, technologists and analysts, to work in an iterative, agile way on potentially significant new policies. Sophie worked as a service designer with two such teams. She discusses the benefits and challenges of these new ways of working, and advice for others hoping to do the same.
#NoBigProcesses - Getting More Done by Doing Less (PrDC Deliver 2019)Dave Rooney
You may have heard about the #NoEstimates movement, and even #NoProjects. Both of those are keen to examine the assumptions behind two key aspects of delivering software. But what about the process itself? Do we even need approaches like Scrum, Kanban, SAFe, or Extreme Programming in order to be successful? Is following a pre-defined process helpful at all? Is there a simpler way to be effective?
We've produced these exercises to help you design your day. Use them on your own, or with colleagues, to come up with a happier, more productive routine, to change your relationship with email, and hold better meetings.
Share your experiences of using them with us at
@NokiaatWork and #SmarterEveryday.
Leadership & Emotional Intelligence for Engineers Big Nerd Ranch
Aram Boyd, CSP™, an award-winning Leadership Facilitator and Executive Coach from the Silicon Valley leadership coaching firm MotivaimCoach, shared why some engineers get bigger and better opportunities than others, and how you can leverage this in your career.
Prairie Code 2019: How to Win Friends and Influence Better Developer EstimatesBrian McKeiver
Let's face it, creating estimates for tasks is not an exact science. Whether it is points, hours, level of effort, or whatever else the next fad is, it all mostly boils down to what feels like a shot in the dark.
Join my session to find out a few lessons learned, tips, tricks, and strategies for creating accurate and timely estimates on your developer tasks. I'll share my experiences for creating the majority of estimates at my company for the past 17 years. I'd estimate that the amount of estimates I have created is more than 500 or so ...see what I did there?
At the end of the day, if you can create better estimates, than maybe your project managers will end up becoming another one of your long time friends.
A Deep Dive Into Value and Outcomes (Kristin Skinner and Kamdyn Moore at Desi...Rosenfeld Media
Kristin Skinner and Kamdyn Moore: “A Deep Dive Into Value and Outcomes”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
There’s no existing playbook for what we are experiencing
Right now, people all around the world are asking:
“What will we look like after all this?”
“What will our new world services be?”
For some people and organisations, the next six months will be the turning point that helps them clarify their vision and build a better future for their organisations and the communities they serve.
For others, it will be a chaotic time that sets them back or sees them close.
Now is the time to make the changes that are long overdue – as well as imagine what the new world will need you for.
It’s time to design the new playbook, together.
Head to https://acceleration.team to join the conversation.
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov.
Real Talk: Proving Value through a Scrappy Playbook (Dianne Que at DesignOps ...Rosenfeld Media
Dianne Que: “Real Talk: Proving Value through a Scrappy Playbook”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Slides from a product management training workshop with our partners at the Department of the Interior's Office of Natural Resources Revenue as a part of work together on revenuedata.doi.gov
Adventures in Policy Land - Service Design in Government 2017Sophie Dennis
Sophie Dennis shares the lessons from her recent adventures in policy land. The Department for Work and Pensions (DWP) is exploring new ways of developing policy, bringing together multidisciplinary teams of policy experts, service designers, technologists and analysts, to work in an iterative, agile way on potentially significant new policies. Sophie worked as a service designer with two such teams. She discusses the benefits and challenges of these new ways of working, and advice for others hoping to do the same.
#NoBigProcesses - Getting More Done by Doing Less (PrDC Deliver 2019)Dave Rooney
You may have heard about the #NoEstimates movement, and even #NoProjects. Both of those are keen to examine the assumptions behind two key aspects of delivering software. But what about the process itself? Do we even need approaches like Scrum, Kanban, SAFe, or Extreme Programming in order to be successful? Is following a pre-defined process helpful at all? Is there a simpler way to be effective?
We've produced these exercises to help you design your day. Use them on your own, or with colleagues, to come up with a happier, more productive routine, to change your relationship with email, and hold better meetings.
Share your experiences of using them with us at
@NokiaatWork and #SmarterEveryday.
Leadership & Emotional Intelligence for Engineers Big Nerd Ranch
Aram Boyd, CSP™, an award-winning Leadership Facilitator and Executive Coach from the Silicon Valley leadership coaching firm MotivaimCoach, shared why some engineers get bigger and better opportunities than others, and how you can leverage this in your career.
Prairie Code 2019: How to Win Friends and Influence Better Developer EstimatesBrian McKeiver
Let's face it, creating estimates for tasks is not an exact science. Whether it is points, hours, level of effort, or whatever else the next fad is, it all mostly boils down to what feels like a shot in the dark.
Join my session to find out a few lessons learned, tips, tricks, and strategies for creating accurate and timely estimates on your developer tasks. I'll share my experiences for creating the majority of estimates at my company for the past 17 years. I'd estimate that the amount of estimates I have created is more than 500 or so ...see what I did there?
At the end of the day, if you can create better estimates, than maybe your project managers will end up becoming another one of your long time friends.
Are you new to UX management, or thinking of getting into management? Then this talk is for you. After reading countless books, attending countless trainings, mentoring and being menteed, nothing quite prepared me for management like my first year. I’ll share with you what I wish they’d told me. I’ll also share my process for generating team research roadmaps, establishing team values, keeping employees motivated, and not burning out.
Stepping into the role of manager for the first time has a unique set of challenges. Learn how to manage yourself as well as how to manage others. Slides taken from a class taught by Janet Aronica of Localytics. Learn more from the experts by visiting Intelligent.ly
Startup Playbook for founders & employees, written by toucan's foundersToucan Toco
As a founder or startup employee do you find your 24 hours-a-day too short ?
After 5 years growing Toucan Toco we do too.
In the end there is only one solution : prioritize !
“But what should I focus on when we are 2 founders in a garage ? A 10 people team with no fundings ? A structured team of 50 ?
I heard about OKR, 360 Reviews, Squads, BSPCE, Wiki, core values… But what should I do in the next weeks among those actions, process and strategies ?”
To help you answer these questions, we’ve created an easily consumable documentation, full of ressources, to share our learnings and documentation efforts.
Looking for the right process at the right stage ? This slideshare is for you.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
1. A Guide to Effective Team Communication
BY PATRICK BADLEY & JARED
FARIS
OVERING YOUR
TEAM
2
2. .NET Developer (11 years)
Team Lead/Architect
HMB, Inc in Columbus, OH (7 years)
Interests:
• Web Development
• Managing Teams
• Microservices/Kubernetes
• Travel and Playing Sports
ABOUT ME
Patrick Badley
3
3. Jared is a Microsoft MVP and the Vice
President of Solutions at HMB. He spends
his time thinking about IT strategy, building
cool things and making sure the developers
around him are given the tools and training
they need to succeed.
ABOUT ME
Jared Faris
4
5. Characteristics of each type
Examples of how each type behaves THE TYPES
What the heck is DISC?INTRODUCTION TO DISC
How to leverage your knowledge of DISC to
improve communication within your teamAPPLICATIONS
AGENDA
6
6. WHAT IS DISC?!
DISC is a model that classifies your behavior into four types
D I
C S
7D CSI
16. Verbal Cues
17
“Let’s spitball some ideas!”
“Work can wait, how the heck
have you been?”
“Let’s give it a shot!”
Visual/Vocal Cues
Dramatic Gestures
Friendly touches
Emphatic
22. Verbal Cues
23
“I understand, but how will this
impact the team?”
“I’m uncomfortable with such a
big change”
“How do you feel about it?”
Visual/Vocal Cues
Intermittent Eye Contact
Calm Body Language
Good listeners
27. Verbal Cues
28
“This must be done right,
let’s evaluate all the options”
“Let me think about that and
get back to you”
“Let’s Approach this Logically”
Visual/Vocal Cues
Subtle Gestures
Monotone
Keep their distance
37. You’re the manager of a team that has
been evaluating the feasibility of a new
initiative for your company. Your team
has been working hard to get this
project approved and is excited about
executing. You just received word
from upper management that your
project has been approved to kick off
on Monday.
PROJECT GREEN
LIGHT
38
HOW WOULD YOU
COMMUNICATE THE
NEWS TO YOUR
TEAM?
38. Project Green Light
39
Team,
The project has been approved and
will start on Monday. The budget is
fixed and timelines aggressive, but I am
confident we can achieve success if
everyone buckles down and
contributes 110%. I have assigned
tasks to everyone so let’s hit the
ground running first thing Monday
morning.
39. Project Green Light
40
Team,
THE PROJECT IS A GO!! I
can’t wait to knock this thing out of
the park with all of you. Let’s get
together sometime Monday morning
and start throwing ideas at the wall
and see what sticks! Have a fantastic
weekend! Don’t do anything I wouldn’t
do! ;)
40. Project Green Light
41
Team,
The Project has been approved
thanks to all of your hard work on the
discovery effort. I feel comfortable
saying you all will continue to make this
project successful if we continue
working together and don’t give up.
Enjoy your weekend with your families
and I’m looking forward to working
with all of you on Monday.
41. Project Green Light
42
Team,
The Project has been approved
based on the results of our risk
analysis and profit projections. In order
to meet expectations, we will need to
break the work into logical units and
ensure high quality deliverables. I
have documented every team
member’s responsibilities which I will
review in our 8 AM on Monday.
42. Project Green Light
You’re a High I and your
manager says…
Team,
The Project has been approved and
will begin on Monday. The budget is
fixed and timelines aggressive, but I
am confident we can achieve
success if everyone buckles down
and contributes 110%. I have
assigned tasks to everyone so let’s
hit the ground running first thing
Monday morning!
Where’s the
EXCITEMENT?
Are we celebrating, or
what?!?!
This sounds like all work
and no fun…
Boring… maybe there’s
another project I can get
on. 43
43. Project Green Light
You’re a High C, and your
manager says…
Team,
THE PROJECT IS A GO!! I
can’t wait to knock this thing out of
the park with all of you. Let’s get
together sometime Monday morning
and start throwing ideas at the wall
and see what sticks! Have a
fantastic weekend! Don’t do anything
I wouldn’t do!
Did they appreciate the
data I provided?
What’s the project
structure?
What are my
responsibilities?
Why do you use so many
emojis?
44
44. Project Green Light
You’re a High D and your
manager says…
Team,
The Project has been approved
thanks to all of your hard work on
the discovery effort. I feel
comfortable saying you all will
continue to make this project
successful if we continue working
together and don’t give up. Enjoy
your weekends with your families
and let’s pick up where we left off on
Monday.
Who cares how you feel,
we have work to do!
Where’s the urgency?!
Let’s get to work!
What are my
responsibilities?
Who’s in charge here?!
45
45. Project Green Light
You’re a High S and you’re
manager says…
Team,
The Project has been approved
based on the results of our risk
analysis and profit projections. In
order to meet expectations, we will
need to break the work into logical
units and ensure high quality
deliverables. I have documented
every team member’s
responsibilities which I will review in
our 8 AM on Monday.
I can’t tell if we’re happy
about this or not..
Will we be working in the
same groups?
Are my responsibilities
changing?
We normally meet at 9am,
I’ll have to adjust my
schedule 46
47. 48
The project is on schedule
and under budget.
Good Morning!
I hope your day is half as
fantastic as mine has been!
Either way, do I have some
news for you! We are kicking
some serious you-know-what
on the project, I’ll spare you
the details, but we’re having
a blast and I can’t wait to see
the look on your face when
we bring this thing home!
Cheers!
EMAIL
D
I
48. 49
Good Morning,
I am pleased to report that the
team is working great together
and really meshing. Everyone
has settled into their roles
within the team and we are
making steady progress. If we
keep the team happy, you can
count on us to make this
project successful, barring
any unexpected interruptions,
of course.
Let me know if there’s
anything else I can do to keep
you up to date and have a
wonderful rest of your day.
We have completed 32 of the 76 tasks
planned for this month and we are on
day 10 of the project. That equates to
42% complete in 33% of the planned
timeline. We have also established a
rigorous testing process to ensure our
tasks are completed with the utmost
quality.
I have attached a detailed spreadsheet
of each task’s current status and
projected completion date for your
review. If there is any additional
documentation you would like, please
let me know and I will have it prepared
in a timely manner.
EMAILS
C
49. 50
The proposal must be
finalized by Friday. We
need estimates from
the development team
and sign off from
accounting.
Make it happen.
Hey!
Can you help me out with
something?
First, Get your coffee! We
know how you get if you
don’t have your coffee!
Then, talk to Jim about
getting estimates from
his team, and finally,
head over to Heather’s
office and get her John
Hancock!
That’s it! Let’s get this
thing across the finish
line!
ASSIGNING
TASKS
D
I
50. 51
We’d really like to have
this proposal ready for
Friday and I know I can
count on you. We’ll
need to work with Jim
and Heather to get the
estimates and sign off
from accounting.
Don’t hesitate to let me
know if you need
anything from me!
We need to get the
proposal finalized by
Friday. This needs to be
done just right, so I want
you to own this. Here are
the detailed
requirements. You’ll
need estimates from the
development team, make
sure you review them
with Jim. Then get sign
off from accounting.
Make sure to have this on
my desk by 8am Friday
morning.
ASSIGNING
TASKS
S
C
51. • Collaborating in meetings
• Giving negative feedback
• Paying a compliment
• Handling a disagreement
• Collaborating on an
assignment
52
OTHER
OPPORTUNITIES
53. 54
DISC Relationship
Strategies Dr. Tony
Alessandra (Audiobook)
Manager Tools (Podcast)
www.discprofile.com
.com/in/patrickbadley
.com/in/jaredfaris
Take the free assessment!
https://institutesuccess.com/assessment/
disc/start-free/
Questions?
THANK YOU!!!
Editor's Notes
Welcome everyone! This is Discovering your team, a guide to effective communication. Please take a minute to read and respond to the the poll on the screen before we get started!
My name is Patrick Badley. I’ve been a developer for 11 years, 7 of which have been with HMB, a consulting company out of Columbus. The last few years I’ve been transitioning to more and more team lead/architect roles while still getting my hands dirty with web development and recently playing with microservices and kubernetes.
My colleague Jared Faris here introduced me to the DISC model a couple years back and I found it very interesting. I identify as an introvert so I’ve always been pretty quiet, but like to listen and understand how people act around me and DISC helped to identify those behaviors and provide guidance for how to use it to be more effective. So I was brainstorming topics to submit to Code palousa last year and this seemed like a fun topic. I presented it in march for the first time and submitted again for codemash, so hear we are!
Jared, would you like to say a few words about yourself?
Before we go any further, I want to go ahead and give you the bottom line of this talk right now.
…not everyone is the same as you.
Embrace that rather than ignore it.
Adapt your behavior in a way that people will respond positively.
Introduce you to the DISC Model and what its all about
Jared and I will break down each of the types for you so you can learn how to identify them
And we’ll wrap up with how you can leverage what you’ve learned to be a more effective communicator
Disc is a model for describing behavior. You might notice similarities to personality profiles like Meyers-Briggs, but what’s different about DISC is it has an emphasis on BEHAVIOR as opposed to personality, the difference being that you control your behavior and can adapt it when needed.
When you take a DISC Profile assessment, you will be provided a score for each behavioral type.
Here’s an example of someone’s results: They scored high for the D type, low for the I, lower for the S, and highest as a C.
Throughout the talk we’ll refer to behaviors as “typical of a high I” or unusual for a “high D”
And it’s worth noting that most people will score high in 2 of the areas and lower in the other two.
Feel free to take notes and refer to the handouts on your chairs as we go through the types. We’ll reference this grid throughout the talk and it will help you with remembering the characteristics of each type.
The four types are often compared on two axis, the first of which is direct vs indirect:
When you first meet a an I or a D, they’ll act like they’ve either known you for years, or they are in charge
Compared to a C or an S, who will seem more shy and timid and like to get the lay of the land before speaking up
Directs take chances
Indirects who don’t want to make mistakes
Directs are more assertive while
Indirects are more patient
When it comes to rules, directs are more likely to challenge or break them
While indirects like to follow and enforce the rules
Directs tend to dominate meetings, possible interrupting or speaking over others to get their word in,
while indirects tend to be patient and wait their turn to speak, however they are more likely to miss out on getting their voice heard
Jared, do you want to talk about our conversation last night?
The second is Open vs Guarded:
Guarded people, or D’s and C’s do not show or share their feelings
Like to have their space and don’t like unnecessary physical contact
These individuals are most likely to have a good poker face
Not interested in social talk or chit chat
Might come off as not having good social skills
Make decisions based on facts, logic, reason, numbers, documentation
On the right are open people.
I’s and S’s are typically more ready and willing to share their feelings and thoughts
Build a relationship first, and then move on to the task at hand
Like to chat about personal topics and share stories
More likely to use a friendly touches like a pat on the back or playful grab of the arm
Another way to look at this grid is based on pace
On the top are individuals who are faster paced vs slower paced on the bottom
Slower paced people are concerned with getting things done right, even if it takes longer
While fast paced people will say it’s good enough! Let’s move on!
When it comes to making decisions, evaluating risk, or making changes, slower paced people like to do research, take their time, and be cautious
Compared to fast paced people who are decisive and spontaneous! Get it over with and move on to the next task. They want to accomplish as much as possible.
On a similar note, when posed with a question they don’t have the answer to, fast paced people are more likely to guess or make up an answer
While slower paced people will ask for time to think about the answer and get back with the results
Another perspective for the horizontal grid is task-focused vs people-focused:
Ds and C’s tend to focus on tasks and results
Is and S’s tend to focus on relationships and the team
Task oriented people are more interested in lists and checking things off
People oriented individuals are interested in making friends and socializing
Jared, do you want to weigh in how the different types see the world?
Now that we have an overview of the types, let’s dive into each one individually in more detail
Let’s start with High D’s who are in the top left of our grid meaning they are direct or faster paced and guarded or task oriented.
Official DISC description is Dominant, but they are also often described as decisive, strong willed, and self starters.
They tend to be very self confident, take risks, and like solving problems.
They are big picture thinkers and are great at coming up with innovative solutions to problems.
However they may come across as controlling, bossy, or lacking compassion and possibly overly focused on results and not focused enough on people.
Some typical phrases you may expect to hear from a High D are very direct, to the point, and authoritative.
They are focused on results with no attention paid to how the audience feels or if everyone is in alignment.
Some other traits are a firm handshake, intense, steady eye contact, and possibly strong forceful gestures.
What motivates a high D?
Results! They also love challenges and achieving success as well as being in control and having power to make decisions.
For these reasons you likely see a lot of High Ds in Management and Executive roles and possibly positions like coaches and personal trainers
Jared, do you want to talk about how you can be effective dealing with D’s and any other characteristics I didn’t touch on?
Next up let’s cover High I’s who like High D’s are Direct or Fast-paced, however they are people focused and open.
High I’s are playful, fun, outgoing, enthusiastic and persuasive.
They like being the center of attention and telling stories and jokes
They are very good at motivating others, thinking outside the box, and keeping things positive.
They often times have trouble staying focused on a task or seeing things through to completion and can come across as not good listeners and caring only about what they have to say.
High I’s typically focus on people and feelings, taking chances, telling stories, and having fun!
They are not concerned with data, results, or timelines.
They are the most likely to use friendly touches, two handed emphatic handshake, and use BIG exaggerated gestures
They are also likely to vary their speech the most of all the types, placing emphasis on words and speaking loudly!
High I’s LOVE making friends, having fun, socializing, and entertaining others.
They love motivating others and connecting people. They’re the person at a party that introduces the new guy to everyone they know.
It probably doesn’t come as a surprise that they make great recruiters, sales people, and motivational speakers.
Jared, want to weigh in on your favorite type?
If you had heard of the DISC model prior to this talk, you may have seen it spelled with a lowercase i. Does anyone have a guess as to why it’s often lowercased?
It was actually just a typo!
One of the companies that was publishing DISC materials printed a DISC manual and the publisher printed it with a lowercase i. Rather than paying to reprint all of the manuals, they embraced the typo and copyrighted it!
So anytime you see the lowercase I you know it was published by a company called Wiley/Inscape publishing.
https://internalchange.com/small-disc-mean/
“Once upon a time, a along, long time ago before Everything DiSC® was published by Wiley (the largest publisher of DISC based products and the only publisher of the DiSC profile) before it was Inscape Publishing, and even before it was Carlson Learning Company, DiSC was published by a small company called Performax, and a funny thing happened. One day, this small organization had placed an order for their original printing of the DISC Personal Profile System, and when they got their assessment booklets back from the printer there was a typo. A small little typo. A typo the size of an “i”. Yes, that is right. The printer did not capitalize the I in DISC. Performax decided to use this mistake and copyright DiSC to make it their own. So that is how DISC got its small i. When you see the small i version of the DISC profile, you know it was published by Wiley/Inscape Publishing, one of its ancestors, or it is in violation copyright laws.”
Staying on the people focused and open side of the grid, but moving down to the indirect, slow paced corner, we have the S type.
S is for Steadiness and they are also described as friendly, sensitive, warm and even tempered. They are good listeners and like to make everyone feel comfortable and valued.
They are also considered very loyal and reliable. If you ask them to do something (nicely) then you can count on them to get it done.
They are often timid and would prefer holding a grudge versus standing up for themselves or causing conflict.
Being people focused, they might be inclined to put someone’s feelings before the success of a project and they might rub a High D the wrong way by not getting to the point and focusing on results.
High S’s use a lot of feelings and focus on people over results.
They are also wary of risk and prefer to avoid change.
They body language comes across as calm and gentle.
Being indirect, they may not be comfortable with intense eye contact, however they do come across as great listeners and being genuinely engaged.
High S’s love stability, routines, and following a plan.
They care about people and being accepted and don’t like conflict.
Because they are patient and caring, they make great teachers, managers, counselors, nurses.
Jared, how can you be effective working with a High S?
Finally, let’s look in the bottom left corner where indirect and slow pace meets the guarded and task focused with the High C.
C is for conscientious, which means “wanting to do what is right, especially doing their work well and thoroughly”
High C’s are typically understated, orderly, low-key, and logical.
They are the type of person that likes to gather all of the data and then go to their desk and work until their task is done, and done perfectly.
Because they are indirect and not people focused, they often come across as socially awkward or rude.
And because they have such a high standard of quality, they can be overly critical of others and of themselves. They may also prioritize perfection over timelines which could cause tasks or projects to go over budget or be late.
High C’s may not talk much, but when they do, it’s often important and worth listening too.
You’ll notice a focus on logic and quality in their speech and are patient and like to take their time to do things right.
They lack emotion, urgency, and emphasis so they often sound monotone, calm, and patient.
They can be hard to read as they don’t show emotion or use much body language. They are the least likely to touch, and they like to have their own space.
C’s are motivated by QUALITY. They are willing to spend time analyzing and reworking solutions until they are PERFECT
They like solving problems and using logic and reason.
They also like to be in control and understand all of the ins and outs before making a decision
I put an Asterix next to recognition because while C’s want their WORK to be recognized for it’s high quality, they don’t like be the center of attention or put on the spot.
Because of their attention to detail they make excellent software developers, accountants, analysts, and even artists.
I’m assuming we have a few C’s in the room, but we’ll find out when we look at the poll results shortly.
Jared, you have some experience working with high C’s, how can you be effective communicating with them?
Jared can discuss this slide:
Put a slide in about how “Everyone has all 4 types”. We can discuss how we’re each capable of acting in all 4 capacities if we choose to, and the value of DISC is having a framework to know how to adapt our own behavior.
Some come more naturally than others
As we discuss the types, you’ll likely think “well sometimes I’m more of a High I, but others I’m more High C”…
You can absolutely be more than one type. Most people are higher in 2 than the other two and they often change depending on the circumstances!
Let’s consider the example we used earlier of the individual who was High D and High C and let’s assume that’s how they behave in a typical work setting where they are a manager of a team where they need to produce high quality results and drive projects to completion.
But they’re also on a social committee at work where they are comfortable giving up some of the control and be more of a team player.
And when they get home after a long day at work they like to let loose and have fun with their family and friends…
But in general two of the behavioral types are going to be more natural in a given setting than the others.
Let’s add a slide or slides to talk about how different DISC types interact with near neighbors. Put this after you cover the 4 types. One of them could have D, highlight I and C, and fade out S. I could talk to this. Then pick another pairing (maybe I with D/S). I can cover the idea of 25% of people being similar in many aspects, 50% sharing some similarities, and 25% being totally unlike you.
Now that we understand the types, let’s talk about how we can use what we’ve learned.
So, I’m sure you are all familiar with the saying “Do unto others as you would have them do unto you”
But the problem with this saying is that not everyone is like you!! And they more than likely want to be treated differently than you would.
so instead… treat others as they want to be treated.
I got this from an audiobook by Dr. Tony Allesandra that does a good job of covering DISC and how you can apply it in your life. I’ll have more information on it at the end of the presentation.
So, let’s revisit the scenario I had on the screen before the presentation. If anyone missed it, we introduced a scenario where you are communicating the approval of a project to your team and we looked at some different approaches to communicate the news.
Now let’s see how you all responded to the poll…
https://www.polleverywhere.com/multiple_choice_polls/EAvLCPXiyKl0cvtT2EKqC?preview=true
Now that you know about each of the types, raise your hand if you identity with the DISC type of the response you picked.
Ok, and does anyone not identify with the type of the response they picked?
Now let’s look at the responses in a little more detail.
The High D response is very direct and to the point with a focus on achieving results and working hard.
And it closes with a call to action and sense of urgency. There’s no wasting time, let’s get started!
Does anything else stick out about this response?
Compare that to the High I response….
I took the liberty of adding in some emojis, Exclamation points, and all caps…
You’ll notice much more excitement and enthusiasm!
The message is much more carefree, playful, and fun.
You’ll notice I’s tend to use a lot of expressions as well like “knock this out of the park” and “throw ideas at the wall”
Now the S is going to focus more on the team and feelings.
They like to build up everyone around them and make them feel good so the team can work well together.
And they are sympathetic showing compassion for the personal life of the team.
Finally, the High C response attributes success to quality and attention to detail.
They like to take control, think logically, and reduce risk.
Expectations of Precision and Accuracy and following a schedule.
So, these were all pretty different approaches to communicating the same message and you picked the style that came most naturally to you.
However, what comes naturally to you is not necessarily what will be the most effective when communicating with your team.
Let’s take this example and imagine you are a High I who lives for FUN and EXCITEMENT, and you hear this.
You’re going to be thinking...
Likewise, imagine you are a high C, interested in facts, reason, and schedule, and you hear this…
Now imagine you’re a High D, focused on results and achieving success quickly, and you hear this…
And finally you’re a High S, focused on people, structure, and routine, and you hear this…
So how can you adapt your behavior and target your communication to be more effective with you’re audience?
If you’re targeting a High D,
BLUF: Bottom Line Up Front
Keep it quick and to the point
When targeting a High I:
Add some excitement and emphasis!
Keep it lighthearted, engaging, and fun
When targeting a High S:
Focus on the team and people
Be friendly and calm
When targeting a High C:
Include a lot of data and evidence to back your points
Focus on quality and attention to detail
If addressing multiple types, find ways to appeal to each one…
A good example of this would be if addressing C’s and D’s in the same email, include all of the data and resources, but start off with a brief summary of your email at the top in bold. The D’s can read the summary and then the C’s can keep reading to get all the extra information they are interested in.
High D
Be brief and to the point!
Focus on results and let them drive it home!
High I
Be friendly and keep it fun and exciting!
Think in terms of people. I’s love collaborating and talking with other people
High S
Recognize their reliability
Focus on the team and routine
High C
Focus on tasks and quality
Include data for their reference
It can be good to time box their work, High C’s tend prioritize quality over deadlines
Here are some other scenarios where adapting your behavior based on your DISC expertise can be helpful.
Jared, do you want to touch on how you can handle some of these scenarios?
In meetings:
Let C’s and S’s have a chance to talk, they often have good ideas, but don’t want to be rude and interrupt
Complimenting:
Don’t embarrass a C by praising them in a large crowd, acknowledge their hard work and accuracy of their results
Make sure you have evidence and data to back up any claims you make when providing feedback, positive or negative, to a High C.
Questions/ideas from the Audience?
Thank you all for coming! I hope you learned a few things about the DISC model and are excited about putting it to work.
If you haven’t already please take a moment to fill out one of the feedback cards, I’ll collect them in a moment and draw one for a gift card from my awesome company, HMB.
On the right are some resources you can check out to learn more and you can reach Jared and I on LinkedIn.
And I recommend taking the free assessment on your own at that institute success link!
Any Questions?