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- 1. KVEC DISC Assessment for Leaders February 22, 2017
- 2. Welcome and Norms •Start and end on time (including breaks) •Allow others to listen •Share “air time” •Follow e-manners •Adhere to the “Come Back Together” cue •Engage as a collaborative learner
- 3. Find a penny… You will find a bag of pennies on your table. Select a penny Go around the table with each participant telling about something that happened in their life during that year. Save your penny…you will need it later.
- 4. Let’s Go Shopping! •Signatures can NOT be from your table •Circulate around, introducing yourself to anyone you do not know. •Ask those you talk to if they can sign off on one of the behaviors •Continue looking for signatures •Goal is to get as many signatures as possible. “Behavioral Shopping Spree” Handout page 1
- 5. Goals for Today Understand your behavioral tendencies and develop an understanding of how your behavior affects others Respect, appreciate, understand, and value individual differences Enhance strategies for working together to increase productivity Plan for using DiSC information for continued growth and improvement
- 6. The DiSC model of human behavior was first published in the 1920’s by Moulton Marston. What is DiSC? As an early pioneer in the field of psychology, he studied the affect of will and power on personality and behavior.
- 7. Marston’s research led to a number of modern theories, but he is best known for: ◦Inventing the polygraph (“lie detector”) ◦Assisting Universal Studios transition from silent to talking movies ◦Serving as an advocate for women’s rights ◦Creating the comic book heroine Wonder Woman ◦Developing the original DiSC theory model William Moulton Marston
- 8. DiSC Dimensions of Behavior is a personality profile system. It is one of the most successful and widely used personal and professional development instruments ever created. It has been used by over 30 million people around the world and has an acceptance rate of over 95%. It is a powerful tool that is easy to understand and helps simplify the complexity of human behavior. What is DiSC?
- 9. Behavior Is… Observable Situationally-based Flexible Dynamic Based on thoughts and beliefs
- 11. •Learn how behavior impacts effectiveness •Discover behavioral strengths •Recognize and value behavioral differences in others and adjust approach for more effective communication •Enhance individual performance and contribution to a team •Reduce conflict and stress We can use DiSC to:
- 12. This is NOT a test… •You cannot pass or fail the profile •It is a learning tool •Assessment FOR learning •Helps individuals learn of the richness of behavioral diversity •Represents POTENTIAL behaviors
- 13. Purpose of the DISC Profile •Gain self-understanding •Recognize your behavior patterns •Capitalize on your strengths and minimize weaknesses •Improve your relationships with others
- 14. There are NO “good” or “bad” profiles •DISC is not judgmental •There are no least or best desirable styles •All styles have strengths and unique talents and abilities •Each style also has unique goals, fears, and potential limitations
- 15. Administering the Personal Profile •Full attention •No interruptions •Don’t overanalyze or second guess your responses •Think of who you are NATURALLY…when in your comfort zone •Research shows that the profile is most accurate when people respond SPONTANEOUSLY
- 16. “When all else fails, read the instructions” --Jennifer’s Dad (for the D’s and I’s)
- 17. Response Sample
- 19. Graph I-Graph the points from MOST column 2 3 11 12 0 14 11 1 1 1 -12 -8 +10 +11
- 20. Graph II-Graph points from LEAST column 2 3 11 12 0 14 11 1 1 1 -12 -8 +10 +11
- 21. Graph III-Graph DIFFERENCE 2 3 11 12 0 14 11 1 1 1 -12 -8 +10 +11 Read Descriptors for your highest point on Page 7 Highlight phrases that describe you Delete phrases That do not apply- but check with someone who knows you first!
- 22. Graph III-Dimensionality Index, page 8 2 3 11 12 0 14 11 1 1 1 -12 -8 +10 +11
- 23. Page 8 Dimensionality Intensity Index Rub 3 spaces below and 3 spaces above your number in the intensity column on graph III ✔ to indicate agreement X to indicate disagreement ? To indicate doubt
- 24. Graph III 5 2 6 3 Achiever
- 25. Achiever Pattern
- 26. Place your dot on your sticker…wear it proudly!
- 27. Based on what you have heard, and handouts 3 and 4, make some notes about your behavior style on Handout Page 5 Take Handouts with you to next activity Handout page 5
- 28. Find a Thought Partner in your group What surprised you about your results? What descriptors do you agree with? Be prepared to share with whole group: It is great being a ___ because… It is difficult being a ____because…
- 29. Office is rearranged over the weekend… D-Offended they were not involved in the decision making, have suspicions why change was made and they were not consulted. Believe they could’ve done better. i-”This really looks nice, but we really were used to the way it was. Who is sitting by me now? Let’s go get a cup of coffee and talk about how we are going to make this work.” S-”I was just getting used to how everything was. I wasn’t doing anything special this weekend I could have helped to move the furniture. Did they get paid for working over the weekend?” C-Does not say anything. However, after 20 min they come out of their office with the policies and procedures manual and want to know who authorized the move. Also want to know if what was done complies with rules and regulations and if everything was properly documented.
- 30. Shopping for Groceries D-Impulse shopper, no list i-Tells you where everything is in the store, whether you ask or not S-Is prepared, has a list, buys only what is on the list, and gets it done efficiently C-Wouldn’t think of going to the store without a list, coupons and using a calculator (list may be written in the order of the store layout)
- 31. Driven Direct Decisive Strong-willed Self-confident Daring Determined Fast-paced Take notes on these next slides…there will be a quiz!!
- 32. Motivated by winning, competition and success. Values competency, concrete results, personal freedom
- 33. D styles and their priorities DC ◦Challenge ◦Results ◦Accuracy D ◦Results ◦Action ◦Challenge Di ◦Action ◦Results ◦Enthusiasm
- 34. – J.D. ROBB D style quote What’s the point of playing if winning isn’t the goal?
- 35. Communicating with a D Give them the bottom line. Be brief and speak up. Focus your discussion narrowly. Avoid making generalizations. Refrain from repeating yourself. Focus on solutions rather than problems.
- 37. Motivated by social recognition, group activities, and relationships Values coaching and counseling, freedom of expression and individuality
- 38. i styles and their priorities iD ◦Action ◦Enthusiasm ◦Results i ◦Enthusiasm ◦Action ◦Collaboration iS ◦Collaboration ◦Enthusiasm ◦Support
- 39. ANN FRANK i style quote Whoever is happy will make others happy too.
- 40. Communicating with i styles Share your experiences. Allow them time to ask questions and talk themselves. Focus on the positives. Avoid overloading them with details. Don't interrupt them.
- 42. Motivated by cooperation, opportunities to help and sincere appreciation Values loyalty, helping others, and security
- 43. S styles and their priorities CS ◦Stability ◦Support ◦Accuracy S ◦Support ◦Stability ◦Collaboration iS ◦Collaboration ◦Support ◦Enthusiasm
- 44. RALPH WALDO EMERSON S style quote The invariable mark of wisdom is to see the miraculous in the common.”
- 45. Communicating with an S Be personal and amiable. Express your interest in them and what you expect from them. Take time to provide clarification. Be polite. Avoid being confrontational or too aggressive.
- 47. Motivated by opportunities to gain knowledge, showing their expertise, and quality work. Values quality and accuracy.
- 48. C styles and their priorities CD ◦Challenge ◦Accuracy ◦Results C ◦Accuracy ◦Stability ◦Challenge CS ◦Stability ◦Accuracy ◦Support
- 49. HENRY WADSWORTH LONGFELLOW C style quote It takes less time to do a thing right than to explain why you did it wrong.”
- 50. Communicating with a C Focus on facts and details. Explain carefully Be open to questions and feedback Provide information in writing Minimize "pep talk" or emotional language. Be patient, persistent, and diplomatic.
- 51. GETTING ON A BUSY ELEVATOR D-Walks up, gets on the elevator, and pushes the button that closes the door i-Lets others in, says, “Always room for one more,” and “Come in, you don’t want to be late, we will wait for you!” S-Will wait in line, moving from one line to another, unable to make a decision C-Will get on the elevator, count the number of occupants, if the number is over the limit on the certificate in the elevator, will make someone get off.
- 52. Time for a Quiz! Number a piece of paper 1-10 You can use your “Notes” Use the Celebrity Styles Handout for help For each Celebrity: •Identify the behavioral style of that celebrity (D, I, S, C) •Be prepared to give specific examples of behaviors the celebrity displays or stories you have heard about the celebrity.
- 64. Use your style to plan a trip… •In like DISC style groups… •Plan a trip using one sheet of chart paper •Be prepared to share details!
- 65. The D… Usually go for a dark marker Go to one place for 2 weeks, conquer it! First class EVERYTHING Bullet-pointed list Always finish the activity first (even though its not a competition)
- 66. The i….. Divide into small groups, chatting Those who stay focused on the task usually go for a cruise VIP everything! Multiple colored markers Draw pictures Always reference food and drink!
- 67. The S…. Ask for the rules again Choose a location for the scenery Main goal: Relax Usually mention family Trip will include multiple activities as to not offend anyone
- 68. The C…. Use a scratch piece of paper (instead of the flip chart paper) Discuss travel logistics Coordinate the time/schedule Include what they'll pack and other details about the trip
- 69. D who is good at directing and deciding, may become autocratic. i who is good at promoting and persuading, may oversell and manipulate. S who is steady and agreeable, may give in despite their needs. C who is good at analyzing and checking, may become perfectionistic and indecisive. Strengths Overused Can Become Weaknesses
- 70. When everyone knows each other’s DISC profile, they can work more effectively together--regardless of the other person’s patterns. They know who to assign to each part of a project. They teach each other how they like to be communicated with Handout page 11-15
- 71. Platinum Rule “Do unto others the way THEY would like being done unto” Simply stated: ”Treat people the way THEY want to be treated”
- 72. Sales Pitch Pair up with someone you have NOT worked with today…any style. “Assume the identify” of another style, review the traits of that style D S i C With a partner, select an item from the ”toy bowl” Using the style you are “role playing”, attempt to sell your toy to your partner. Handout page 11-15
- 73. Debrief sales pitch What specific actions, language did you use for the style you were playing? Talk about any “discomfort” you felt using a style that wasn’t your own. What was difficult about this activity? What are your “take-aways” from this activity regarding communicating with other styles?
- 74. Styles need to be understood •Understanding and valuing each style helps to reduce stress and conflict •Effective work teams need a balance of styles •By discovering your unique style, you will learn to capitalize on your strengths, minimize weaknesses, and make a valuable contribution to your work teams, your family, and your community.
- 75. DiSC profiles provide insight into leading and motivating individuals in the following areas: ─Communication style ─Motivators/de-motivators ─Dealing with conflict and stress ─Decision-making ─Problem-solving ─Approach to selling Leadership Tool
- 80. Thinking about Coaching Using handout on p.16 of your workbook: 1. Review your Coaching Style (right hand column of the chart) 2. With a Thought Partner who has the SAME DiSC style, what would you add? Revise? Handout page 16
- 81. Thinking about Coaching (con’t) Review the column ”Coaching a…” for your DiSC style, With same Thought Partner, what suggestions would you make to that column? Share highlights of your team’s conversation with a team who has DIFFERENT DiSC style.
- 82. How can you use DISC as a leader in your school/district? How does your behavior style contribute to your school/district? What are your leadership challenges as a D, i, S or C? How have you been misunderstood? What would your performance appraisals/evals say is something you avoid or neglect that would make you a better leader? What would you like to learn from another style? Handout page 18
- 83. All DiSC styles are equally valuable. Everyone is a blend of all four styles. People can adapt their styles to fit particular situations or environments. Success is an individual knowing themselves, understanding others, and adapting to the needs of the situation. Reminders
- 84. Leave a post it note on the letter chart that represents your behavior style, responding to this question: “What will you do next with what you have learned today?” As you leave,
Editor's Notes
- 9:00 Welcome from Dr. Hawkins and Dr. Bowling and KVEC staff Restrooms Breaks Lunch Ending at 2 Workbook DiSC is a simple but useful model used to describe human behavior. 1. Behavior is defined as “what do you say and what do you do.” 2. Behavior is observable. 3. Behavior is situational 4. Behavior is our response to the environment 5. Behavior is different from personality –which is relatively unchanging 6. Behavior can be coached...we can learn to adapt our behavior to be more effective
- Please take phone calls outside and try to avoid being distracted by technology today. Use this time to better understand your behavior profile and how you can use that information in your day to day work and interactions with people.
- 9:05-9:15
- 9:15-9:25 These are facets of people we may not know they possess…. There are 15 behavioral statements on your sheet. For each question on the list, pick someone in this room who you think would respond affirmatively. If you get a positive response from a person, ask him or her to sign by the question, and then go to another question on the list that you think describes that person well. This activity is a chance just to break the ice and get up talking to each other, but it is also a way to start thinking about our behavioral styles as we get ready to start our day with
- The DiSCassessment is important for leaders because it will enable them to: •Better orchestrate people to get work done •Effectively diminish conflict •Understand the dynamics of the styles (which allows you to provide coaching and support for growth and improvement) Here are some examples of things most of us are already aware of : • People who are primarily focused on other people could be referred to as primarily Influence/ Socializers . What they focus on and the way they think is very different from those who are analytical and focus on facts. The people - oriented people actually have a natural lack of focus on details, facts, and figures . They can spend more time interacting with people because they are not that concerned about being correct. These people tune in with their “heart” and the ‘brain’ in their gut rather than what starts in their heads . 13 The PeopleSmart Method ™ Manual - updated Dec 2014 © PeopleSmart World 2014 People, who think more about facts, also focus on the rules, policies and procedures more than the people . They rare ly tune in to people’s emotions or feelings. They pay little attention to things the people - people love . ( However, later in life they often wish they knew more about how to really “be” with other people. Their lament is that they would rather avoid crowd s . They just don’t like having to make small talk . W orse yet, they’d rather not start conversations with people they don’t know unless it’s about things they know well! They prefer staying in their “head” center. This illustrates that each style in the qu adrant has a very d ifferent reality from the other styles . They actually THINK from different areas of their bodies. Their attention depends on which “brain” is running their show! What makes you a more people - literate person is when you suddenly realize it is not about YOU and you begin to look to see how you can “walk a mile in someone else’s shoes.” You start to see why one’s most significant skills are those that empower us to “Dance on the DISC” – and draw from any or all of the th ree “brain ” centers . This is not new to most people in that everyone notices these differences. They just don’t always know how to deal with those who are different, so historically, many have made up different ways to relate to these “default” behavioral style patterns an d which we have little or no choice about. But with DISC - literacy, we gain a context to hold it in and the compassion to realize just why these differences are so great. Now the power for change and better relationships is in our own hands! When we increase our own DISC literacy, we are able to improve our BEINGNESS QUOTIENT, which directly impacts our personal and relationship power. Think of what just doing that could make possible?
- In the 1920s while Sigmund Freud and Carl Jung were fasciniated by their studies of what caused “abnormal behavior” of the criminally insane, Dr. William Moulton Marston was doing another type of research He was more interested in what makes most people tick, he was looking into the emotions of normal people and what could be predicted by being able to identify behavioral patterns. Marston observed four common patterns of emotions and saw that they were experienced by all normal beings. He noted their predictablilty depending on which type of observable behavior he saw. What Marston’s scientific research concluded was that behavior and what motivates it falls into consistent patterns, each based on very different mindsets and perceptions about how life occurs. He saw that each style’s preferences showed which internal needs and fears motivated each behavior Dr. Marston gave each style a scientific behavioral name based on the fact they were OBSERVABLE as operating in that pattern. The first initials of those four scientific terms are how we refer to the system by calling it DISC
- From Marston’s desire to develop a unit of measurement for mental energy (the energy of behavior and consciousness), came his DiSC model of human behavior. Based on his four-dimensional model, the Personal Profile System was created and first published in 1972. The model divides behavior into four distinct dimensions. Didn’t create the actual DISC profile or graphs, it was his work that laid the foundation for the instrument that others evolved into the Disc Personal Profile System
- Most people simply see the world, prioritize their activities, communicate with others, and act according to relatively predictable patterns of behavior. Emphasize that people tend to do things in predictable ways. Disc is not trying to box people in, label people, or to imply that any of us can know everything about any other person merely by understanding their primary behavioral style (actually styles). Still, understanding the model can form a strong basis for learning to communicate with and understand other people in better and more effective ways.
- One way to describe the DISC model is see it as a circle, representing the full range of normal human behavior, divided into quadrants as described below. Divide a circle in half horizontally. The upper half represents outgoing or fast-paced people. The lower half represents reserved or slower-paced people. Outgoing people tend to move fast, talk fast, and decide fast. Reserved people tend to speak more slowly and softer than outgoing people, and they generally prefer to consider things thoroughly before making a decision. The circle can also be divided vertically. The left half represents task-oriented people. The right half represents people-oriented people. Task-oriented people tend to focus on logic, data, results and projects. People-oriented people tend to focus on experiences, feelings, relationships, and interactions with other people. Combining these two circles completes the model description… D – type individuals are outgoing and task-oriented. They tend to be Dominant and Decisive. They usually focus on results and the bottom-line. Move fast, feel comfortable taking risks, like to get things done NOW. Those highest in D also prefer to be in charge, take control, and they thrive in environments where there is change and challenges. They can also be impatient, overbearing, and may even seem rude to those who are not so active and outgoing…not the greatest of listeners…and they are prone to making snap decisions rather than carefully thinking things through. Some people may see Ds as self-centered, demanding, blunt, and overly aggressive. But those same traits might translate to pioneering, assertive, adventurous, and leaders. I – type individuals are outgoing and people-oriented. They tend to be Inspiring and Influencing. They are talkative, sociable, optimistic and lively. They love people and are comfortable being spontaneous, energetic and enthusiastic. They are positive, trusting, and good at influencing others to come along with them. Those with high I tendencies might also be inattentive to details. Others might complain they are too talkative and emotional. They may overpromise because they are so optimistic they can meet any deadline. They are eager to do a good job and be recognized. Others may see them as careless, impulsive, unfocused and lacking in follow up. High is say they can take care of the details later, but if they can help other people be happier, that’s their priority. S – type individuals are reserved and people-oriented. They tend to be Supportive and Steady. They are usually calm, loyal, patient, modest, laid back and structured. They are eager to help, are systematic planners, and make excellent team players. They are patient listeners, trustworthy, and most have a good balance between tasks and people. They are very persistent and seldom forget---either the good things you do or the bad! S styles need stability and security and therefore need help with change. They may be too willing to help and be taken advantage of by others-especially those High Ds who need them the most. Others may perceive the Sstyles as too slow, stuck on the status quo, indecisive, stubborn, or even quietly resentful. But the S would rather keep the responsibility fo rthemselves because they think no one could do it as well as they do, and they take their criticisim gracioulsy rather than to thave something fall thru the cracks and let the team down. C – type individuals are reserved and task-oriented. They tend to be Cautious and Conscientious. They usually focus on facts and rules. They are precise, logical matter of fact, analytical, and careful when it comes to maintaining the quality and integrity in an organization. They thrive on data, information, and like having time to analyze things. They are focused on tasks to ensure things get done correctly. C styles tend to produce high quality work but may over use that strength when it comes to focusin gto omuch on the details, nitpicking, or slow and losing the big picture. Others think they often get lost in the analysis. Focusing on the tree instead of the forest. Cs occur to those who are more focused on people to be critical, distant, pessimistic and even cold.
- Understand your behavioral tendencies (and those of your team) and develop an understanding of how your behavior affects others. Improve team dynamic through more successful interactions. Resource for insight and approach when dealing with communication challenges. Improve interaction with staff, community, and other stakeholders One way to describe the DISC model is see it as a circle, representing the full range of normal human behavior, divided into quadrants as described below. Divide a circle in half horizontally. The upper half represents outgoing or fast-paced people. The lower half represents reserved or slower-paced people. Outgoing people tend to move fast, talk fast, and decide fast. Reserved people tend to speak more slowly and softer than outgoing people, and they generally prefer to consider things thoroughly before making a decision. The circle can also be divided vertically. The left half represents task-oriented people. The right half represents people-oriented people. Task-oriented people tend to focus on logic, data, results and projects. People-oriented people tend to focus on experiences, feelings, relationships, and interactions with other people. Combining these two circles completes the model description… D – type individuals are outgoing and task-oriented. They tend to be Dominant and Decisive. They usually focus on results and the bottom-line. I – type individuals are outgoing and people-oriented. They tend to be Inspiring and Influencing. They usually focus on talking and having fun. S – type individuals are reserved and people-oriented. They tend to be Supportive and Steady. They usually focus on peace and harmony. C – type individuals are reserved and task-oriented. They tend to be Cautious and Conscientious. They usually focus on facts and rules.
- Increase your self-knowledge: how you respond to conflict, what motivates you, what causes you stress and how you solve problems Improve working relationships by recognizing the communication needs of team members Facilitate better teamwork and minimize team conflict Develop stronger sales skills by identifying and responding to customer styles Manage more effectively by understanding the dispositions and priorities of employees and team members Become more self-knowledgeable, well-rounded and effective leaders
- 9:40:-10:00
- FOR EACH BOX OF FOUR DESCRIPTIVE WORDS, SELECT ONLY ONE WORD THAT MOST DESCRIBES YOU, AND ONE WORD THAT LEAST DESCRIBES YOU. GENTLY RUB THE BOX IN THE MOST COLUMN THAT CORRESPONDS TO THE WORD THAT MOST DESCRIBES YOU AND RUB THE BOX IN THE LEAST COLUMN THAT CORRESPONDS TO THE WORD THAT LEAST DESCRIBES YOU
- TEAR OUT THE CORNER OF THE PAGE 3 TO REVEAL THE TALLY BOX ON PAGE 5 TOTAL THUMBER OF ZS IN MOST COLUMN, SQUARES, TRIANGLES, STARS AND Ns Total number of Zs in least column, etc. Each column should add up to 28…if not, check your tally and symbol counts. Determine the difference for column 3 (use negative numbers when the tally in Least column is greater than the most column)---positive and negative numbers!
- Page 6 of your profile Based on your highest plotting points. Describes individual’s behavior tendencies The individuals’ desired environment. Create an action plan What the individual needs from others What the individual needs in order to be more effective Read the section on page 7 for your highest plotted point on Graph III Underline the phrases that describe you accurately Delete phrases that do not apply—ask someone who knows you first!! Read the other sections to understand all of the Disc dimenstions
- Page 6 of your profile Based on your highest plotting points. Describes individual’s behavior tendencies The individuals’ desired environment. Create an action plan What the individual needs from others What the individual needs in order to be more effective Read the section on page 7 for your highest plotted point on Graph III Underline the phrases that describe you accurately Delete phrases that do not apply—ask someone who knows you first!! Read the other sections to understand all of the Disc dimenstions
- 5-2-6-3 Achiever
- se DiSC to maximize your strengths, hidden talents, and gifts… Every group, team, and family needs each style Most people cannot sustain a shift of over 30% from their natural style for more than 14 months and have work satisfaction Anyone can change dramatically for a short period of time
- Look around the room…do you see people who are where they are supposed to be? Find a thought partner, What surprised you about your results? Give some examples of how you demonstrate these behaviors.
- 10:00-10:15
- 10:30-11:00
- 11:00-11:45 Going on a trip? The D style: Usually go for a dark marker Go to one place for 2 weeks, conquer it! First class EVERYTHING Bullet-pointed list Always finish the activity first (even though its not a competition) The i Style: Divide into small groups, chatting Those who stay focused on the task usually go for a cruise VIP everything! Multiple colored markers Draw pictures Always reference alcohol! The S style: Ask for the rules again Choose a location for the scenery Main goal: Relax Usually mention family Trip will include multiple activities as to not offend anyone The C style: Use a scratch piece of paper (instead of the flip chart) Discuss travel logistics Coordinate the time/schedule Include what they'll pack and other details about the trip
- Golden Rule-Do unto others as you have them do unto you… When we practice the golden rule, we treat people the way WE like being treated-with respect…but if we follow it literally…it becomes everyone likes to be treated exactly the way WE would like to be treated…it is easy to become critical of any behavior that isn’t exactly our own. Golden rule implies that what I need and want is exactly what you want and need. Disc clearly shows us how to Do unto others they way they want and need to be done unto”
- 12:30-1:00
- Ask participants why they chose the actions, working, body language they did for the style they were playing. Ask about how uncomfortable people felt using styles that were not their own. Adapting your own style can be hard. It’s not natural. Use this opportunity to remind participants that DiSC isn’t about putting anyone in a box, but about paying attention to the needs and preferences of others. It’s about adapting one’s style to make communication more productive and satisfying
- 1:00-1:30
- An individual’s success is dependent upon his or her motivation and ability to adapt. Success ≠ certain behavioral pattern Remember, behavior can change, be adapted, and is situation-specific Success is an individual knowing themselves, understanding others and adapting to the needs of the situation. This is a valuable resource – take advantage of the information it contains!