The document discusses understanding human behavior and different color styles or types of people. It provides descriptions of characteristics associated with different colors - RED, YELLOW, GREEN, BLUE - and how understanding these can help avoid conflicts. The document includes activities to help readers understand their own behaviors and recognize behaviors in others. It emphasizes that self-awareness and understanding differences in others can help modern leaders deal effectively with different types of people.
Essential Strategies to Put DiSC Principles into Action. Learn how to increase communication effectiveness and team engagement.
Learn about your personal DiSC profile style
Discover people reading to connect with coworkers
Drive team engagement with DiSC strategies for communication
Understand your DiSC priorities
Learn how to recognize other DiSC styles
How often have you been in a situation that did not go as expected - and you have no idea why? Or have you seen others make the same mistakes over and over again and be surprised when they get the same results?
This will give you an insight into why, and more importantly help you take the first steps to a new, successful path.
DISC Assessment Facilitation Guide - LeadershipHellen Davis
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Use our DISCflex Facilitation Guide to teach workshops on DISC. The PPT has notes for the facilitator and will walk you thru how to use DISC with a team or group.
Essential Strategies to Put DiSC Principles into Action. Learn how to increase communication effectiveness and team engagement.
Learn about your personal DiSC profile style
Discover people reading to connect with coworkers
Drive team engagement with DiSC strategies for communication
Understand your DiSC priorities
Learn how to recognize other DiSC styles
How often have you been in a situation that did not go as expected - and you have no idea why? Or have you seen others make the same mistakes over and over again and be surprised when they get the same results?
This will give you an insight into why, and more importantly help you take the first steps to a new, successful path.
DISC Assessment Facilitation Guide - LeadershipHellen Davis
Â
Use our DISCflex Facilitation Guide to teach workshops on DISC. The PPT has notes for the facilitator and will walk you thru how to use DISC with a team or group.
Creativity isn't just for artists, musicians, writers, and designers. We all have the ability to be excellent creative thinkers. - https://www.milestechnologies.com
Enneagram is a model of the human psyche using nine interconnected personality types. These are quite different from other Jungian personality measurements such as MBTI, or psychometrics which often present binary views. Enneagram, in contrast, provides an interconnected and holistic representation of who we are and who we can become. Some view it as a tool for spiritual development. There has been an increasing trend of coaches using Enneagram to enhance their own awareness and in turn clientsâ.
https://coacharya.com/blog/enneagram/
DISC analysis is a psychometric tool to understand personal traits towards Dominating, Influential, Steady and Compliant. Understanding your employee personalities can help us mould better teams and achieve higher coordination. For employees it gives them a perspective of their own identities and develop the personal skills to enhance their personality type.
Created for company team training on DiSC Personality Profiles. I took basic talking points and tried to make them visually interesting, personifying each of the four types with an animal and primary color scheme.
Internal Communication training with DISCmiguelcabral
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Presentation used for an International Federation of Medical Students' Associations (IFMSA) training on Internal Communication for teams using the DISC model.
1. DiSC Personality Profiles.
2. Agenda.
3. Introduction. The four styles you need to know to realize your full personal profile and also others.
4. The key to your unique personality style priorities begins with a single dot.
5. Now letâs go deeper into the 4 DiSC personality styles!
6. Dominance. Priorities of the D style: Results, Action, and Challenge. Characteristics: Direct, Drive, Determined, Decisive, Firm, Result-focused, Strong-willed, Self-confident, and Risk-taker.
7. Things you might hear someone with a D style say: âI can give you two-minutes then please close the door on the way outâ, âSpare me the details and get straight to the pointâ.
8. D-Type in a team Dynamic.
9. How to Effectively Communicate with D style?
10. Influence. Priorities of the i style: Enthusiasm, Action, and Collaboration. Characteristics: Inspiring, Interacting, Interesting, Persuasive, Talkative, Optimistic, Outgoing, Collaborative, Energetic, and Lively.
11. Things you might hear someone with a i style say: âWe have one heck of a team âyou guys rock!â, âI have this great idea âŚâ.
12. i-Type in a team Dynamic.
13. How to Effectively Communicate with i style?
14. Steadiness. Priorities of the S style: Support, Stability, and Collaboration.
15. Things you might hear someone with a S style say: âIâm happy to help in any way I canâ, âletâs not rock the boatâ.
16. S-Type in a team Dynamic.
17. How to Effectively Communicate with S style?
18. Conscientiousness. Priorities of the C style: Accuracy, Stability, and Challenge. Characteristics: Cautious, Complaint, Correct, Careful, Accurate, Analytical, Systematic, Precise, Diplomatic, and Fact finder.
19. Things you might hear someone with a C style say: â Do we have all the data?â, âMake sure to double-check your workâ.
20. C-Type in a team Dynamic.
21. How to Effectively Communicate with C style?
22. So, which personality type are you?
23. Conclusion. All DiSC styles are equally valuable. Everyone is a blend of all 4 styles with varying degrees. Learning about peopleâs styles help you relate better. People can adapt their styles to fit particular situations or environments. Understanding yourself better is the first step to become more effective; personally and professionally.
Note: Slides taken from more than one slide shared here.
Download a free copy of my book, You Were Born Rich > http://bit.ly/1TOvxjJ
www.proctorgallagherinstitute.com
You must change your habits to change your life. Discover the one thing everyone must change to achieve the three things that most people want: (1) to be free of any financial concerns, (2) wake up every morning enthused about how they are going to spend the day and (3) enjoy daily relationships with people who are upbeat, enthusiastic and creatively productive.
Understanding People: Personality Traits and DISC ModelMohammad Tawfik
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What are the five traits of personality?
What are the personality types?
What do you know about DISC personality model?
#AcademyOfKnowledge
https://sites.google.com/academyofknowledge.org/commskills/understanding-people/personality-traits
Creativity isn't just for artists, musicians, writers, and designers. We all have the ability to be excellent creative thinkers. - https://www.milestechnologies.com
Enneagram is a model of the human psyche using nine interconnected personality types. These are quite different from other Jungian personality measurements such as MBTI, or psychometrics which often present binary views. Enneagram, in contrast, provides an interconnected and holistic representation of who we are and who we can become. Some view it as a tool for spiritual development. There has been an increasing trend of coaches using Enneagram to enhance their own awareness and in turn clientsâ.
https://coacharya.com/blog/enneagram/
DISC analysis is a psychometric tool to understand personal traits towards Dominating, Influential, Steady and Compliant. Understanding your employee personalities can help us mould better teams and achieve higher coordination. For employees it gives them a perspective of their own identities and develop the personal skills to enhance their personality type.
Created for company team training on DiSC Personality Profiles. I took basic talking points and tried to make them visually interesting, personifying each of the four types with an animal and primary color scheme.
Internal Communication training with DISCmiguelcabral
Â
Presentation used for an International Federation of Medical Students' Associations (IFMSA) training on Internal Communication for teams using the DISC model.
1. DiSC Personality Profiles.
2. Agenda.
3. Introduction. The four styles you need to know to realize your full personal profile and also others.
4. The key to your unique personality style priorities begins with a single dot.
5. Now letâs go deeper into the 4 DiSC personality styles!
6. Dominance. Priorities of the D style: Results, Action, and Challenge. Characteristics: Direct, Drive, Determined, Decisive, Firm, Result-focused, Strong-willed, Self-confident, and Risk-taker.
7. Things you might hear someone with a D style say: âI can give you two-minutes then please close the door on the way outâ, âSpare me the details and get straight to the pointâ.
8. D-Type in a team Dynamic.
9. How to Effectively Communicate with D style?
10. Influence. Priorities of the i style: Enthusiasm, Action, and Collaboration. Characteristics: Inspiring, Interacting, Interesting, Persuasive, Talkative, Optimistic, Outgoing, Collaborative, Energetic, and Lively.
11. Things you might hear someone with a i style say: âWe have one heck of a team âyou guys rock!â, âI have this great idea âŚâ.
12. i-Type in a team Dynamic.
13. How to Effectively Communicate with i style?
14. Steadiness. Priorities of the S style: Support, Stability, and Collaboration.
15. Things you might hear someone with a S style say: âIâm happy to help in any way I canâ, âletâs not rock the boatâ.
16. S-Type in a team Dynamic.
17. How to Effectively Communicate with S style?
18. Conscientiousness. Priorities of the C style: Accuracy, Stability, and Challenge. Characteristics: Cautious, Complaint, Correct, Careful, Accurate, Analytical, Systematic, Precise, Diplomatic, and Fact finder.
19. Things you might hear someone with a C style say: â Do we have all the data?â, âMake sure to double-check your workâ.
20. C-Type in a team Dynamic.
21. How to Effectively Communicate with C style?
22. So, which personality type are you?
23. Conclusion. All DiSC styles are equally valuable. Everyone is a blend of all 4 styles with varying degrees. Learning about peopleâs styles help you relate better. People can adapt their styles to fit particular situations or environments. Understanding yourself better is the first step to become more effective; personally and professionally.
Note: Slides taken from more than one slide shared here.
Download a free copy of my book, You Were Born Rich > http://bit.ly/1TOvxjJ
www.proctorgallagherinstitute.com
You must change your habits to change your life. Discover the one thing everyone must change to achieve the three things that most people want: (1) to be free of any financial concerns, (2) wake up every morning enthused about how they are going to spend the day and (3) enjoy daily relationships with people who are upbeat, enthusiastic and creatively productive.
Understanding People: Personality Traits and DISC ModelMohammad Tawfik
Â
What are the five traits of personality?
What are the personality types?
What do you know about DISC personality model?
#AcademyOfKnowledge
https://sites.google.com/academyofknowledge.org/commskills/understanding-people/personality-traits
what is meaning and definition of personality.
what is the tips for personality development.
what is five personality traits.
myers-briggs type indicators
Our best effort would be to tackle our own life situation in a logical way so that it could bring the highest fulfilment in our life: so each of us should have a good idea of our coping skill and the way of managing our own crisis.
This session will explore how to use a simple personality assessment to help us know our students, and for them to understand themselves. This tool provides us with a common language that we can use with our students (and in our own personal and professional life!) Explore how understanding personality can increase mutual respect, reduce conflict with others, and improve communication skills.
Comparing Stability and Sustainability in Agile SystemsRob Healy
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Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
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In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
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.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
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I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
ďź Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
ďź Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the companyâs strategic sales plan.
ďź Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
ďź Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
ďź Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
ďź Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
ďź Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
ďź Great knowledge of ISO9001, NFPA, OSHA regulations.
ďź User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your companyâs growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. Rationale
⢠Self-awareness is important. The more we understand ourselves, the
less we risk acting in a way that might be stressful.
⢠It is important for a modern leaders to have the competence to deal
with different types of people.
⢠There are common communication issues between people with
different color styles.
⢠If we follow advice on how to interact with people of different colors-
RED, YELLOW, GREEN, and BLUE-we wonât suffer so many
conflicts.
3. âUnderstanding human behavior is a never-ending task, an
endless pursuit to know the how, what and why behind a
personâs choices. It is both easy and dangerous to categorize
someone who behaves differently from you as ignorant,
wrong, or even thickheaded.â
-David Bonnstetter-
4. âThe most important lesson that we can take
with this session is that the idiots who
surrounds us are, in fact, not idiots at all.â
12. ANALYTICAL (Blue)
⢠Slow reaction
⢠Maximum effort to organize
⢠Minimal interest in relationships
⢠Historical time frame
⢠Cautious action
⢠Tendency to avoid involvement
DOMINANT ( Red)
⢠Quick reaction
⢠Maximum effort to control
⢠Minimal interest for caution in relationships
⢠Current time frame
⢠Direct action
⢠Tendency to avoid involvement
STABLE (Green)
⢠Calm Reaction
⢠Maximum effort for connection
⢠Minimal interest in change
⢠Current time frame
⢠Supportive action
⢠Tendency to reject conflict
INSPIRING (Yellow)
⢠Rapid reaction
⢠Maximum effort to involve
⢠Minimal interest in routine
⢠Future time frame
⢠Impulsive action
⢠Tendency to reject isolation
Common Characters of Each Colors
13. Question?
It is possible that a single person can have a multiple types of
behavior?
Answer:
⢠About 80% of all people have combination of 2 colors that
dominate their behavior.
⢠Approximately 5% have only 1 color that dominate their
behavior.
⢠Roughly 15% are dominated by three colors.
14. Question?
What is the common color that dominate behavior?
Answer:
Generally Green Behavior, or Green in Combination with one
other color, is the most common.
The least common is entirely Red Behavior, or Red Behavior in
combination with one color.
17. Behavior Pattern
â˘Bold, ambitious driven, but also potentially
hot-tempered.
â˘Dynamic driven individual.
â˘Has goal in life that others may find difficult to
even imagine.
â˘Strive forward, always pushing themselves
harder, and they almost never give up.
â˘Have firm belief that they can achieve
anything-if they just work hard enough.
18. â˘Usually on top of the hierarchy i.e. CEO, President, leaders.
â˘Always want challenges and competition.
â˘Always the first to answer a question.
â˘They canât sit still. Idle time is wasted.
â˘Always on the go.
â˘No problem being Blunt.
Behavior Pattern
19. Often see themselves as:
Result-oriented
Decisive
Persuasive
Prompt
Driven
Time-conscious
Independent
Strong-willed
Determined
Competitive
20. Time management
⢠People who never wastes time on anything that doesnât move forward.
⢠Polite flowery phrases or drawn-out farewells wasnât for him.
⢠Quick is synonymous with âgoodâ.
⢠No âAd infinitumâ discussion.
⢠Time is money.
21. The sky is the limit.
⢠Realistic Target is a target for cowards.
⢠Anything below that impossible level of
excellence is boring.
⢠Sets higher demands on themselves than any of
the other colors would.
⢠Expression like âits lonely and windy at the topâ
donât scare them.
⢠Red usually doesnât care what others think. Heâs
not here for their sake-heâs here for his own.
22. Performance Seekers
⢠Quick thinker but has no problem shifting his ground at short notice.
⢠Doesnât reject other people ideas if he has none himself.
⢠Once decided, itâs full steam ahead.
⢠Doesnât afraid to make decisions.
⢠Result oriented and decisive.
23. Famous Reds
⢠Steve Jobs
⢠Michael Jordan
⢠Donald Trump
⢠Kobe Bryant
⢠Rodrigo Duterte
25. ⢠Cheerful
⢠Motivator
⢠Optimistic
⢠Sanguine Person
⢠Man of possibilities
⢠Bright outlook in life
⢠One whoâs talking all the time
⢠More popular than other colors
⢠Driven by merriment and laughter
⢠Concentrated on one thing- Finding opportunities and solutions
Behavior Pattern
26. Often see themselves as: Enthusiastic
Charming
Outgoing
Optimistic
Inspiring
Easygoing
Flexible
Spontaneous
27. Unlimited optimism & enthusiasm
⢠Yellows are very persuasive;
⢠More resourceful compare to other colors;
⢠Yellowâs entire being is concentrated on one thing- finding
opportunities and solutions;
⢠Yellow individuals give joy to the people around them with their
cheerful acclamations and entertaining jokes;
⢠Yellowâs intellect is very fast, which means that it can be difficult
to keep up. Sometimes they can even find it difficult to explain
their wild ideas.
28. RED usually ask WHAT IS GOING TO BE
DONE?
YELLOW want to know immediately WHO WILL
DO IT?
Difference between RED and YELLOW in a workplace:
31. â˘The introverts.
⢠Very easy to deal with.
â˘The most common behavior.
⢠Very tolerant towards others.
â˘Calm, Leisurely & Easy going.
⢠Phlegmatic people or Earth People.
â˘Being average of all the other colors.
Behavior Pattern
32. Some simple basics
â˘Team players.
â˘Great listeners.
â˘Family oriented.
â˘Will not leave a friend in need.
â˘Always take care of the sick and the weak.
â˘Expect a helping hand whenever you need it.
â˘Relational people who will do everything
within their power to save relationship.
33. Often see themselves as:
Good listener
Considerate
DiscreetPredictable
Calm
Friendly
Reliable
Team player
Patient
ThoughtfulStable
34. Pal for life
⢠Wonât try to outdo you.
⢠Never forget your birthday.
⢠Wont begrudge you on your successes.
⢠Will not offend people if they can avoid it.
⢠Never pester you with new and drastic demands.
⢠Wont take command unless he has been told to do so.
⢠Wont try to take the spotlight off you by reeling off his own stories.
35. Dependable
â˘Team comes before self.
â˘It its in his power to deliver, he will.
â˘Donât have problems taking orders.
â˘Enjoy stability and certain predictability in the workplace.
â˘The desire to please others verges in being a driving force
for greens.
â˘Once they said theyâll do something, you can rest assured
that it will be done.
36. The Famous Greens
â˘Peter June Simon
â˘Mahatma Gandhi
â˘Michelle Obama
â˘Scottie Pippen
â˘Jimmy Carter
â˘Jesus
39. Things to watch-out
⢠Slow decision maker.
⢠They donât act immediately.
⢠Rarely take any major risks.
⢠No details is too small not to be noticed.
⢠Very good in uncovering defects, lies, etc.
⢠Can be easily depressed when things donât go their way.
⢠No need to cheer, applaud or call a blue up to the podium.
40. Things to watch-out
â˘The devil is in the details.
â˘Silence is golden- If you have nothing to say
good-Keep quiet.
41. Often see themselves as:
Accurate Detail-oriented
OrderlySystematic
Cautious
Logical
Quality-oriented
Thorough
Correct
Methodical
Reflective
Unassuming
44. Quick Review of Core Behavior Patterns
⢠Quick and more than happy to take
command if needed.
⢠They make things happen. However,
when they get going, they become
control freaks and can be hopeless to
deal with.
⢠They repeatedly trample on peopleâs
toes.
⢠Notorious rule breakers.
45. Quick Review of Core Behavior Patterns
⢠Can be amusing, creative, and
elevate the mood regardless of who
theyâre with.
⢠When given unlimited space, they will
consume all the oxygen in the room,
they wont allow anyone into a
conversation, and their stories will
reflect reality less and less.
46. Quick Review of Core Behavior Patterns
⢠Easy to hang out with because they are so
pleasant and genuinely care for others.
⢠Can be too wishy-washy and unclear.
Anyone who never takes a stand eventually
becomes difficult to handle. You donât know
where they really stand, and indecision kills
the energy in the other people.
47. Quick Review of Core Behavior Patterns
⢠Analytical and calm, levelheaded, and think
before they speak.
⢠Their ability to keep a cool head is undoubtedly
an enviable quality for all who arenât capable of
doing that.
⢠Blueâs critical thinking can easily turn into
suspicion and questioning those around them.
Everything can become suspect and sinister.
⢠Values quality than quantity
48. Activity No. 2 âWhat kind of person are you in otherâs eyesâ
51. Why How you Move Matters
Different colors exhibit different types of body
languages.
Trivia: modern English language contains about one
hundred and seventy thousand words of which five
thousand are used regularly. In comparison, body
language contains almost seven hundred thousand
signals .
52. Why How you Move Matters
Some basics to keep in mind about REDS. They:
â˘Keep their distance from others
â˘Have powerful handshake
â˘Lean forward aggressively
â˘Use direct eye contact
â˘Use controlling gestures
53. Why How you Move Matters
â˘When it comes to the language of power,
Reds have their finger on the trigger right
from the start. Be prepared for that.
â˘Quick equals good. Normally, this even
applies to speech and actions.
â˘Tone of voice often strong. No stammer.
Finger on the trigger.
â˘Donât really like to wait too long to speak.
â˘Everything happens at furious face.
54. Why How you Move Matters
Some basics to keep in mind about yellows. They:
â˘They are tactile
â˘Relax and jocular
â˘Often come close
â˘Use expressive gestures
â˘Show friendly eye contact
55. Why How you Move Matters
â˘Feels secure in any given situation.
â˘Jokes around a lot and they can be relaxed
â˘Tone of voice denotes a strong commitment from start to
finish
â˘Clingy, eye contact no problem: its intense, cheerful and
friendly
â˘No matter what emotions has seized the yellow at the
moment, it will be noticeable in their voice.
56. Why How you Move Matters
Some simple basics to keep in mind about greens. They:
â˘Act methodically
â˘Tend to lean backwards
â˘Relaxed and come close
â˘Prefer small-scale gestures
â˘Use very friendly eye contact
â˘Often sluggish in body movement
57. Why How you Move Matters
â˘Donât expect exaggerated smiles or over exuberant greetings.
â˘When sitting around a table, you can expect that greens will
tend to lean backwards.
â˘Do not force yourself on them.
â˘Donât feel at ease in larger
groups.
â˘Donât want to be the center of
attraction.
58. Why How you Move Matters
⢠Green voice will never be strong; Even when Greens
speak in front of a larger group, theyâll speak as if
there were only three of you sitting around the table.
⢠The volume generally low, and it can be difficult to
hear what they say.
⢠Speed in speech and deed generally have a slower
face compared to Reds and Yellows but not quite
slow as Blues.
⢠Speed has no value in itself. The most important
thing is always going to be how people feel.
59. Why How you Move Matters
Some simple basics to keep in mind about Blues. They:
â˘Speak without gesture.
â˘Use direct eye contact.
â˘Often have close body language.
â˘Prefer to keep others at a distance.
60. Why How you Move Matters
⢠Doesnât exhibit much movement or even temperament.
⢠Other usually called them cold blooded.
⢠Want to keep safe distance with other people. If others come too
close, Bluesâ body language become closed. Both arms and legs will
be crossed, indicating that theyâre keeping their distance.
⢠Moves less than others. When they stand, they stand still.
⢠Thereâs not much swaying and walking.
⢠Can stand very easily in the same spot for a whole hour while giving
lecture.
61. Why How you Move Matters
⢠When they sit down, they remain seated more or less in the same
position all the time.
⢠However, blues normally look others straight in the eyes. They have
no problem with eye contact, even if it makes other uncomfortable.
⢠Voice usually restrained and subdued. They donât make much of fuss
about themselves. Their impression, tends to be controlled.
⢠Blues has a completely different face when it comes to speech and
deed. Speed is of no interest.
63. Adapting to Red Behavior
What a Red Expect of you?
- Thought and action are one. It has to be done
quickly.
- If you want to adapt to a Red Tempo-hurry up!
Speed Up! Speak and act more quickly.
- Cut the small talk. Be clear and straightforward.
- Be prepared. If a Red senses that your
uncertain, youâll be grilled on the facts.
64. Adapting to Red Behavior
- Prepare your case very precisely
before going into a meeting with a
Red.
- For a Red âspeedâ is synonymous
with âefficiencyâ.
- Reds live in the present. Stick to the topic when you speak to a
Red. He has no problem with creativity or ideas.
65. Adapting to Red Behavior
Things to avoid when setting up a meeting with a
Red
- Avoid asking personal questions i.e. where he/she
lives, where he/she spent his/her last vacation, or
any off the topic issues.
- For Red heâs not their to make friends. Heâs there
to do business.
- Donât flatter a Red if you donât know him well.
- Red Strongly dislike dealing with vacillating
people.
66. Adapting to Red Behavior
Points to ponder:
â˘A Red can rattle and rumble, stamp on the floor, raise his
voice, and shake his fist. Many people back-off in the face of
this behavior.
â˘The worst thing you can do is back away and let him walk all
over you. If a Red permitted to walk over you, you lose
something very important in his eyes-RESPECT. If he doesnât
respect you he will eat you alive.
67. Adapting to Red Behavior
The best thing you can do is place yourself in the center of the
storm, telling him that heâs wrong. When a Red discovers that
you wont give in, he will turn in an instant. If you know what you
are talking about.
68. Adapting to Red Behavior
Red being a Boss
â˘A hard worker, maybe work harder than
anyone else youâve met.
â˘Have complete control over everything
thatâs happening.
â˘Can live with the fact that everything wont
be right the first time.
â˘Will hold you in high esteem if he sees
your commitment in the form of hard work.
69. Adapting to Red Behavior
How to manage a Red boss
â˘Show that you work hard.
â˘Regularly provide updates on the given line-
ups.
â˘Be willing to take initiative. Offer suggestions
that the Red didnât ask for. As usual, get ready
for a fight, but he will like that you are driven.
⢠A Red boss may very well like you- but donât
expect lots of glowing and pleasant praise.
70. Adapting to Yellow Behavior
- Yellows are not afraid of conflict, but if
possible, they prefer pleasant and cozy
atmosphere.
- Yellows are at their best when everyone is
being friendly and the sun is shining.
- Yellows function best when he is happy and
content. His creativity is at its zenith and all
his positive energy flows.
- A yellow in a bad mood is not much fun to be
with.
71. Adapting to Yellow Behavior
- Keeping a yellowâs interest is, in all honesty,
not the easiest thing to do.
- A yellow simply canât cope with details.
- You can easily ask a Yellow to draw up a
vision for the next ten years, but donât ask
him to explain how to make it happen.
- If you want to keep a Yellowâs attention, strip
away as much of the minutia as possibly
can.
72. Adapting to Yellow Behavior
- Yellows donât care about how things work,
only that they work.
- Yellow donât need the instruction manual.
- Most of the time they rely on their gut feeling
in making decisions.
- Yellow focus on the latest and greatest. They
are so called early adopters, the very first to
try new things i.e. latest fashion, drive latest
model of car, latest gadgets, new restaurants.
73. Adapting to Yellow Behavior
- Keeping a yellowâs interest is, in all
honesty, not the easiest thing to do.
- A yellow simply canât cope with details.
- You can easily ask a Yellow to draw up a
vision for the next ten years, but donât ask
him to explain how to make it happen.
- If you want to keep a Yellowâs attention,
strip away as much of the minutia as
possibly can.
74. How to behave when you meet a Yellow
â˘Learn to tell whether a yellow is actually listening.
-Yellows are worst listeners. Most of the time they only
listen if its suits them.
-They donât want to listen. They want to talk.
â˘Learn how to respond to âNo problem-that wont take too
long at Allâ
-Oozing with optimism
-poor in time management and organizing.
75. How to behave when you meet a Yellow
⢠They enjoy themselves into the center of things faster
than anyone else.
⢠No matter what area your talking about- war, starvation,
dieting, cars, executives, gardens- a yellow will bring up
a story in which he himself is the protagonist. If he
doesnât have any story, heâll make one up.
⢠Most of the time Yellows thoughts often begins with the
word âIâ.
76. How to behave when you meet a Yellow
⢠All talk but no walk- talk more than they work.
⢠Clever manipulators.
⢠Good at smokescreens.
77. Adapting to Green Behavior
⢠Everything should feel good all the time.
⢠Strives for stability and doesnât even want to think
about wild gambles.
⢠Some green spend more energy in avoiding works
than actually doing it.
⢠Green behavior is not a distinct leadership quality.
⢠Responsibility is burdensome.
78. Adapting to Green Behavior
⢠Green have a tendency to blame
everything and everyone but themselves.
If you want to make headway with a large
group of Greens, you have to take command,
get a firm hold on the steering wheel, and, in
some cases, simply get into the driverâs seat
yourself.
79. Adapting to Green Behavior
Theyâre children when it comes to such basic things like
making decisions. This is because once upon a time
they made a decision not to make any decisions.
80. Adapting to Green Behavior
Theyâre children when it comes to such basic things like
making decisions. This is because once upon a time
they made a decision not to make any decisions.
81. Adapting to Blue Behavior
â˘Planning to meet a Blue?
- Be on time.
- Be prepared, study and analyze all
the details of the subject matter.
- Prepare alternative plan and
contingency plan.
- Avoid making excuses.
â˘Being Blue is like doing military service.
82. Adapting to Blue Behavior
â˘Stick to the job/task.
â˘Work with checklist where factual matters are noted.
â˘If youâre a Yellow, put a part of your spontaneity aside.
â˘Remind yourself that a Blue is not interested in your
personal problem.
â˘No vision necessary. Letâs all stay in the real world
â˘If a plan seems crazy, a Blue will never have any
confidence in it.-they will only consider you a lunatic.
83. Adapting to Blue Behavior
â˘Facts are the only things that matter.
â˘Carelessness or ignoring the details wonât be tolerated.
â˘Thereâs no substitute for quality.
â˘Most of blueâs emotions are self-contained, cold. No facial
expressions to speak of, no gestures, no emotional
expression at all. Blues often donât seem interested in
other people and simply focus on the issues at hand.
84. Adapting to Blue Behavior
â˘The devilâs in the details.
â˘Rome wasnât built in a day
â˘If its in the book, it must be true.
â˘Takes a lifetime to make decision
â˘Blues slow down even more when theyâre feeling stress.
85. How to deliver negative feedback
The challenge of speaking your mind
86. How to give feedback to a Red-If you dare
Good News:
You donât need great skills to
deliver negative feedback to a
Red.
Bad News:
The only thing you need is a Kevlar
vest and fire-resistant hair. Because
no matter how you do it, the
temperature in the room will rise.
87. How to give feedback to a Red-If you dare
â˘Avoid decorative wrapping in
delivering negative feedback/news.
â˘Be prepared for war
â˘Reds always believes that he is right
and you are wrong.
â˘Red is not interested in the feelings
of others or what people think.
88. How to give feedback to a Red-If you dare
Points to ponder:
A red is always strong, always full of self-
confidence, so for him it doesnât matter. He
will ride into a battle at a momentâs
notice, if necessary. Prepare yourself for
the possibility that he might try to turn
tables. Heâll accuse you of everything
under the sun so that he can feel he has
the upper hand.
89. How to give feedback to a Yellow-If you have
the patience
â˘Make an Agenda- Follow it!
â˘Be aware that his ears might not connected to his brain
â˘Explain that you donât dislike him- Only his behavior
â˘Prepare yourself for a strong defense mechanism,
Especially the martyr complex
90. How to give feedback to a Green-but think
twice before you do
â˘Criticizing a Green can be cruel.
â˘They have weaker egos and can often
very self-critical.
â˘Use gentle approach, but donât
backpedal
â˘Deal with the greenâs response âyouâre
right-Iâm stupidâ
â˘Be sure to explain that the behavior is
the problem not the person.
91. How to give feedback to a Green-but think
twice before you do
Points to Ponder:
Donât let things go too far. Address the problem while
thereâs still time. So stand up and deliver the negative
feedback- even to the friendly Greens in your life.
92. How to give feedback to a Blue-but first, just a
word of warning
â˘make sure that you know what
youâre talking about.
â˘Provide specific, detailed
examples, preferably in writing
â˘Stick to the facts
â˘Be prepared for counter
questions at the molecular level
93. How to give feedback to a Blue-but first, just a
word of warning
Points to ponder:
Itâs difficult to criticize a perfectionist. He already knows
the best method, and he wonât change his opinion just
because you happen to have a fancier title on your
business card. So itâs all about doing your homework very
well.
94. How to give feedback to a Blue-but first, just a
word of warning
Warning:
Blue has no problem criticizing others. Remember, he
sees all the mistakes everyone else makes and he will
likely point out your mistakes everyone else makes and
he will likely point out your mistakes when you least
expect it. Not because heâs being vindictive, but just
because youâve botched up.
100. Who gets along and why it works
Group dynamics at their finest
101. A group should consist of all colors to create the best
possible dynamics.
The YELLOW comes up with a new idea,
The RED makes the decision,
The GREEN has to do all the works, and
The BLUE evaluates and makes sure that the results are
excellent.
104. Natural combinations
Blue and Green
â˘Both are introverts, each of them feel
secure with the other.
â˘Neither of them build castles in the air,
because they prefer to keep both feet on
the ground.
â˘Sure, they may find it difficult to make
decisions, but the decisions that they do
make will probably be well through out.
105. Complimentary combinations
Blue and Red
â˘Both are task oriented.
â˘Reds is more interested in the results than the process itself.
â˘Blues are more concerned on the process and tend to ignore
the results.
â˘Both devote themselves to work and only spend limited time
chatting-except maybe at lunchtime.
â˘If we liken this to a car, RED is the accelerator, Blue is the
brake
106. Complimentary combinations
Green and Yellow
â˘Green likes to take it easy, Yellow likes having fun.
â˘Green will allow the Yellow to take as much space as he wants
â˘One talks; the other listens.
â˘Green are good at calming down the slightly hysterical yellows.
â˘Thereâs a risk that theyâll fail to devote sufficient time to the
work itself, but they will have a very good time.
â˘Both find it hard to say âNOâ.
108. Challenging Combinations
Red and Green
â˘Green is very passive, especially when compared to Red.
â˘Red always wanted to act even before the instructions.
â˘Red will be critical of the Greenâs constant moaning about the
amount of work.
â˘Green will think that the Red is an aggressive son of a bitch
who never listens.
109. Challenging Combinations
Red and Green
â˘In general, a Green is prepared to
cooperate; thatâs their strength.
â˘Theyâre more accommodating than
demanding.
â˘A Red likes giving orders, and Green is
usually okay with receiving orders.
110. Challenging Combinations
Yellow and Blue
â˘The biggest challenge of all is to ask a Yellow and a Blue to
work together.
â˘Yellow dives into the task without the slightest idea what to do
or how to do it.
â˘He doesnât read any instructions, and he doesnât listen long
enough to find out what the task is actually about.
â˘Yellow will consider Blue as the most uninspiring bore he has
ever met.
111. Challenging Combinations
Yellow and Blue
â˘Blue will only be disturbed by the Yellowâs perpetual verbal
barrage.
â˘Blue believes that a Yellow is a frivolous windbag, not
deserving any attention whatsoever.
113. Stress factors for Reds
â˘Take every form of authority away
â˘Achieve no results whatsoever
â˘Eliminate any kind of challenge
â˘Waste time and resources and work as inefficiently as possible
â˘Make sure that everything becomes routine
â˘Make a bunch of stupid mistakes
â˘Give him no control over others
â˘Tell him regularly to cool down or to lower his voice
114. What does a Red do when he gets stressed
and feel pressured
â˘He blames everyone
â˘Will look to single out scapegoat.
â˘When under stress, theyâre also
excessively demanding and driven-
much more than usual.
â˘Temper is usually out of control
115. Stress factors for Yellows
â˘Pretend Heâs invincible.
â˘Become very skeptical
â˘Structure works as much as possible
â˘Isolate him from the rest of the group
â˘Make clear that its inappropriate to joke at work
â˘Push a Yellow to think carefully beforehand-Twice
â˘Continuously squabble and fuss about insignificant things
â˘Try a little public humiliation
116. What does a Yellow do when he gets stressed
and feel pressured
â˘He will seek more attention
â˘There is risk of becoming excessively and unrealistically
optimistic.
â˘He will come up with plans that are so wild and outlandish that
not even he can believe them.
117. Stress factors for Greens
⢠Take form of security away from him
⢠Leave lots of loose ends
⢠Hang around him constantly
⢠Make lightning-fast changes and unexpected changes of direction
⢠Ask him âwould you be so good as to Redo the whole thing from
beginning to end?â
⢠Tell a Green, âlook here! We cant agree on absolutely everythingâ
⢠Push him into the spotlight.
118. What does a Green do when he gets stressed
and feel pressured
â˘He become very reserved and almost cold.
â˘Some green can exhibit strong apathy.
â˘Stress makes Greens insecure and afraid of making mistakes.
119. Stress factors for Blues
⢠Tell him â You donât know what youâre talking about.â
⢠Have the management team make a spontaneous decision
⢠Tell him, â this could be risky or uncertain, but weâre going to go
ahead anyway.
⢠Remind him, âwe simply need to take bigger risksâ.
120. What does a Green do when he gets stressed
and feel pressured
â˘He becomes excessively pessimistic
â˘Those around him can expect constant criticism.
â˘Heâll suddenly point out every little mistake he observe- and
there are quite a few. He might also become an unbearable
know-it-all.
122. Behavior Pattern on Different Stages of Career Life
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Red Blue Yellow Green
132. The Greeks/Aztecs
â˘Choleric Person is controlled by Yellow Bile or
the Liver. Fiery and Temperamental,
sometimes frighten those around them with
their powerful way.
FIRE (Red)
133. The Greeks/Aztecs
AIR (Yellow)
⢠Sanguine person is controlled by blood, by the heart.
Creative and happy-go-lucky, he spreads positive
vibes around him.
⢠Optimistic and cheerful, he has airy manner.
⢠Synonym for a sanguine person is an optimist.
134. The Greeks/Aztecs
â˘Phlegmatic person gets his influences from the
brain. âPhlegmâ means nothing more than mucus.
Mucus is viscous, which symbolizes a phlegmatic
personâs temperament.
â˘A phlegmatic person is sluggish and slow in
movement.
EARTH (Green)
135. The Greeks/Aztecs
â˘Melancholic person has an excess of black
bile- the Greek melaina chloe simply
means âblack bileâ found in the spleen- and
is therefore often perceived as melancholic
and gloomy. A common synonym for a
melancholic person is a pessimist.
WATER (Blue)