1 DiSC Workplace Profile
DiSC Workplace Profile
Objectives
Identify your own behavioral style using the DiSC workplace profile system.
Describe the main characteristics of the four primary styles in the DiSC workplace profile system.
Develop strategies for working together, more collaboratively
Have lots of fun!
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The DiSC® Workplace Profile
Introduction : Describes how people behave as they
respond to their environment Was first published in 1972, then
evaluated and updated in 1994 (DiSC® Classic 2.0)
Provides information on:‒ Your workplace priorities and
performance‒ Ways to connect better with
colleagues5
Marston’s ModelEnvironmental and Personal Power
D
Marston’s Model
i
SC
Unfavorable,More Powerful
Favorable,Less Powerful
Favorable,More Powerful
Unfavorable,Less Powerful
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Interpreting Marston’s Model
High- D Sees an unfavorable environment that they want to overcome. Tries to change, fix or control things, and are very open to change.
High- i Sees a favorable environment in which they can influence others. Tries to persuade, promote, or inspire others.
High- S Sees a favorable environment that they want to maintain. Tries to be cooperative, supportive, and agreeable while keeping things stable.
High- C Sees an unfavorable environment that they do not want to try to change. Tries to work within established guidelines, rules & procedures to ensure accuracy and quality.
Pure Styles DiSC ModelRecognizing Others
QuestioningLogic FocusedObjectiveSkepticalChallenging
AcceptingPeople FocusedEmpathizingReceptiveAgreeable
ActiveFast PacedAssertiveDynamicBold
ThoughtfulModerate PacedCalmMethodicalCareful
D i
SC
DiSC Humor!
Getting on a busy elevator: The “D” walks up, gets on the elevator and
pushes the button to close the door The “i” lets others in and says “always room
for one more, we’ll wait for you” The “S” will wait in line, moving from one
line to another, unable to make a decision The “C” will get on, if it’s too crowded,
counts the people and if over the limit, make someone get off
Successful People
Understand themselves and how their behavior affects others
Know how to maximize on what they do well Have a positive attitude about themselves which
causes others to have confidence in them Know how to adapt their behavior to meet the needs
of other people and particular situations
Interpreting Your Personal Profile
To interpret your personal profile, there are three important factors you can determine:
Your primary and secondary behavioral styles
The intensity of each dimension Your main behavioral tendency Please read page 4 in your profile
Rules About Others
Different = Wrong Different = Different
There is richness in diversity…
Motivating Principles
People do things for their reasons, not yours A strength over-used can become a
weakness The more we know about each other, the
better we can communicate The better we communicate, the better we
work together
Recognize Styles of Others
Key Points
A strategy to becoming effective with others is the ability to recognize their behavioral styles.
People-reading is a technique used to help identify the different styles.
Use the knowledge about the style to better interact with them.
How does your behavior affect the team?
Behaviors
Behaviors are: Situational-based Observable Flexible Dynamic Based on thoughts and beliefs
High D
Dominant | Direct | DecisiveGets things Done
Tell it like it is, can be blunt Likes to be in charge, fix things Make a decision and move on Early adapters, want cutting
edge“ Once I thought I was wrong, but I was
mistaken”7
High D Behavioral Tendencies
High Ego Results Oriented Basic Fear: Being taken advantage of
or loss of control Under Pressure: May show lack of
concern for others view or feelings Motivated by: Challenges
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High i
Influencing | Interactive | IncludedIntuitive About People
A people-person Thinks out loud, likes to talk it out Likes recognition, can be self-promoting Strong need to be included, includes others
“ You’re the best… we couldn’t have done it with you! ”
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High i Behavioral Tendencies
Eternal Optimist Use of Humor/Sarcasm to diffuse conflict
because they want to be liked so much Basic Fear: Social rejection Under Pressure: Can become emotional Motivated by: Social recognition
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High S
Steady | Security | Supportive | Systematic
Likes security Predictable, loyal and supportive Very systematic, process oriented
“It’s a lot easier to prevent fires than fight them”9
High S Behavioral Tendencies
Reliable Performers Team Oriented, Best listeners of the 4 Types Basic Fear: Confrontation / Change Under Pressure: Can become overly willing to
give in or do the work themselves Motivated by: Good relationships
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High C
Cautious | Careful | Comprehensive | Compliant Check and Re-Check Everything
Courteous Good corporate citizen Will ask lots of questions, probing Finder of all typos, misprints and errors
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High C Behavioral Tendencies
Practical, task oriented Analytical, attentive to details, willing to
stick with it until gets the right answer Basic Fear: Criticism of their work Under Pressure: Can become overly
critical of self and others Motivated by: Correctness and Quality
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Motivators & Stressors
Please read page 6 in your profile Pair up Describe situations that have involved a
stressor.o Employee attendanceo Lack of resultso Manager communication styleo Other
DiSC Humor!
Ask for something on their desk: The “D” has a messy desk, and says: “it’s here somewhere – you look for it!” The “i” says: “I’m busy right now, give me a
few minutes and I’ll get back to you.” They don’t know where it is… but won’t admit it
The “S” has everything filed in alphabetical, chronological, color or numerical code
The “C” says: “It’s the third thing down in that pile.” The desk may be messy, but they know where everything is!
Break Out Session
Why You Do the Things You Do?! Behavioral Strengths We Contribute… When you communicate with us, be sure
to… Others may find us difficult because we… We tend to avoid...
10 minutes
Keys for Relating to “D” Behaviors
Likes others to be direct, open to their need for resultsTry to: Make communication brief, stick to the point Be clear about expectations, eliminate time wasters Respect their need for autonomy Show your competence and independence
Be prepared for: Blunt and demanding approach Lack of empathy or sensitivity Little social interaction
Keys for Relating to “i” Behaviors
Likes others to be honest, recognize contributions
Try to: Approach them informally, be relaxed and sociable Let them verbalize thoughts and feelings Keep the conversation light, use humor Give public recognition for individual
accomplishmentsBe prepared for: Attempts to persuade or influence others Need for the “lime light” or over-estimating self Vulnerability to perceived rejection
Keys for Relating to “S” Behaviors
Likes others to be relaxed, agreeable, appreciativeTry to: Be logical and systematic in your approach Provide a consistent environment Allow them to slowly move into change Use sincere appreciation, show their importance to
groupBe prepared for: Friendly approach to colleagues and supervisors Difficulty prioritizing and meeting deadlines Resistance to change
Keys for Relating to “C” Behaviors
Likes others to give details and value accuracyTry to: Give clear expectations and deadlines Show dependability, loyalty, allow precedent to be a
guide Be precise and focused, value high quality work
product Be tactful and emotionally reserved, minimize
socializingBe prepared for: Desire to double check and verify everything Resistance to vague or general information Little need to affiliate with other people
DiSC Humor!
Style Effectiveness
Strengths
Limitations
Developmental Focus
DOMINANCE
Strengths may include: Comfortable in leadership role Quick decision maker Direct, people know where they stand with youLimitations: May seem intimidating, insensitive or impatient to
othersDevelopmental Focus: Tone down directness, probe and ask more
questions Develop patience, be more collaborative
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INFLUENCE
Strengths may include: Enthusiastic, inspiring, approachable, open door
policy Effective at solving people problems Patient, understandingLimitations: Not enough detail in directions, lack of follow
throughDevelopmental Focus: Become more organized Set realistic deadlines
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STEADY
Strengths may include: Promoting teamwork, collaborative team player Good listeners, responsive to others needs,
diplomatic Consistent, detail oriented and focused on
accuracyLimitations: Overuse of kindness, conflict avoidance, risk
averseDevelopmental Focus: Flexibility, innovative new ways of problem
solving Assertiveness, challenge self and others9
CONSCIENTIOUS
Strengths may include: Good organizational citizen, rule/law abiding,
businesslike High quality work product, very attentive to detail,
precise Communication, courteous, conventionalLimitations: Perfectionistic, over-attentive to the insignificant Developmental Focus: Engage others, foster communication and creativity Comfortable with certain levels of ambiguity
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Strengths Overused
Strengths overused can become weaknesses: D – who is good at directing and deciding, may
become autocratic, less collaborative and facilitative
i – who is good at promoting and persuading, may oversell and manipulate, especially using emotions
S – who is steady and agreeable, may give in despite their needs, can be perceived as disengaged
C – who is good at analyzing and checking, may become uncompromising and indecisive
Group Activity
Draw your:
Ultimate automobile Ideal office Ideal dog• 15 minutes • Flipchart• Spokesperson
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Ground Rules Do Not: Nudge others to change; pigeon-
hole or stereotype colleagues; flaunt your knowledge or style; or use your profile as an excuse for negative behavior
Do: Learn to recognize positive characteristics in others; capitalize on their strengths; and tell them what you appreciate about them or their work
Group Activity
Activity – Learning About Others
Coworker Page 7 description Increase effectiveness
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Basic Concepts
Similar styles tend to be socially compatible
Work task effectiveness is strengthened by mixing different styles
Mixing different styles may result in interpersonal conflicts We can effectively work together with
all styles provided certain conditions exist…
Mutual Respect
Mutual Trust
Willingness to Adapt
Basic Concepts
Impact to the Business
Linking this program to the business: o Resultso Processo Relationships
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