www.DiscProfile.com Building a High Building a High Performance Team Performance Team Overview for Understanding Personality and Behavior and Team Roles
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Building a High Building a High Performance TeamPerformance Team
Overview for Understanding Personality and Behavior
and Team Roles
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EnvironmentEnvironment
As environment changes, a person’s styles may change
CorporateCorporate WorkWork
SchoolSchool FamilyFamilyFriendsFriends
ChurchChurch
CommunityCommunity
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What is DISC?What is DISC?• DISC is a system used to explain behavior and
personality in a way that “opens” a doorway of communication.
• DISC is a universal language, easily observable and one of the most highly validated instruments of its kind.
• DISC style identifies the interaction of four factors, but strongly argues against any form of labeling people.
• DISC measures the needs-driven motivation portion of our personality.
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DISC StylesDISC Styles
D DirectDominantDecisive25% of population
C Correct CautiousConscientious25% of population
I InfluencingInteractiveInspiring25% of population
S Stable Steady Secure 25% of population
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Dominant, Direct, DecisiveDominant, Direct, Decisive
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Influencing, InspiringInfluencing, Inspiring
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Steadiness, Stable, SecureSteadiness, Stable, Secure
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Correct, Conscientious, CarefulCorrect, Conscientious, Careful
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Modern Behavioral ScienceModern Behavioral Science
• Carl Gustav Jung, was one of the most influential modern behavioral theorists.
• In 1921 Jung published "Psychological Types" which described four psychological functions: thinking, feeling, sensation, and intuition.
• Jung also classified these four types further by calling them either introverted or extroverted.
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DISC HistoryDISC History• Dr. William Moulton Marston, a behavioral
psychologist at Harvard and Cornell, first identified the concept of the modern DISC behavioral system. (He was also the inventor of the polygraph and Wonder Woman.)
• In 1928 he published "The Emotions of Normal People" in which he outlined the current language of DISC. He grouped people along two axis: either active or passive tendencies dependent upon their either antagonistic or favorable view of the environment.
• From this, the four styles were formed:D (Dominance), I (Influence), S (Steadiness), C (Compliance).
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Modern DISCModern DISC• Since Marston, many individuals have contributed
to the maturation of the DISC.
• It became a common tool for the US military's recruiting process before the second World War.
• Today, DISC is used in numerous ways, including counseling and relationship enhancement, employment assessment, conflict resolution,team building, personal development, career guidance, and as a communication insights tool.
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Factors Contributing to Factors Contributing to Behavioral StyleBehavioral Style
• Heredity
• Role Models (up to age 12)
• Experiences (after age 8)
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Behavioral PrinciplesBehavioral PrinciplesP
EO
PLE
PE
OP
LE
IIII
SS
TA
SK
ST
AS
KS
TA
SK
ST
AS
KS
DD
CC
ACTIVEACTIVE
PASSIVE PASSIVE
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• High Ego Strength; Seeks AuthorityHigh Ego Strength; Seeks Authority• ImpatientImpatient• Greatest Fear - Greatest Fear - Being Taken Being Taken
Advantage OfAdvantage Of• Desires ChangeDesires Change• Does Many Things At OnceDoes Many Things At Once• Responds To Direct ConfrontationResponds To Direct Confrontation
DDMeasures how a Measures how a
person solves person solves problems and problems and responds to responds to challengeschallenges
Style CharacteristicsStyle Characteristics
The higher the D value, the more active and The higher the D value, the more active and intense an individual will be in trying to intense an individual will be in trying to overcome problems and obstacles. overcome problems and obstacles.
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• EmotionalEmotional• People-OrientedPeople-Oriented• Greatest Fear - Greatest Fear - RejectionRejection• DisorganizedDisorganized• OptimisticOptimistic• EncouragingEncouraging
Measures how a Measures how a person attempts person attempts to influence or to influence or
persuade otherspersuade others
Style CharacteristicsStyle Characteristics
The higher the I value, the more verbal and The higher the I value, the more verbal and persuasive the person will be in trying to persuasive the person will be in trying to
influence others to his/her way of thinking.influence others to his/her way of thinking.
II
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• Loyal; Gentle Team PlayerLoyal; Gentle Team Player• Person of SubstancePerson of Substance• Greatest Fear - Greatest Fear - Loss of SecurityLoss of Security• High Level of TrustHigh Level of Trust• PossessivePossessive• Resists Change; Adapts SlowlyResists Change; Adapts Slowly
Measures the Measures the pace at which a pace at which a person responds person responds
to changeto change
Style CharacteristicsStyle Characteristics
The higher the S value, the more a person is The higher the S value, the more a person is resistant to change. In addition, the higher the resistant to change. In addition, the higher the S value, the more a person prefers to start and S value, the more a person prefers to start and
complete one project at a time. complete one project at a time.
SS
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• PerfectionisticPerfectionistic• SensitiveSensitive• Greatest Fear - Greatest Fear - CriticismCriticism• AccurateAccurate• Requires Many ExplanationsRequires Many Explanations• Asks Many QuestionsAsks Many Questions
Measures how a Measures how a person person
responds to the responds to the rules and rules and
regulations of regulations of othersothers
Style CharacteristicsStyle Characteristics
The higher the C value, the more the person The higher the C value, the more the person will comply with rules set by others. will comply with rules set by others.
CC
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Marston’s Original ModelMarston’s Original ModelSees Self More Powerful
than Environment
Sees Self Less Powerfulthan Environment
UnfavorableEnvironment
FavorableEnvironment
D
S
I
C
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Enhance CommunicationWith DDs:Enhance CommunicationWith DDs:
Do:Do:• Be brief, direct, to the pointBe brief, direct, to the point• Ask “What”, not “How”Ask “What”, not “How”• Focus on business, they desire Focus on business, they desire
resultsresults• Highlight logical benefitsHighlight logical benefits• Agree with facts & ideas, not Agree with facts & ideas, not
with a personwith a person• Discuss problems in light of how Discuss problems in light of how
they affect outcomethey affect outcome
Don’t:Don’t:• RambleRamble• Repeat yourselfRepeat yourself• Focus on problemsFocus on problems• Be too sociableBe too sociable• GeneralizeGeneralize
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Don’t:Don’t:• Eliminate social Eliminate social
timetime• Do all the talkingDo all the talking• Ignore their ideasIgnore their ideas• Tell them what to doTell them what to do
Enhance CommunicationWith IIs:Enhance CommunicationWith IIs:
Do:Do:• Build a favorable environmentBuild a favorable environment• Let them talk about ideas, Let them talk about ideas,
people, their institutionpeople, their institution• Share testimonialsShare testimonials• Allow for social timeAllow for social time• Write details, but do notWrite details, but do not
dwell on themdwell on them• Create incentives for following Create incentives for following
throughthrough
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Don’t:Don’t:• Be pushy, aggressive Be pushy, aggressive
or demandingor demanding• Be controversialBe controversial
Enhance CommunicationWith Ss:Enhance CommunicationWith Ss:
Do:Do:• Build a favorable environmentBuild a favorable environment• Show genuine interest in themShow genuine interest in them• Ask “How” questionsAsk “How” questions• Patiently draw out their goalPatiently draw out their goal• Give them time to adjustGive them time to adjust• Define goals, procedures &Define goals, procedures &
their role in the plantheir role in the plan• Assure personal follow-upAssure personal follow-up• Minimize perceived riskMinimize perceived risk
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Don’t:Don’t:• Refuse to explain Refuse to explain
the detailsthe details• Answer questions Answer questions
vaguely or casuallyvaguely or casually
Enhance CommunicationEnhance CommunicationWith Cs:With Cs:Enhance CommunicationEnhance CommunicationWith Cs:With Cs:
Do:Do:• Prepare your case in advancePrepare your case in advance• Delineate pros & consDelineate pros & cons• Use accurate dataUse accurate data• Assure them “No surprises”Assure them “No surprises”• Use precise explanationsUse precise explanations• When agreeing - be specificWhen agreeing - be specific• Disagree with facts, not with the Disagree with facts, not with the
personperson• Give patient and diplomatic Give patient and diplomatic
explanationsexplanations
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Team Dimensions ProfileTeam Dimensions Profile
Team Dimensions ProfileMeasures & Describes Your ROLE on a TEAM
DISC ProfileDISC Measures & Describes Behavior
BEHAVIOR is NOT ROLE
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TEAMS TEAMS Z ProcessZ Process
CREATOR
ADVANCER
FLEXER
REFINER
EXECUTOR
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TEAMS TEAMS RolesRoles
CreatorIdea GeneratorCreative ConceptualReframes Problems
RefinerChallenges Sets High StandardsReviews & Analyzes
AdvancerImplements IdeasPromotes Team PlanMoves Forward
ExecutorImplements PreciselyAttention to DetailHigh Quality Outcome
FlexerMonitors - BalancesFacilitates-Manager Assumes Roles
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• Role – The team member that Role – The team member that generates ideas, models, and generates ideas, models, and hypothesishypothesis
• Key Value to Team – They are able to think Key Value to Team – They are able to think outside the box and create a paradigm shiftoutside the box and create a paradigm shift
• Core Strengths – Creative problem solversCore Strengths – Creative problem solvers
Style CharacteristicsStyle CharacteristicsCreatorCreator
Potential Limitation - The higher the Potential Limitation - The higher the Creator Creator value, value, the greater the chance of generating new ideas the greater the chance of generating new ideas
rather than focusing on completion of tasks. rather than focusing on completion of tasks.
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• Role – The team member that Role – The team member that identifies new concepts and ideas and identifies new concepts and ideas and has the ability to move them forwardhas the ability to move them forward
• Key Value to Team – They find ways to overcome Key Value to Team – They find ways to overcome obstacles that would stop or slow down the obstacles that would stop or slow down the progress of the teamprogress of the team
• Core Strengths – They constantly provide solutionsCore Strengths – They constantly provide solutions
Style CharacteristicsStyle CharacteristicsAdvancerAdvancer
Potential Limitation - The higher the Potential Limitation - The higher the AdvancerAdvancer value, value, the greater the chance of putting too much pressure the greater the chance of putting too much pressure
and too high expectancy on others.and too high expectancy on others.
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• Role – The team member that Role – The team member that facilitates and balances the needsfacilitates and balances the needsof individualsof individuals
• Key Value to Team – The ability to see a project Key Value to Team – The ability to see a project from all the different team members viewpointsfrom all the different team members viewpoints
• Core Strengths – Diplomatic, balanced approach Core Strengths – Diplomatic, balanced approach to problem solvingto problem solving
Style CharacteristicsStyle CharacteristicsFlexerFlexer
Potential Limitation - The higher the Potential Limitation - The higher the FlexerFlexer value, value, the greater the chance trying to balance all needs the greater the chance trying to balance all needs equally and losing sight of prioritizing key ideas equally and losing sight of prioritizing key ideas
and finishing to completion.and finishing to completion.
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• Role – The team member that isRole – The team member that isalways thinking quality control and always thinking quality control and refinement of the process or programrefinement of the process or program
• Key Value to Team – They set high standards Key Value to Team – They set high standards of excellence and weigh the downside risk vs. of excellence and weigh the downside risk vs. the potential rewards of an ideathe potential rewards of an idea
• Core Strengths – OrganizationCore Strengths – Organization
Style CharacteristicsStyle CharacteristicsRefinerRefiner
Potential Limitation - The higher the Potential Limitation - The higher the RefinerRefiner value, value, the greater the chance of becoming bogged down the greater the chance of becoming bogged down in the details of the project and losing sight of the in the details of the project and losing sight of the
end goal.end goal.
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• Role – The team member that Role – The team member that implements the ideas, programs, and implements the ideas, programs, and solutions developed by the teamsolutions developed by the team
• Key Value to Team – They are valued for their Key Value to Team – They are valued for their precision, accuracy, and dependability.precision, accuracy, and dependability.
• Core Strengths – Doing things according to plan, Core Strengths – Doing things according to plan, and doing them welland doing them well
Style CharacteristicsStyle CharacteristicsExecutorExecutor
Potential Limitation - The higher the Potential Limitation - The higher the ExecutorExecutor value, the greater the need for clearly defined value, the greater the need for clearly defined processes and goals in order to be effective.processes and goals in order to be effective.
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