DISCcover behaviours that work

• 1.An introduction to DISC profiling and its application for managers John Belchamber Founder & Senior Consultant Invoke Results DISCoverBehaviours That Work

2. Todays Journey of DISCovery A Few Business Inevitabilities A Very Short History of Behaviour: 2000 years in five minutes; The DISC Model of Behaviour: Understanding working behaviour through the DISC Model; Using The Style Card: Strategies for relating to other DISC types Questions: Go on, you know you want to! 3. The Law of Distraction We hire people for their technical skills and we fire them for their behaviour The Financial Times 4. Are You Hiring Yourself? How many times have your hired someone because: You get on with them? They have the same background as you? You have a good gut feeling about them? How many times have you wished you hadnt? 5. They Just Dont Get It! Ever get frustrated by just how hard some people are to communicate with? Tired of repeating yourself time and time again and yet they just dont get it? Time to learn from 2,000 of wisdom in 2 minutes 6. A Brief History of DISC Hippocrates, 465BC: Introduced the terms Sanguine, Phlegmatic, Choleric and Melancholic to describe behaviour. Carl Gustav Jung , 1920: Writes The Psychological Types and introduces Jungs Wheel to describe personality types William Moulton Marston, 1928: Writes The Emotions of Normal People introducing the DISC model. He also invented the Lie Detector and wrote>>> 7. Marstons Theory Perceived Situation Hostile, unfriendly, antagonistic Friendly, favourable Active Behaviours Passive Behaviours Dominance Compliance Influence Steadiness (Power) (Policy) (People) (Pace) 8. Marstons Theory Perceived Situation Hostile, unfriendly, antagonistic Friendly, favourable Active Behaviours Passive Behaviours D C I S (Power) (Policy) (People) (Pace) Assertive Driving Forceful Inquisitive Direct Self-starter Compliant Careful Systematic Precise Accurate Perfectionist Logical Influential Persuasive Friendly Verbal Communicative Positive Dependable Deliberate Amiable Persistent Good Listener Kind 9. Ds Value to Your Organization High D Results Action Challenge Decisions Authority Low D Calculates risks Caution Facts Deliberation Self-sacrifice 10. Is Value to Your Organization High I People contact Articulate Motivates people Generates enthusiasm People matter Low I Concentrates on work content Works alone Logical Seeks facts Things matter 11. Ss Value to Your Organization High S Perform to work pattern Patience Special skills Concentration Good listener Low S Reacts to change quickly Multi-tasked Dissatisfied Demonstrative Optimistic 12. Cs Value to Your Organization High C Follows directions Controls quality Concentrates on detail Checks for accuracy Diplomatic Low C Assumes authority Acts independently Faces up to trouble Acts without precedence Takes unpopular positions 13. The Discus Style Card Relates to Dominance, and describes a direct, demanding type of person who is highly motivated to succeed and somewhat competitive in their dealings with others. Relates to Influence, this person is communicative and sociable, being friendly and outgoing with other people and feeling at ease in strange company. 14. The Discus Style Card Relates Steadiness and describes people who are patient and persistent, dislike change, and like to take time to plan carefully before acting. Relates to Compliance and describes structured, organised individuals who tend to follow the rules whenever they can and are interested in precision and order. Lets Look at relating with each style 15. Dealing With The Driver Do: Allow them to reach their own conclusions; Be business like and focus on results; Concentrate on Facts, not feelings; Be prepared to negotiate. Dont: Take too much time; Give too much detail; Be bound by procedures; Attempt to tell them what to do, or overly direct their actions. Strategy: acknowledge status, offer incentives, emphasize personal advantage of proposal. 16. Dealing With The Communicator Do: Share opinions and talk through ideas; Focus on how they feel; Clearly acknowledge their contributions to ideas; Focus on building a relationship. Dont: Present facts at the expense of feelings or fun; Risk causing rejection; Put them in a position where they may lose respect; Express disagreement or disapproval. Strategy: Build friendly & informal relationship, show how proposal is popular with others, avoid antagonism or undue pressure. 17. Dealing With The Planner Do: Use questions, probe for feedback and listen; Show a genuine interest; Provide support for ideas and suggestions; Be ready to offer guarantees. Dont: Move forward too quickly; Require urgent or unplanned changes; Create uncertainty or insecurity; Place them in an uncertain position. Strategy: Build a positive & trusting relationship, give tangible support, show commitment and reassurance, show how proposal will contribute and improve rather than change. 18. Dealing With The Analyst Do: Provide material in writing; Emphasize proof through facts and evidence; Cover advantages and disadvantages; Adopt a systematic and organized approach Dont: Leave out any facts or details; Fail to provide documentation; Be vague, or show uncertainty; Makes assumptions without verifying the facts. Strategy: Answer all questions and objections fully, dont evade, misdirect or avoid difficult questions, minimise or eliminate risk. 19. Sales Closing Techniques = Systematic: thoroughly address all objections before attempting to close. Prevarication is typical of this type so be prepared to handle further objections particularly of a practical/technical/contractual nature before successfully closing. = Decisive: ask for the sale, if you win them over quickly, a rapid sale is possible. However, so are rapid rejections, so ensure youve made your case well. = Positive: avoid negative closing techniques, build on the relationship before closing and remain positive throughout the negotiations. = Patient: be patient and willing to build trusting relationship, attempting to close before this is achieved will fail as will using a strong close. Be willing to compromise. 20. Sample Applications Candidates Job Compare d to Provides Best Match Candidate Vs. Job Profile Matching Quickly compare a candidate against a job role; A Job Profile can be either the profile of a successful person in a similar role or produced by questionnaire; Reports on the % behavioural match and likely areas for development. 21. Sample Applications Team Members Profiles Team Profile Provides And Team Profiling Free Team Profiles provide valuable information on how the team will perform and how best to manage them Free Relationship Reports look at one-on-one relationships from both persons perspectives. Relationship Reports 22. Sample Applications Team Profile Add Review Impact on Team Profile Team Impact Profiling Quickly add each shortlisted candidate to the existing team to see the impact each has on the team profile; Produce Relationship Reports for the successful candidate and each team member; Create new teams using ideal Team Profiles. Candidate Profile Relationship Reports And 23. Sample Applications Sales Prospect Profiling Both Approach for iPhone and the Contact profile on Discus are used to profile a sales prospect or contact; The reports focus on how to approach your sales negotiations with the Contact. Approach for iPhone Discus 4 Or Prospects Likely Profile Provides 24. Additional Applications Assessment: to help foresee and pre-empt problems with staff, and improve motivation and morale; Cultural Integration: settling candidates into an organization's, departments or teams culture; Redeployment: transferring staff members to new or existing positions; Addressing Problems: addressing specific difficulties related to an individual or team; Career Development: DISC can provide some useful guidelines. 25. For Further Information Contact: John Belchamber Mob: 0406 547 914 Email: [email protected] Skype: john_belchamber Web: www.invokeresults.com Thank You for Your Time & Interest Today!