Effective Communication Using the DISC Model. Today’s Objectives Learn more about our natural language (Your style not skill) Understand how we express.

Effective CommunicationUsing the DISC Model

Today’s Objectives

• Learn more about our natural language (Your style not skill)

• Understand how we express our styles and how we work together

• Consider how our style serves or doesn’t serve our clients

• Application- Learn to flex

History of DISC

• 1920 William Marston, an American Psychologist developed a model that identified 4 distinct dimensions of behavior. He called these primary emotions

• 1940 Walter Clarke developed a tool that measured the four behaviors of how one perceived themselves and how others perceived them

• 1950 John Cleaver created a 24 questions, forced choice (most and least)

• Result= the most popular, reliable and valid assessment tool based on Marston’s original model and theories

DISC Overview

• Focus is on situational nature of DISC• DISC does not reveal your personality type• DISC is a tool to help you understand how

your personality is responding to your environment

• DISC is based on the assumption that you are the expert on you– Can’t change your personality, but you can change

how you respond to different situations

If you were to go to Italy…

• What language would you speak?

• Increase Receptivity

• Effort is recognized

Visiting Four Countries

DDominant

IInteract

CCompliance

SSteady

DISCself Report

• Communication Styles Assessment– Not skills

• Based on Observable Behaviors– Not personality

• Four Core Styles– We all have a combination of

four

• No Style is better than Another– “S” is the most

accommodating

Adapting vs. Natural Style

Graph I: Adapting Style– Self-Perception - think you

should use at work.– Can change depending on

your environment.

Graph II: Natural Style– Behaviors - stressful &

frustrating situations. – Preferred approach.– Remains consistent across

different environments.

Adapting StyleGraph I

Natural StyleGraph II

Read & Interpret Your Graphs

• Your profile is determined by the highest plotted points above the energy line

• Capital Letters = Primary Style(s) (ex. I)

• Lowercase Letters – Secondary Style(s) (ex. Isd)

Comparing Graphs

Style EmphasisD Dominant Problem SolvingI Interactive PeopleS Steady PaceC Compliance Procedure

Adapting StyleGraph I

24 hour Snapshot

Natural StyleGraph II

You 24/7

• Graph I: 24 Hour Snapshot in Time

• Graph II: You 24/7

“D” Defined

• What Discourages a “D”?– Being questioned or overruled– Limited responsibility for results– Restricted access to resources– Close supervision

• What Motivates a “D”?– Being questioned or overruled– Limited responsibility for results– Restricted access to resources– Close supervision

• Favorite Environment?– Being questioned or overruled– Limited responsibility for results– Restricted access to resources– Close supervision

• A “D” will Avoid– Being questioned or overruled– Limited responsibility for results– Restricted access to resources– Close supervision

“I” Defined

• What Discourages an “I”?– Reserved or unfriendly co-

workers– Rigid schedules– Pessimism– Routine, detailed tasks

• What Motivates an “I”?– Dialoguing with others– Immediate verbal feedback– Enthusiastic recognition– Acknowledgement of their

feelings

• Favorite Environment– Fast-paced– Positive feedback and

recognition– Lots of variety and

creativity

• An “I” Will Avoid– Conflict– Losing approval– Detailed tasks– Repetitive tasks– Working alone

“S” Defined

• An “S” will Avoid– Unpredictable or uncertain

situations– Disorganized and disorderly

workplaces

• What Discourages an “S”?– Being questioned or overruled– Limited responsibility for results– Restricted access to resources– Close supervision

• What Motivates an “S”?– Cooperating with others– Clearly defined responsibility

and authority– Providing good service– Job security

• Favorite Environment?– Predictable and orderly– Harmonious– Informal– Friendly

“C” Defined

• What Motivates a “C”?– Wanting to be right– Logical, systematic approaches– Rewards for quality and accuracy– Specific feedback

• Favorite Environment– Time and resources to perform

their own standards– Reserved, businesslike, and task-

oriented

• A “C” Will Avoid– Being criticized– Lack of time to evaluate

consequences– Emotionally charged situations– Disclosing personal information

• What Discourages a “C”?– Rules of expectations that

change constantly without explanation

– Lack of time to process information

– Mandatory socializing– Lack of quality controls

Identifying Other’s Styles

12

PEOPLE

I & STASK

D & C

FAST

D & I

SLOW

S & C

Group Report - Natural

Group Report - Adapting

Graph I & II - Similar

• If both Adapting Style & Natural Style are similar:– You tend to use the

same behavior traits across environments

– Work feels in line with how you would like to be communicating

Graphs I & II - Different

• If Adapting Style is significantly different from Natural Style:– Going out of your

comfort zone to get the job done• Shows flexibility• If prolonged, can cause

stress– Helpful:

• Recall what responsibilities you were carrying out the day you took the assessment

Email Decoding

Give me an update on the Appreciation Luncheon project by 5:00 today.

Brandon

Email Decoding

I hope your week has been great. What do you think about getting together in a team huddle this afternoon or tomorrow morning so that we can share how things are coming along with the Appreciation Luncheon? Be sure to bring your notes so that we are all on the same page. Include any challenges you may have so that we can brainstorm solutions as a group.

Take care,Brandon

Email Decoding

Committee Meeting Members,

Please email me a copy of your Appreciation Luncheon checklist with updates on your projected deadlines. If you have any challenges with the responsibilities you have been assigned, schedule a meeting with me to discuss. Be sure to provide me with a list of concerns in advance so that I can review before we meet.

Thank you,Brandon

Email Decoding

Hello Jane, Nicky, Ricardo, Barry, and Gerard!

With only two weeks until the Annual Appreciation Luncheon, we are almost ready to roll out the red carpet for our special investors and donors. Will you please circle around with the highlights of the progress you’ve made in your assigned areas? Let’s meet in the main conference room around 3:00 so that we can share our successes and challenges.

I look forward to meeting with everyone.

Thanks!Brandon

Flexing – Behavioral Adaptability

• Adaptability is the willingness and ability to adjust

• Adaptability is made on a case-by-case basis

• Behavioral adaptability means …– Adjusting your own behavior to make others feel

more at ease with you & the situation

Modifying Your Directness

TO INCREASE DIRECTNESS/PACE: • Speak and move at faster pace• Initiate conversations and decisions• Give recommendations• Increase eye contact

TO DECREASE DIRECTNESS/PACE:• Talk, walk, and move more slowly• Seek and acknowledge others’ opinions• Share decision-making & leadership• Do not interrupt

Modifying Your Directness

TO INCREASE OPENNESS/ ORIENTATION:

• Share feelings/thoughts• Pay personal compliments• Use friendly language• Digress from agenda

TO DECREASE OPENNESS/

ORIENTATION:

• Stick to the task• No physical contact • Maintain logic• Downplay enthusiasm

Application – Pg 12

Identify:• 2 of your most important work needs• 2 of your most valuable strengths• 2 of your most important motivators• 2 areas you are committed to improve

• Refer to Pgs 7-12 of your report

DISC and Your Team

• Know your style • Understand and be aware of others style

needs• Create a common language• FLEX!

• Use, don’t abuse Disc (no labels)

Thank you!

“Be aware of the listening you are speaking in to.”