Six Success-Building Skills for Emerging Leaders - part 3

Part 1 - Character, Compassion and Clarity

Part 2 – Cultivate Your Image

Part 3 – Understanding Others for Improved Performance

Part 4 – Personal Strategic Planning

Part 5 – Powerful Communication Skills

Part 6 – Stop Chasing the Clock

I just don’t GET them…

I never know how they’re going to react…

Why do they always…

Why don’t they ever…

DISC describes behavior, not personality -- what you say and do, the external and observable expression of your life.

D = Dominance (how you handle problems)

I = Influence (how you handle people)

S = Steadiness (how you pace yourself)

C = Conscientiousness (how you follow rules and procedures)

Person of Action

Loud

Blunt

Takes Charge

MOTTO: Just Do it

Basic need:

Basic desires:

Initiator of action

Identifies changes that will improve the situation

Accomplishes tasks quickly

Streamlines tasks

Be prepared and specific

Involve them in developing a solution

Clarify limits

Don't back down

Ask them “what” questions

People patience

Relax!

There are rules for a reason

“Strength Under Control”

Focus on finishing well

Chitchat. Try to develop a relationship. Approach them casually

Waste their time

Tell them what to do and expect them to do it

Expect them to pick up on your feelings or unspoken agenda

Charming

Animated

Social

People Person

MOTTO: It’s not what you know, It’s who you know.

Basic need:

Basic desires:

Pulls people together

Spokesperson for the group

Full of ideas

Say Hi

Set goals

Listen – let them talk

Ask them “who” questions

Don’t spend much time on the details

Recognize their accomplishments

Time must be managed

Deadlines are important

“Tone Down” the optimism – it can be blinding to the facts

Being responsible is more important than being popular

Listening better can improve one’s influence

Don’t bore them with details

Don’t exclude them

Don’t ignore their ideas

Don’t expect them to cope well with bureaucracy

Indirect

Slower-paced

Good Listeners

They prefer to follow, not to lead

MOTTO: If it ain’t broke, don’t fix it.

Basic need:

Basic desires:

Enjoys helping out

Brings out the best in others

Offers praise and encouragement

Be genuinely interested in them

Tell them about future changes

Assign them fewer, larger projects

Encourage them to speak up

Create a humane working environment for them

Ask them “how” and “when” questions

Recognize and appreciate their achievements

Change provides opportunity

Friendships shouldn’t out shadow everything

Discipline is good

Boldness and taking risks is sometimes necessary to achieve important goals

Pop changes on them

Confront them directly or make them feel personally attacked

Question their loyalty

Expect them to cope well with hostility or disapproval

Cautious

They rarely speak up at meetings

Loners

Their offices are neat

MOTTO: It’s all in the details.

Basic need:

Basic desires:

When it has to be right…

High-quality

Process and procedure

Preparation and planning

Total support is not always possible

Thorough explanations aren’t always a solution and don’t always solve everything

Deadlines must be met

Controlled optimism will lead to greater success

Focus on the issue – the facts, not feelings, impressions, intuition or “gut” reactions

Involve them in developing procedures

Ask their opinions. Wait for them to answer. Listen.

Respect their personal limits

Train them in people skills and negotiating

Warn them of changes

Ask them “why” and “how” questions

Pop changes on them

Ask them to take on multiple projects at one time

Spend time on their feelings or ask them how they're really doing

Expect them to cope well with change

Identify one person from all four behavior types whom you interact with

Make a conscious effort to apply one of the principles you have learned here today.