Understanding Behavior Styles

DISC Personal Profile

Understanding Behavior Styles utilizes the DISC Personal Profile

Objectives
At the end of this session, you will be able to:
Identify your work behavioral style.

Increase your appreciation of different work styles.

Identify and minimize potential conflicts with others. Create the motivational environment most conducive to success.

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Description of the Personal Profile Survey

The Personal Profile System is not a test. There are no bad survey results.

It measures your self-perception. It describes only normal behavior.

It is an educational tool, not a clinical tool. Interpretations describe tendencies of behavior

Description of Survey, continued

The survey contains 3 levels of interpretations:

General Highlights Dimensional Intensity Index Classical Profile Pattern

Four Basic Profiles

D Dominance

I
S

Influence
Steadiness

C Compliance

Behavioral Characteristics of

D - Dominance

Decisive actions and decisions Likes control

Low tolerance for feelings and attitudes Works quickly and impressively alone Seeks esteem, selfactualization

Dislikes inaction
Prefers maximum freedom to manage

Cool, independent, competitive

Administrative skills

D
High Behavioral Tendencies
High ego strength Impatient

Change agent
Fears being taken advantage of Motivated by directness, confrontation

D
Some Descriptors
~ Restless ~ Competitive ~ Independent ~ Self-reliant ~ Wants immediate results ~ Adventurous ~ Assertive ~ Likes power and authority ~ Likes prestige and challenge ~ Vigorous ~ Causes action ~ Tends to dominate ~ Pioneering ~ Wants direct answers ~ Outspoken ~ Strong-willed ~ Wants freedom from control & supervision ~ Decisive ~ Persistent ~ Argumentative

D
Negative Conditions
Require following policies and procedures Tell them exactly how you want the job done.

Give them lots of examples to make your points understood.

Require documentation for everything.

D
What to Remember
A high D may want authority, challenges, prestige, freedom, varied activities, difficult assignments, logical approaches and an opportunity.

Behavioral Characteristics of

I Influence
Spontaneous actions and decisions
Likes involvement Dislikes being alone Exaggerates and generalizes Dreams and gets others to dream with them

Jumps from one activity to another

Works quickly and excitingly with others

Seeks esteem and belonging

Persuasive skills

I
High Behavioral Tendencies
Very emotional People oriented

Disorganized
Fears loss of social approval Motivated by flattery

I
Some Descriptors
~ Inspiring ~ Convincing ~ Likes change ~ Playful ~ Wants freedom from detail ~ Charming ~ Exciting & stimulating ~ Wants freedom of expression ~ Talkative ~ Likes participating in groups ~ Often dramatic ~ Likes working with people ~ Likes recognition for accomplishments ~ Generates enthusiasm ~ Likes stimulating others ~ Desires to help others ~ Persuasive ~ Confident

I
Negative Conditions
Assign tasks that require long periods of intense concentration.

Place them in a work environment that requires them to always be serious.

Assign very detailed tasks to them.

Place in a non-participating environment

I
What to Remember
A high I may want social recognition, popularity, people to talk to, freedom from control and detail, favorable working conditions, recognition of abilities, an opportunity to help others and a chance to motivate others.

Behavioral Characteristics of

S - Steadiness
Makes decisions carefully Likes close personal relationships Dislikes interpersonal conflict Supports and actively listens to others Doesnt pay much attention to goal setting Has ability to gain support from others Works slowly and cohesively with others

Seeks security and belonging

Counseling skills

S
High Behavioral Tendencies
Loyal Family oriented

Possessive
Fears loss of security Motivated by use of traditional procedure

S
Some Descriptors
~ Dislikes conflict ~ Takes time to listen ~ Likes security and stability ~ Obedient & thorough ~ Takes time to make decisions ~ Wants others to agree ~ Accommodating ~ Patient with others ~ Demonstrates loyalty ~ Satisfied and generous ~ Neighborly ~ Expects credit for accomplishments ~ Considerate of others needs ~ Wants to be appreciated ~ Minimal work infringements on home life ~ Wants guarantees before change ~ Likes status quo unless given reason for change

S
Negative Conditions
Give assignments that require them to place pressure on others.

Give assignments that require a different approach each time they are done - give them guidelines.
Place them in conflict situations.

S
What to Remember
A high S may want status quo, security of situation, time to adjust, appreciation, identification with group, limited territory, and areas of specialization.

Behavioral Characteristics of

C - Compliance
Cautious actions and decisions
Likes organization, structure Dislikes involvement Ask questions with specific detail Prefers objectives, task oriented work environment

Wants to be right, relies on data collection

Works slowly & precisely alone Seeks security, selfactualization

Problem solving skills

C
High Behavioral Tendencies
Perfectionist Sensitive Accurate Fears criticism, especially of their work Motivated by being permitted to proceed the right way

C
Some Descriptors
~ Orderly ~ Diplomatic ~ Agreeable ~ Obliging ~ Accuracy ~ Humble ~ Devout ~ Utilizes critical thinking ~ Likes controlled circumstances ~ Likes assurance of security ~ Checks for accuracy ~ Soft spoken ~ Likes status quo, unless assured of quality control ~ Prefers no sudden or abrupt changes ~ Performs precise work ~ Respectful ~ Follows prescribed directive & standards ~ Well-disciplined ~ Cautious

C
Negative Conditions
Require quick decisions on important matters. Require them to enforce unpopular rules.

Place them in unstructured situations where no performance guidelines exist.

Dont allow enough time to check for accuracy.

C
What to Remember
A high C may want security, no sudden changes, personal attention, little responsibility, exact job description, controlled work environment, status quo, reassurance, and to be a part of a group.

When Working with a D

Be clear, specific, brief and to the point. Stick to business Come prepared with all requirements, objectives,
support material in well organized package.

Present the facts logically, plan your presentation

efficiently.

Ask what, not how. Provide alternatives & choices for making their
own decisions.

Working, continued . . .
Provide facts & figures about probability of success,
effectiveness, options.

If you disagree, take issue with facts, not the person. If you agree, support results, not the person. Motivate and persuade by referring to objectives and
results.

Outline possibilities for person to get results, solve

problems, be in charge.

After talking business, depart graciously.

When Working with an I

Provide favorable, friendly environment.

Leave time for relating, socializing. Provide chance for them to verbalize about ideas, people
and their intuitions.

Provide details in writing, but dont dwell on them. Ask for their opinions, ideas regarding people.

Working, continued . . .
Provide ideas for implementing action Provide time for stimulating and fun activities. Provide testimonials of experts on ideas. Offer special, immediate and extra incentives for
their willingness to take risks.

When Working with an S

Start, however briefly, with a personal comment.
Break the ice.

Show sincere interest in them as people. Find areas of

common involvement; be candid and open.

Patiently draw out personal goals, and work with them to

achieve these goals; listen, be responsive.

Present your case softly, non-threateningly. Ask how questions to draw their opinions.

Working, continued . . .
If you agree easily, look for possible areas of early
disagreement of dissatisfaction.

If you disagree, look for hurt feelings, personal reasons. Move casually, informally. Define clearly (preferably in writing) individual
contributions.

Emphasize how their actions will minimize their risk.

When Working with a C

Prepare your case in advance. Provide straight pros and cons of ideas. Stick to business. Support ideas with accurate data. Make an organized contribution to their efforts; present
specifics and do what you say you can do.

Take your time, but be persistent. Draw up a scheduled approach to implementing actions
with step-by-step timetable; assure them that there wont be surprises.

Working, continued . . .
If you agree, follow through.

If you disagree, disagree with the facts, not the person. Give them time to verify reliability of your action; be
prepared to provide many explanations in a patient, persistent manner.

Provide solid, tangible, practice evidence. Indicate guarantees over long period, but provide
options.

When Working with a D, dont . . .

Dont ramble on or waste their time. Dont try to build personal relations. Dont forget or lose things; dont be disorganized or
messy; dont confuse or distract their mind from business.

Dont leave loopholes or cloudy issues - if you dont want

to be zapped.

Dont ask rhetorical questions, or useless ones. Dont come with a ready-made decisions,
nor make it for them.

Dont, continued
Dont speculate widely or offer guarantees or
assurances.

If you disagree, dont let it reflect on them personally.

If you agree, dont reinforce with Im with you. Dont direct or order. Dont do an epilogue bit after finishing business.

When Working with an I, dont . . .

Dont legislate, muffle or stop gaps. Dont be curt, cold or tight-lipped.

Dont drive on to facts and figures, alternatives,

abstracts.

Dont leave things hanging in the air, or theyll hang

there.

Dont waste time trying to be impersonal, judgmental,

task-oriented.

Dont, continued
Dont dream with them, though, or youll lose
time.

Dont kid around too much, or stick to the

agenda too much.

Dont talk down to them.

Dont be dogmatic.

When Working with an S, dont . . .

Dont rush headlong into business or the agenda. Dont stick coldly or harshly to business. On the
other hand, dont lose sight of goals by being too personal.

Dont force them to respond too quickly to your

objectives; dont say Heres how I see it.

Dont be domineering about facts and figures, they

will not participate in debate.

Dont, continued
Dont manipulate or bully about facts and figures.
They will not participate in debate.

Dont patronize or demean by using subtlety or

invective.

Dont be abrupt or rapid.

Dont be vague. Dont offer opinions and probabilities. Dont offer assurances and guarantees you cant fulfill.

When Working with a C, dont . . .

Dont be disorganized or messy.

Dont be circuitous, giddy, casual, informal. Dont rush the decision-making process. Dont be vague about whats expected of either
of you; dont fail to follow through.

Dont dilly-dally. Leave things to change or luck.

Dont, continued
Dont provide special personal incentives. Dont threaten, cajole, wheedle, coax,
whimper.

Dont use testimonies of others or unreliable

sources; dont be haphazard.

Dont use someones opinion as evidence. Dont use gimmicks or clever, quick
manipulations.

Style Modification
INCREASE your D DECREASE your D
Express emotions (emote)
more often,

Make faster decisions. Tell more often. Ask less often.

Ask for opinions of others. Negotiate decision-making. Listen without

interrupting.

Control less. Allow others to assume

leadership.

Style Modification
INCREASE your I
Be more outgoing and
friendly.

DECREASE your I
Talk less. Restrain your enthusiasm. Made decisions based on
facts.

Be more enthusiastic.

Express emotion (emote)

more often.

Spend time on
relationships.

Get to the point.

Style Modification
INCREASE your S
Initiate conversation. Be more loyal. Act on your convictions. Work on your listening
skills.

DECREASE your S
Make quicker decisions. Be willing to take risks. Listen to others. Become more selfsufficient.

Become more apathetic.

Style Modification
INCREASE your C DECREASE your C
Make non-emotional
decisions.

Be less concerned about

control and security.

Gather information,
define, clarify, test your assumptions.

Relax your standards.

Open yourself more to

emotional appeals.

Develop standards.

Thank You..