1. 2-Day Accreditation Training In Extended DISC® and FinxS Workbook

2. Try drawing their profile here
Exercise 1:
Select a person you (both) know
Name
Write down six statements that essentially describe the person 1 2 3 4 5 6
Based on above, what do you think their behavioural style is?
Style:
Try drawing their profile here

3. Write 4 key adjectives for each style and label the quadrant
Exercise 2:
Write 4 key adjectives for each style and label the quadrant
Compliance
Dominance
The natural reaction of the four styles
Steadiness
Influence 3

4. Exercise 3:
Write some pointers to help teach people about how to adjust to suit each styles
Do’s
Don’ts

5. Exercise 4:
Place the combination adjective cards on the diamond (or number them to show…) where you think they fit best D I S C 5

6. The combination adjective cards
Exercise 4: cont..
The combination adjective cards
Demanding Is right
Commanding Dominating
Strong Controlling
Direct Authoritarian
Doesn’t listen Competitive
Responsive Informal
Trusting Telling
Emotional Irrational
Independent Sympathetic
Participator Gesturing
Goal-oriented Uses power
Persuasive Positive
Quick-witted Talkative
Active Result focused
Looks to Future Friendly
Decisive Organised
Logical Formal
Independent Disciplined
Exact Inflexible
Pedantic Finds problems
Spontaneous Impulsive
Energetic Careless
Emotional Doesn’t listen
Talkative Competitive
Inspiring Inconsiderate
Detailed Exact
Perfectionist Distant
Systematic Indecisive
Withdrawn Logical
Controlled Steady
Caring Accepting
Steady Supportive
Indecisive Careful
Slow initiator Emotional
Stubborn Calm
Helpful Self-sacrificing
Calm Stubborn
Relaxed Submissive
Careful Indecisive
Thinker Quiet 6

7. The combination adjective cards
Exercise 4: cont..
The combination adjective cards
Open Confident
Enthusiastic Formal
Detailed Reticent
Correctness Attention
Dispassionate Deliberate
Persistent Competitive
Industrious Plans
Achieves People 7

8. Exercise 5: Issues with Larry Why do others see him as blunt?
You Larry’s supervisor. Other employees have complained to you about his behaviour.
He is not the supervisor of the employees but needs their co-operation to perform his duties.
All involved are important to the organisation and you would like to resolve the situation before it gets any worse.
Why do others see him as blunt?
What might Larry be thinking about the complaints made about him?
How could you work to resolve this issue? 8

9. Exercise 6:
Find the Dominant and Combination Styles of these Profiles.
And use the combination adjectives to describe each style
Style: C (55) S (45)
Adjectives: Exact, punctual,
practical, calm, thorough
Overuse: withdrawn, stubborn
Style:
Adjectives:
Overuse:
Style:
Adjectives:
Overuse: 9

10. Exercise 6: cont.. Style: Adjectives: Overuse: Style: Adjectives:10

11. Exercise 7:
Try decoding Jean’s style using this description by placing a D I S or C next to the behavioural adjectives.
Attributes:
Modest, pleasant, steady, friendly, calm, correct, adjustable, helpful, kind, listening, follows instructions, warm-hearted, pedantic, focused, loyal, dutiful.
Motivators
Jean is happy when everything is organised, no changes are pending and people do not fight with each other. She likes explicit instructions and the support of the organisation in complicated situations. She likes to belong to the team and be part of some high-quality entity.
Tries to avoid
She is not strong with self-initiative, so Jean does not like to face situations where she is expected to use it. Jean does not like superficiality nor being pushed. Everything must be logically connected. Contradictory instructions cause trouble and insecurity.
50%S 40% C 10% I
Style: 11

12. Exercise 8: What is their Natural Behavioural Style?
What is their Adjusted Style?
Some adjectives used to describe this style
Compared with Profile II, are there any significant changes you can observe. What is being emphasised and deemphasised?
Do you notice any significant drop in the C or S dimensions? If so, what does this mean?
How could you help to motivate this person? 
What is their strengths and preferred communication style?
This form and the next one might help you formulate some valuable information to help you debrief. Remember the aim of debriefing is to find direction in discussion points. Its not a can or cant do method nor is it good or bad.

13. Exercise 8: cont.. What is their Natural Behavioural Style?
What is their Adjusted Style?
Some adjectives used to describe this style
Compared with Profile II, what dimensions are they emphasising and deemphasising in Profile I
Do you notice any significant drop in the C or S dimensions? If so, what does this mean?
How could you help to motivate this person? 
What is their strengths and preferred communication style?
This form and the next one might help you formulate some valuable information to help you debrief. Remember the aim of debriefing is to find direction in discussion points. Its not a can or cant do method nor is it good or bad.

14. Position the task requirements on the Diamond, using numbering
Exercise 9:
Position the task requirements on the Diamond, using numbering
Contacting customers by phone
Meeting customers face to face
Asking the right questions
Organising the responses
Analysing the results
Drawing conclusions
Making an in-house presentation of results
Providing suggestions for product development

15. Exercise 9: cont.
Compare the task requirements with Flexibility Zones and Profile.
Make suggestions as to how Sam can succeed in this project

16. Write the behavioural style letter beside each description
Exercise 10:
Write the behavioural style letter beside each description
Adjectives
Deliberate, Stable, Systematic
Competitive, Aggressive, Demanding
Precise, Professional, Logical
Talkative, Social, Communicating
Descriptive Terms
Worker with a steady trend. Doesn’t get in your face. Feet on the ground.
Re-organiser. Project leader. Idea creator. Visionary. Pioneer.
Fears to be wrong. Follows the rules. Precise. Logical.
Character. Idea generator. Quick tongued. Inspirer. 16

17. Secure/stable. Proceeds carefully. Listens & seems to agree.
Exercise 10: cont..
How to Identify
Busy with simultaneous projects. May interrupt. Talks on the phone at the same time. Is not always polite.
Things are in order. Focuses on the details. Polite in a diplomatic way.
Very excitable/open/friendly. Agrees with you. Talks about people they know.
Secure/stable. Proceeds carefully. Listens & seems to agree.
Perspective
$13,287, = $13,287,543.57
$13,287, = A lot
$13,287, = .57
$13,287, = $13,000,000.00 17

18. Exercise 10: cont.. Communication Authority Based On
Often only in one direction - they listen. Answers when asked. Talks calmly. Creates trust. Talks about topics they’ve mastered. Better in 1:1 situations. Good instructor.
Better in written communication. Doesn’t express disagreeing views. Includes a lot of facts & details. May lose essentials. Doesn’t talk about opinions or abstract matters. Extremely diplomatic.
Selling & inspiring. Talks a lot but not about details. Avoids unpleasant subjects. Good in providing constructive feedback. Not always direct.
Often to only one direction - they talk. Own opinions are facts. May be blunt. Good in disciplining.
Authority Based On
Rules & Standards. Distance.
Experience. Expertise. Bureaucratic Status.
Fear. Power. Distance.
Charisma. Motivation. Atmosphere. 18

19. Things/People Manager
Exercise 10: cont..
Things/People Manager
Small Groups Participating manager.
Things Interested in facts.
People Needs a lot of people contact.
Things Sees results. People as a resource. Big units.
Decision Making
Strong opinions. Wants to make decisions. Cold or difficult decisions. New situations. Quick.
May change opinion to avoid conflict. Remembers human aspects. Customer oriented. Feeling based.
Wants to double check. Cautious in new situations. Avoids risks. Thinks about how it’s been solved previously.
Doesn’t make final decision until knows all the details. Doesn’t take risks. Is able to handle large amounts of detail. 19

20. Exercise 10: cont.. Listening Fears Insecurity. Losing face.
Listens to others. Likes discussion & socialising. Participates. Doesn’t listen very long.
Listens only to short explanations. Thinks ‘How can this benefit me?’ Not thorough. Impatient. Tends to show feelings.
Good listener. Can see things from many viewpoints and therefore help people. Nods disagreeing.
Has difficulty listening if not presented logically. Critical. Looks for errors. If interested they’re very eager to learn.
Fears
Insecurity. Losing face.
Disorganisation. Conflicts.
Abandonement. Fights - doesn’t participate in conflicts.
Losing control. Failure. 20

21. Relationship to Supervisor
Exercise 10: cont..
Relationship to Supervisor
Trustworthy. Needs clear instructions.
Either respects (if no overlapping responsibilities) or no respect at all (competitive situation).
Same as with other employees. Seeks safety from conflicts & new situations.
Doesn’t oppose. Protests by neglecting responsibilities (e.g. late, makes errors)
Irritated By
Boredom. Routines.
Dishonesty. Impatience.
Surprises. Unpredictable situations.
Inefficiency. Indecisiveness.

22. Situational Management
Exercise 10: cont..
Situational Management
Emphasis on rules. Emphasis on quality.
Maintains routines. Stable environment.
Crisis. Changes. New organisations.
Creating good atmosphere. Service orientated.
Problems
Forgets the roles. Makes small mistakes. Forgets the goals. Creates own informal network.
Gets bogged down in the details. Resists responsibility. Overly cautious.
Wants new challenges, gets bored. Does not stay within area of responsibility. Own businesses. Team work.
Resists change & new procedures. Very opinionated. Protects own team emotionally. Doesn’t initiate.

23. Exercise 10: cont.. Paperwork
Not interested in admin routines. Not good in organising paperwork. Needs an assistant to organise. May forget the reports or does last.
Bureaucratic. Builds info collection systems. Gets lost/forgets themselves in own office. Paperwork more important than other tasks. Reliable. Careful.
Effective in checking & finding mistakes. Precise. Meticulous. Has difficulty in increasing work pace. Good at generating reports.
Forgets details but wants detailed info from others to assist decision making. Needs assistant who provides info. May forget reporting, while requesting reports from others.

24. Exercise 11:
I participate is head of an accounting department. He likes to be with people and thinks positively about the organisation. All his employees are I follow.
Accounting dept. head
I Participate
Administrator
I follow
Accountant
How do you think his employees take his management style? What do they like and dislike? 24

25. Exercise 12:
I participate is head of an accounting department. She likes to be with people and thinks positively about the organisation. All her employees are I follow.
Accounting dept. head
I Participate
Administrator
I follow
Accountant
How do you think her employees take her management style? What do they like and dislike? 25

26. Exercise 13:
A sales position is open in your company. You have not advertised for the position yet three of your existing employees have expressed interest in the job. They are all good performers and you would like to keep them in their current positions. A B C
How to communicate to the candidate they may not like the position
How to ensure candidate will stay motivated in current position A B C 26

27. Exercise 14:
Place the Team Role descriptor cards on the Extended DISC Diamond, using numbers or write them in.

28. Team Role descriptor cards
Exercise 14: cont..
Team Role descriptor cards
Discusses issues logically. Weighs pro’s & cons. Finds mistakes & inconsistencies. Analyses ideas.
Masters facts. Understands systems. Takes care of details. Organises day to day activities.
See the future. Looks at the big picture. Looks into new areas. Creates opportunities.
Handles issues thoroughly. Analyses problems.
Provides emotional support. Maintains personal contacts. Inspires. Creates activity.
Understands others. Considers human factors. Supports others in decision-making.
Creates new systems. Makes decisions. Controls activities.
Checks new ideas. Provides context to issues.

29. Exercise 15:
This is animaginary team working in customer service and sales. Answer the questions about this team
Overall Distribution
How does the team’s makeup relate to their overall objectives?
Where are the team’s strengths?
Is there an area where the team has several individuals?
What does it mean for this team that there are more people in this area, especially in relation to the team’s goals?
Is it possible that the team may over-emphasise the strengths of this particular behavioural style? 29

30. Exercise 15: cont.. What are the team’s weaknesses?
Is there an area on the Diamond, where there are no (or very few) individual’s in the team?
How is the team going to compensate for this, especially as it relates to the team’s objectives?
Is the team divided into subgroups?
Is there any conflict between the different groups?
Are there different types of activities required from the team?
Is there a possibility for a better delegation of the team’s responsibilities
Are there individuals alone in certain areas?
Is the team taking advantage of their special strengths?
If you are a Consultant, or felt happy to make some recommendations based on these findings, what would you see as this team’s pitfalls and possible ways to avoid them?

31. Exercise 16: Allow 15 minutes
Dominant trait, traits above the line, the percentages
What Special Case and adjustments do you see in each profile?
Allow 15 minutes 31

32. Exercise 16: cont. Allow 15 minutes
Dominant trait, traits above the line, the percentages
What Special Case and adjustments do you see in each profile?
Allow 15 minutes 32

33. NOTES PAGE: Personal Development
Exercise 17:
NOTES PAGE: Personal Development
Capture AHA moments
Get them to close their books and work in exercise book only

34. Look at the Profiles & work together to answer the questions below
Exercise 18:
Look at the Profiles & work together to answer the questions below
What would the communication challenges be?
What might have caused them?
How would you help solve them? A B C D E F G H I
Managing Director

35. Debrief a profile (your own or a sample)
Exercise 19:
Debrief a profile (your own or a sample)
What is your natural Behavioural Style?
What’s your Adjusted Style?
Associated Adjectives
Shape, size and position of your Profile. Any Special Cases?
Reasons you may see for the Special Case?
What are the fears, pressures or avoidance issues of your style?
What motivates your style?
What is the preferred communication for your type of style?
Anything else you’d like to mention? 35