1. Discover What Drives You Through TriMetrix DNA Assessments
Presented by:
Cheryl Raudenbush, M Ed.
Mazzitti & Sullivan EAP Services

2. Objectives
Participants will be provided an opportunity for self-discovery through the debriefing of TriMetrix DNA.
Participants will learn the value of seeing from a variety of perspectives and styles.
Participants will learn the benefits of embracing the differences in every individual.
Participants will be challenged to identify specific competencies to improve upon both personally and professionally.

3. Competencies  Soft Skills
Mapping it All Out
Behaviors  HOW
12 Driving Forces  WHY
Competencies  Soft Skills
In mapping everything out, the assessment is split into three sections. Explain which sciences can change or not change.

4. Discovering Your “HOW”
Behaviors
Discovering Your “HOW”

5. Behavioral Descriptors
Shrek = very driving, on a mission, quick decisions, looking to the end goal Donkey = Looking for connections with others, social butterfly, very open and engaging, quick pace, may jump from topic-to-topic

6. Behavioral Descriptors
Gingerbread Man = Easy going, slower pace, very loyal and protective of his “people”. Remember the interrogation scene in Shrek… has a great poker face and protects the other magical animals/people
Lord Farquad = Very systematic, always analyzing and plotting to get the perfect queen, perfect kingdom, with everything all in its place… perfectionist.

7. Natural vs. Adapted
It is normal to see some changes. This person adapts, but barely. Nothing drastic or different.

8. Natural vs. Adapted
When more changes occur between natural and adapted… potential stress.

9. Behaviors
How can we incorporate our understanding of our individual DISC behavior (“makeup”) into promoting collaboration within our teams?

10. DISC Styles of Facilitation
What kind of bell would the D, the I, the S and the C tend to use to warn everyone that time has ended for the staff meeting?

11. Behavioral Dynamics This is the value we bring
Behaviors that frustrate us
What we do that frustrates others
How we adapt our style
What we Do and Do Not like in communication
Why we need the other styles D I S C

12. Driving Forces
Finding Your “WHY”

13. Driving Forces Clusters
Primary – Your top drivers that move you to action.
Focus on cluster as a whole, not just individually
Think combinations  see how each driving force supports/complements the others
Situational – Middle drivers that come into play on case-by-base basis.
Not as significant as primary, but can influence actions in certain scenarios
Indifferent – You may feel just that… indifferent toward these drives.
These may also cause conflict or adverse reactions with others who have these as primary
Think about activities/things you don’t like or people you struggle to get along with… do they relate to your indifferent cluster?

14. The Driving Forces are drawn from 6 motivator continuums (one from each end, making 12). You can score in either direction on the continuum and your two scores do not add up to 100

15. Driving Forces Activity
You are the supervisor responsible for hiring staff for 2 new positions: Position 1 = Drug & Alcohol Counselor Position 2 = Administrative Coordinator Based on your knowledge of the 12 Driving Forces, use the cards (and their definitions) to create the primary driving forces cluster that would be ideal for each position. Lay out 4 cards for each position and be ready to explain your answer!

16. Integrating Behaviors & Driving Forces
Potential:
Behavioral & Motivational Strengths
Behavioral & Motivational Conflict
Ideal Environment
Keys to Motivating & Managing

17. Sensitivity to the Feelings of the Group:
In any group, the whole is greater than the sum of the parts, and group "chemistry" generally reflects shared feelings: eager, restless, angry, bored, enthusiastic, suspicious, or even silly. Perceiving and responding to the group's dynamic is essential to skillful facilitation.
How do those feelings influence those around you? How do they influence you and what is your reaction?

18. Qualities of a Good Facilitator:
Sensitivity to the Feelings of Individuals
Creating and maintaining an atmosphere of trust and respect requires an awareness of how people are responding to both the topics under discussion and the opinions and reactions of others. Most people will not articulate their discomfort, hurt feelings, or even anger; instead they silently withdraw from the discussion and often from the group. Sensing how people are feeling and understanding how to respond to a particular situation is a critical skill of facilitation.
Think about your team/staff group all sitting in a staff meeting. You are delivering messages about a variety of topic areas. The agenda is full and your limited with time to communicate everything. What is the read of the room? What do you see when you look at the individuals in the room? Are engaged, participatory, distant, shut down, pre-occupied, working on something while you’re speaking?

19. Commitment to Collaboration
It may be tempting to take the role of traditional teacher and lead rather than facilitate. Empowering the value of cooperative learning rather than dominating the learning process.

20. What Should We Do About The Neighbors?

21. Silence?

22. Competencies 25 Personal Skills Well Developed Developed
Moderately Developed
Needs Development
Important for development, but don’t need them all
These can change!

23. Choose Your Goals