1. Increasing Communication Success with DISC
Welcome to
Increasing Communication
Success with DISC
DISCcert
Bonnie Burn
Slide 1
Welcome to Increasing Communication Success with DISC.
Our technical knowledge at work is of course critical, but its true value is when the technical knowledge is applied.
The same is true for accomplishing communication success.
We each know our own preferences for communicating with others.
However, if our plan is to accomplish optimum results, then we will need to understand the preferences of others and be willing to stretch.
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Copyright © 2005 DISCcert Inc. All rights reserved.

2. Today’s Path 2 Purpose – Provide communication insights & strategies
Process – Learn from DISC report, one another, & learning activities
Payoff – Increase communication effectiveness with colleagues & customers
Slide 2
Here is the path chosen today to reach this destination. [CLICK] It includes the Purpose of providing you with proven, practical communication insights and strategies. [CLICK] The Process we will use is a combination of learning from your DISC Reports, from one another as well as from learning activities. [CLICK] And the Payoff at the end of our journey will be the ability to increase our communication effectiveness with our colleagues and customers.
While completing the DISC Assessment, how many of you felt frustrated with your options when making your selections? Please raise your hand and look around the room? (If it was frustrating for you as well, raise your hand too.) You’ll see that you are a part of the majority. What is important is to understand that just because something is frustrating to accomplish, does not mean there is something wrong with the assessment and the process. Remember when you first started riding your bicycle? The learning process was probably a bit frustrating! But, even though we felt frustrated, that did not mean there was something wrong with the bicycle. If we had blamed the bicycle, we would have concluded that the vehicle itself was unsuitable; if we apply that same logic to being frustrated when taking the assessment, it might be easy to dismiss the assessment as invalid. Such a decision would be called, “face validity.” That is basically judging the creditability of the assessment on our comfort level of answering the questions, rather than understanding that this 4 choice approach is designed get accurate data regarding our preferences.[CLICK] 2

3. Road Map 1. DISC Background 2. Natural Style 3. Adaptive Style
Slide 3
Our selected Path is based on accomplishing the following milestones:
[CLICK] First we will discover what is meant by DISC and how it evolved.
[CLICK] Next we’ll identify the characteristics that create the Natural Style.
[CLICK] We’ll move onto defining the Adaptive Style and its importance.
[CLICK] Our final steps will lead us to useful applications of DISC.
As a result, you will then possess successful DISC strategies that you can use a.s.a.p.
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4. Applying DISC

4. What is DISC?
Gets on, quickly pushes button for “Close Door” = Dominant
Keeps door open & says,
“We’ll wait for you!” = Influence
Lets others in first, then moves toward corner = Steady
Slide 4
(Trainer: Elevator Scenario. See additional activity option below.)
Before we charge ahead with our plan, let’s start with a question that appears to require in-depth research to answer… “What is DISC?” Good news, one useful way to answer this question is by simply recalling what you observed when you watched others get on an elevator in a non-crisis scenario.
Please keep in mind, we are not judging how these 4 individuals got on the elevator, but rather just collecting observations to increase our knowledge as to what the four typical DISC behaviors look like.
[CLICK] For example, have you ever seen someone who gets on the elevator quickly and immediately upon entering, pushes the button “Close Door?” That type of behavior is typically described as someone who prefers to be Dominant, and has a priority of getting their goal accomplished NOW.
[CLICK] You may recall another individual who upon entering the elevator, thinks they saw someone down the hallway racing to get on the elevator. So this individual may use their body to keep the doors open & enthusiastically proclaims to the co-worker or stranger, “We’ll wait for you!” Their preference is to Influence a situation so everyone can be successful. They often receive a very appreciative “Thank you,” from the new boarder, which makes them smile all the more.
[CLICK] At other times you may see someone who lets everyone else get on the elevator first and then steps through the doors in a very Steady, calm demeanor. Once in the elevator, they often move thoughtfully towards one of the corners, hoping to achieve their own personal space, as well as providing it for others.
[CLICK] And you have probably witnessed others who seem to be studying the elevator itself, being very thorough and Conscientious in their decision to select this particular elevator. Upon crossing the elevator threshold, you might very well see them reading the posted statement regarding the maximum weight that can be safely transported in this elevator. This individual may turn to ascertain if the sum total of all the occupants exceeds the
weight criteria. If it does, then they step out of the elevator and take the stairs.
Which of the four sets of behavior preferences sounds most like you when you are entering an elevator? Keep in mind again, no judgment is to be made, you are just recalling your own self- observation.
(Trainer: quick exercise)
Please turn to someone seated near you and describe how you usually approach entering an elevator. As you exchange examples, you may find your approaches are similar or you may find their way of getting on an elevator is quite different than yours. Either option is fine.
The important point is that by simply observing other’s behaviors we can gain valuable insight that can help us in becoming even better communicators.
(Trainer: optional activity: “YOU WON the $250,000,000 Lottery Contest!”)
Ask them to discuss with another co-worker what would be their first actions after winning. Have them stand while doing this fast-paced activity, and jot down people’s names & what their responses were. Rotate them a number of times. Bring them all back together & ask if there were any differences in responses. And, that as more is revealed they will receive insight as to why such differences exist.
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Checks posted maximum weight, then steps off & takes stairs = Conscientious

5. History P. 3 Dr. Marston Lie Detector Book - 1928
Slide 5 (Page 3 of Report)
[CLICK] Dr. Marston, a high-profile lawyer and psychologist created the DISC Model for emotions and behavior of normal people. His prominent career, evolved into the unconventional research on how the will of a “normal” person can affect their behavior. [CLICK] In the process, he invented the first prototype of the lie detector, measuring changes in a person’s blood pressure while being questioned, as shown in this photo. [CLICK] In 1928, he published “Emotions of Normal People” based on his DISC Model and Theory that there were 4 core communication behavior styles.
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6. DISC Model FAST PEOPLE TASK DELIBERATE Behavior = Pace + Priority
Dominant Fast Task
Influence Fast People
Steady Deliberate People
Conscientious Deliberate Task
FAST
PEOPLE
TASK
Slide 6
The 4 styles are what we know today as Dominant, Influence, Steady and Conscientious.
He discovered that each style possessed a pace; fast or deliberate, as well as a priority of a focus; task or people.
Dr. Marston was one of the first in his field to step out of academia and consult with business world on how to use his research findings in a practical manner.  He also believed that the knowledge of emotions of normal people also belonged to the general population. In fact, he was the pioneer in authoring self-help books.
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DELIBERATE

7. Motivator Match-Up P. 4 Influence Fast & People Inspiring People
Steady
Dominant
Conscientious
Tony Robbins Nelson Mandela Judge Judy Albert Einstein
Dominant Fast & Task Solving Problems
Slide 7 (Page 4 of Report)
Here we have 4 high-profile individuals, all with very different motivators.
Tony Robbins, Nelson Mandela, Judge Judy, and Albert Einstein.
When each of them is working at the pace they like as well as on the priority of their choice, motivation easily appears.
That is true for all of us… we become energized, and our “want to” factor increases as well feeling in sync with our objectives.
[CLICK] As I am reviewing the four main behavioral motivators associated with each of the four styles, assess which individual is the best match for each style. Then we’ll compare selections at the end.
A strong Dominant style, is Fast Pace and Priority is Task, the Goal.
They are energized by Solving Problems quickly.
Whereas a strong Influence style, is Fast Pace but Priority is People and
are motivated by engaging and inspiring People.
A strong Steady style, has a more Deliberate Pace & has People as the Priority
and prefers to be of service and support others with helpful Plans.
And the strong Conscientious has a Deliberate Pace & their Priority is a Task is done accurately
and they are typically motivated by analyzing data, creating complex, accurate Procedures.
Let’s start with Tony Robbins… His Pace? (Fast) His Priority? (People) So, his style would be? [PAUSE] [CLICK] (Influence)
Next Nelson Mandela… His Pace? (Deliberate) His Priority? (People) That would make his style? [PAUSE] [CLICK] (Steady)
Then Judge Judy… Her Pace? (Fast) Her Priority? (Task) And her style would be? [PAUSE] [CLICK] (Dominant)
And Albert Einstein… His Pace? (Deliberate) His Priority? (Task) That would mean his style would be? [PAUSE] [CLICK] (Conscientious)
When you are working at the pace you want as well as on the priority of your choice, then you will find you are naturally more energized and motivated on accomplishing your objectives.
And, that is exactly where we are going next …to help you learn about your own pace and priority and natural style.
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Influence Fast & People Inspiring People
Steady Deliberate & People Offers Helpful Plans
Conscientious Deliberate & Task Complex Procedures

8. Natural eGraph II Key Points: P. 6 Style NOT skill
UNDERLINE
Key Points:
Style NOT skill
Represents BOTH your 24-7, work and home
Based on Nature (DNA) and Nurture (society & family influences)
Slide 8 (Page 6 of Report)
Please turn to page 6, your “DISCcert Natural eGraph II “ in your DISC Report.
I am going to initially cover a few key points on this page and then we’ll dive deeper into what each style means in more detail and then you will be looking at your own Natural Graph II with some additional word descriptions.
[CLICK] Please underline “Style Assessment.” DISC measures behavior, preference, style… not skill or performance.
In addition, Natural Graph II also represents both your work and home. This is important to remember. It does not just represent home, but work and home. And, underline next to “Graph II based on” – underline the “Nature (your DNA) & Nurture (your society and family influencers.)”.
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9. Natural eGraph II Key Points P. 6
Energy Line: indicates degree of preference for each style
Natural Style: based on points above the Energy Line - Labeled as your “Pattern”
We all have some D, I, S, and C in our style
Slide 9 (page 6 of the Report)
The Energy Line is used to explain what our communication preferences are when communicating. It is not good or bad to have points above or below the Energy Line.
[CLICK] However, it is our strongest behavior preferences, that are above the Energy Line, that actually determines what is known as our DISC Natural Pattern.
Please keep in mind, no style is better than another style.
[CLICK] We all have varying degrees of the D,I,S,C characteristics in our behavior patterns.
Optional: You might be wondering how your Graph II was determined.
Actually, researchers discovered that people have more clarity around what they DON’T like.
For example, if you asked me what my least favorite food is, I would say Liver.
It doesn’t matter where or when you ask me, that will always be my answer… I don’t like liver.
So it was your DISC Assessment responses to the “Least” questions that determined your Natural Graph II.
We will talk about the Adaptive Graph I a little later in the program.
Let’s move onto exploring each of the styles in more detail and then you will return to your Graph II with additional word descriptions.
(Trainer: optional insert slides “How graph # is determined”) [CLICK]

10. Orientation: Problem Solve
Dominant
P. 6
Orientation: Problem Solve
Above
the Energy Line
Preference:
Expediency
Slide 10 (Page 6 of Report)
Someone’s Dominant Style may be above the energy line.
[CLICK] Since the D communication orientation is on Problem Solving, they typically prefer to [CLICK] handle situations with great expediency.
They are often referred to as result driven, bottom line, and can be quite competitive… like to win!
Challenges and conquering them give them energy.
[CLICK] High D’s typically need to beware that others may perceive their assertiveness as quite demanding.
And if such behavior persists, that can generate some “withdraws” in their Emotional Bank Account.
How many of you have heard of that concept? It’s like your Bank Account…
You make deposits, and to pay your bills you make withdrawals.
But if someone makes withdrawals consistently, that can contribute to what is referred to as “Emotional Bankruptcy.”
(Trainer: have participants remain on page 6 for slides 10-21) [CLICK]
Overuse:
Demanding

11. Orientation: Problem Solve
Dominant
P. 6
Orientation: Problem Solve
Below
the Energy Line
Preference:
Contemplative
Slide 11 (Page 6 of Report)
Another person may have a Dominant Style that is below the energy line.
[CLICK] Their preference when it comes to problem solving [CLICK] is to be more on the prudent, contemplative, reflective.
Gathering information first, processing it, and then deciding which is the approach they are most comfortable with.
Of course, sometimes one can study a situation at great length & still a “whale” might show up!
And most assuredly, even though their comfort zone may be collecting data before offering an option,
[CLICK] They can certainly make a conscious effort to learn to develop the skill to be quick and expedient to problem solve, if needed.[CLICK]
Can Develop Skill:
To Be Expedient

12. Orientation: Problem Solve
Dominant
Orientation: Problem Solve
P. 6
Near
the Energy Line
Preference:
Calculated Risks
Slide 12 (Page 6 of Report)
Looking for the perfect wave!
[CLICK] If someone has a D style that is near the energy line and they are problem solving, [CLICK] they are more apt to be calculated in their risk taking.
Their preference would be to approach decision making with a rational strategy.
[CLICK] The fact that their style is near the energy line means it is easier for them to speed-up or slow down when needed.
In “DISC” terms, that means it requires a more moderate effort to stretch, flex or adapt when communicating with others that have a different problem solving preference.
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Moderate Effort to Stretch/Flex/Adapt

13. Orientation: People Connection
Influence
P. 6
Orientation: People Connection
Above
the Energy Line
Preference:
Demonstrative
Slide 13 (Page 6 of Report)
Someone’s Influence Style may be above the energy line.
[CLICK] Since the I Style is focused on how one goes about influencing others, the high I prefers actively interacting with people and is energized by frequent connections with others.
[CLICK] They are known for expressing themselves quite openly and enjoy demonstratively inspiring others.
Vocations they are often drawn to are related to customer service, sales and marketing.
[CLICK] However, their enthusiasm is not always appreciated and they need to be aware that that it may be a bit on the overpowering side for others.
If this is done too frequently then Emotional Withdrawals can occur. [CLICK]
Overuse: Overpowering Enthusiasm

14. Orientation: People Connection
Influence
P. 6
Orientation: People Connection
Below
the Energy Line
Preference -
Understated
Slide 14 (Page 6 of Report)
Another person may have an I Style that is below the energy line.
[CLICK] Their preference when it comes to connecting with others is a more reserved, understated, behind the scenes approach.
[CLICK] Being center stage would not be their first or even second choice for interacting with others.
If they were to attend a network event, they would typically look for someone they already knew and continue that conversation for the balance of the event.
[CLICK] However, they can certainly make a conscious effort to learn to develop the skill to speak in front of groups, lead meetings and be persuasive if necessary.
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Can Develop Skill - To Persuade

15. Orientation: People Connection
Influence
P. 6
Orientation: People Connection
Near
the Energy Line
Preference:
Friendly/Reserved
Slide 15 (Page 6 of Report)
If someone has an I style that is [CLICK] near the energy line they are usually friendly, poised, reserved and even modest.
[CLICK] They are usually comfortable being with others and do want their opinion known, but do not want to overshadow others.
The fact that their style is near the energy line means it is easier for them to speak-up if needed or to wait to express their ideas.
They can actively engage others, but that is not a role of choice to be maintained.
[CLICK] In “DISC” terms, that means it requires a more moderate effort to stretch, flex or adapt when communicating with others that have a different preference for interacting. [CLICK]
Moderate Effort to Stretch/Flex/Adapt

16. Orientation: Planning
Steady
Orientation: Planning
P. 6
Above
the Energy Line
Preference:
Systematic
Slide 16 (Page 6 of Report)
Someone’s Steady Style may be above the energy line.
[CLICK]The “S” Style is focused on how one goes about planning, having systems and methods.
[CLICK] The high S prefers a stable, consistent environment with a predictable and systematic pace.
Prefers to be a team player rather than a team leader. The “S” is the most accommodating style.
[CLICK] However, their preference for stability can be observed as wanting to maintain status quo.
And, yes, you’re right… they certainly can commit to putting effort towards exploring new options.[CLICK]
Overuse:
Keep Status Quo

17. Orientation: Planning
Steady
Orientation: Planning
P. 6
Below
the Energy Line
Preference:
Spontaneous
Slide 17 (Page 6 of Report)
Another person may have an S Style that is below the energy line.
[CLICK] Their preference when it comes to being organized leans towards someone who loves to be spontaneous and brainstorm.
[CLICK] May have a plan and then quickly changes to a whole new approach.
Loves to help get projects started.
[CLICK] And yes, they can develop the skills and abilities to be organized and follow timelines, if they commit to it.
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Can Develop Skill: To Be Organized

18. Orientation: Planning
Steady
P. 6
Orientation: Planning
Near
the Energy Line
Preference:
Composed
Slide 18 (Page 6 of Report)
If someone has a S style that is near the energy, above or below, [CLICK] they are more apt to be relaxed, composed and calm.
[CLICK] They are comfortable checking on the progress of their projects and providing support to others.
[CLICK] The fact that their style is near the energy line means it is easier for them to help organize a project and are more apt to also be open to new ideas.
[CLICK]  
Moderate Effort to Stretch/Flex/Adapt

19. Orientation: Procedures
Conscientious
P. 6
Orientation: Procedures
Above
the Energy Line
Preference:
To Analyze
Slide 19 (Page 6 of the Report)
Someone’s Conscientious Style may be above the energy line.
[CLICK] The high C Style is focused on making sure procedures are followed and are accurate. Quality, high standards, correctness are extremely important to them.
[CLICK] They expect to get time to assess and analyze situations or issues. The higher the point is for the C Style, the more logic and facts they expect. Vocations they are often drawn to are related to engineering, science and music (music has a high mathematical component for many musicians.)
[CLICK] However, their drive to have exacting figures may lead them to getting stuck in details. And, they can most assuredly commit effort & develop skill towards determining what must have extensive documentation vs priorities that don’t require that level of detailed intensity. [CLICK]
Overuse:
Stuck in the Details

20. Orientation: Procedures
Conscientious
P. 6
Orientation: Procedures
Below
the Energy Line
Preference:
Conceptual
Slide 20 (Page 6 of the Report)
Another person may have a Conscientious Style that is below the energy line.
[CLICK] Their preference when it comes to working with details and procedures [CLICK] is a much more conceptual, big picture viewpoint.
And if the rules do not seem to fit the situation, they are willing to change the rules.
They have quite the “Can Do” attitude. (Does not mean they know how to do something, but, they figure they’ll get it done one way or another.)
Based on their orientation, accurate paperwork is usually not of the highest priority.
[CLICK] Of course, once they commit effort & develop the ability to be more detailed, they too can produce correct paperwork. [CLICK]
Can Develop Skill: To Be Detailed

21. Orientation: Procedures
Conscientious
P. 6
Orientation: Procedures
Near
the Energy Line
Preference:
Pragmatic/Focused
Slide 21 (Page 6 of the Report)
If someone has a C style that is near the energy line [CLICK] and they are working with procedures, [CLICK] they are more apt to be pragmatic and focused.
They often work independently and prefer time to take care of details.
Their preference would to approach decision making with a rational strategy.
The fact that their style is near the energy line means it is easier for them to become more analytical if need be or stretch to be more experimental.
[CLICK] In “DISC” terms, that means it requires a more moderate effort flexing or adapting when working with procedures.
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Moderate Effort to Stretch/Flex/Adapt

22. Connecting with People Working with Procedures
Natural Word Sketch
P. 7
Key Points
Positive “Style” descriptors for your Natural Style
Highlighted words indicate your preference for:
Problem Solving
Connecting with People
Developing a Plan
Working with Procedures
Slide 22 (Page 7 of the Report)
Remember: DISC is a Style Assessment only.
[CLICK] And Graph II represents you 24/7, at work or home, based on Nature and Nurture.
Based on your assessment responses, your DISC report has identified characteristics that line-up with your Natural Graph II DISC Pattern.
[CLICK] The shaded words indicate your preference for solving problems, influencing people, developing plans and handling procedures.
Note that all your points, whether above or below the Energy Line have positive descriptors. The actual location of each style represents the degree to which you more or less prefer in using when communicating with others.
(Trainer: quick exercise)
Would you all now stand & go share your page 7 with another person… I know you’re wanting to see one another’s results. Remember, no one style is better than other. What you’re sharing is your preferences for Problem Solving, how you Connect with People, the way you approach Planning, and how you respond to working with procedures. [CLICK]

23. Overview of 4 DISC Styles
Athletes
Coaches
Slide 23
Here is a quick overview of the four styles.
Focus: D - Dominant – Conquering Challenges. For example, Athletes thrive on Challenges.
We all want to win, but these folks are energized by always winning. You’ll find D
Focus: I - Influence - Look to make Connections. For example, Coaches focus on Contact with others, motivating them. We all may want to be around people, but these folks are energized as being a significant role when influencing others.
Focus: S - Steady – Prefer Consistency. For example, Professors provide Constant support for others. We may all like things to be well organized, but these folks are energized by making sure things are methodical & predictable consistently.
Focus: C - Conscientious – Cautious and Detailed. For example, Scientist believe it's best to be Cautious in all they do. We may all be able to do details, but ensuring accuracy is extremely energizing to these folks. [CLICK]
Scientists
Teachers

24. DISCcert Team Overview of 4 DISC Styles
Slide 24
Insert Group Graph from your DISC Admin Site.
-Select “Create Group Reports.”
-Select “All – DISC - Team Report”
-Overview is on Page 5.
Share in team training or a mixed group.
-Serves as practical reference sheet.
-Encourages people to use the DISC Training as a laboratory as they identify various styles throughout the session.
-Adds levity, playfulness as well as a simple method for helping us anchor which behaviors go with which styles.
Team Training
-Print as a handout and pass out at this time.
-Serves as a great job aid. Team members will use it as they plan their interactions with others.
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25. Strengths they excel at…
P. 11
ominant
Asks questions that challenge tradition
Works quickly to resolve issues
nfluence
Brings a sense of enthusiasm
Easily negotiates conflicts between teams
teady
Excels at calming disagreements
Encourages input from all members
onscientious
Clarifies complex issues
Demonstrates technical expertise
Slide 25 (Page 11 of the Report)
So you can see specific strengths of each style, here’s some highlights.
Dominant:
Asks questions that challenge tradition; works quickly to resolve issues.
Influence:
Brings a sense of enthusiasm; easily negotiates conflicts between teams.
Steady:
Excels at calming disagreements; looks for different approaches.
Conscientious:
Clarifies complex issues; demonstrates technical expertise.
(Trainer: It is quite powerful, if you have at least 1 person from each style share 2 strengths, so folks can hear the differences amongst the styles.
If you have someone in the room who is a D…ask them to share one of their strengths…Don’t be surprised if D hasn’t done page 8…Ask them to turn to page 11…and just read their top item. By having someone in the group provide their answer…Assessment gains creditability…because peers are providing the answers…not just you.)
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26. Motivators they tend to prefer…
ominant
Authority equal to responsibility
Opportunities to express ideas and opinions
nfluence
Recognition for skills and insights
Power to control own career path
teady
Sincerity from groups and peers
Sufficient time to adjust to change
onscientious
Tasks completed right first time
Projects highly specialized
Slide 26 (Page 12 of the Report)
It’s also very helpful to know what motivates each style, here’s some key points.
Dominant: Authority equal to responsibility; opportunities to express ideas and opinions.
Influence: Recognition for skills and insights; power to control own career path.
Steady: Sincerity from groups and peers; sufficient time to adjust to change.
Conscientious: Tasks completed right the first time; projects highly specialized.
(Trainer: It is quite powerful, if you have at least 1 person from each style share 2 strengths, so folks can hear the differences amongst the styles. If you have someone in the room who is a D…ask them to share one of their motivators…Don’t be surprised if D hasn’t done page 8…Ask them to turn to page 12…and just read their top item. By having someone in the group provide their answer…Assessment gains creditability…because peers are providing the answers…not just you.)
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27. Communication Tips P. 14 ominant nfluence teady onscientious
Offer solutions
Anticipate questions
nfluence
Acknowledge ideas
Have joint meetings
teady
Provide a plan
Offer assurances
onscientious
Provide rationale
Include documentation
Slide 27 (Page 14 of the Report)
Each style has their own unique preferences when it comes to how they would like you communicate with them.
Dominant: Offer solutions; anticipate questions.
Influence:  Acknowledge ideas; have joint meetings.
Steady:  Provide a plan; offer assurances.
Conscientious:  Provide rationale; include documentation.
(Trainer: It is quite powerful, if you have at least 1 person from each style share 2 strengths, so folks can hear the differences amongst the styles. If you have someone in the room who is a D…ask them to share one of their strengths…Don’t be surprised if D hasn’t done page 8…Ask them to turn to page 14…and just read their top item. By having someone in the group provide their answer…Assessment gains creditability…because peers are providing the answers…not just you.)
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28. Pair and Share P. 8 With a partner… - Share - Discuss - Learn
Strengths
Motivators
Communication Tips
- Discuss
Similarities?
Differences?
- Learn
About communicating with your partner?
Slide 28 (Page 8 of the Report... Add Page 11, 12, & 14 as reference if they don’t have Page 8.)
General Grouping Option:
If possible, based on Natural graphs, create pairs with opposite styles.
e.g. D's with S's & I 's with C's. If no time to match prior to training, ask D & I's to stand.
Depending upon your style breakdown, ask 1 or 2 S or C's to pair up with one of the D's or I's.
Tip: Might want to post list of pairs on wall instead of just reading them out loud.
Team Building Option:
Objective … Improve communications.
-Determine sets of pairs prior to the session.
-Ask them to share Strengths, Motivators, Communication Tips.
-In addition, ask them to ask their partner, “Do I include your communication tips when I interact with you?”
-This exchange is confidential, although you are moving around in your “Professional Ease-Dropper” role.
*Spinach Story: Ever had a spinach salad for lunch & you go back to work &
attend a lot of meetings and go home & then look in the mirror and what
do you see…? And you ask yourself… Why didn’t ….. (somebody tell me??)
You would have been embarrassed when they told you, ...but, now you’re
humiliated. Wouldn’t you like to know if you had spinach on your teeth
right now?
*Introductions Story: Ever met someone & you didn’t quite get their name? But, you tell yourself,… That’s okay, I’m sure I’ll never see them again. And…yes… you see them again. This time you still don’t get their name, but you’re sure that was just a fluke & you’ll never see them again. And.. you do…but, this time you are expected to introduce them to someone else. And they look at you and ask… If you didn’t know my name…why didn’t you ask before? Similar situations happen at work. Someone does something that bugs you, but you tell yourself they won’t do it again. And… things then move along, to the point they have now done it 5 times, but, you’re concerned if you say something to them…they are now going to ask you… Why didn’t you tell me in the first place? So… moral of the story here is.. we don’t have crystal balls… & sometimes we might step on someone’s toes at work & it might take awhile before they tell you…don’t make them wrong for finally telling YOU!
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29. Adaptive Graph I Key points P. 15 1 Day at Work Can change day to day
Influenced by 3 R’s:
Role
Relating
Responsibilities
Based on your “Most”
Slide 29 (Page 15 of the Report)
We already referenced Graph II. Now let’s read Graph I.
Key Points: [CLICK]
One day at work.
Can change day to day.
Influenced by 3 R’s: Role, Relating, Responsibilities
Based on your “Most”
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30. What if Adaptive is similar to Natural?
If Natural & Adapted Graphs are similar?
The day the person
took the assessment
they were able to use …
their same natural style preferences.
Important:
Be open to stretching when needed.
Slide 30 (Page 15 of the Report)
If your Graph I Adaptive & Graph II Natural are similar than it means that you used your same natural behavioral traits or style preferences the day at work that you completed the assessment. Your job most likely that day felt in-line with how you would like to be communicating. However, the goal is to not stay in that mode day in and day out, otherwise you are not stretching to accommodate another’s way of communicating.
Important:
Be open to stretching when needed. [CLICK]

31. What if Adapted is different than Natural?
Adpated? Reflects how you
needed to communicate
(on the day they took assessment.)
Agree? day at work is not always the same as the next day.
Influencers?
Role
Responsibilities
Relating to someone
May require stretching outside of
your natural comfort zone.
Slide 31 (Page 15 of the Report)
If your Graph I Adaptive & Graph II Natural are different than it means that the day you took the assessment you needed to adapt/flex/stretch to get the job done. You were willing to use behaviors that are not as comfortable or natural for you.
Adapted? Reflects how you needed to communicate on the day you took the assessment.
Agree? 1 day at work is not always the same as the next day.
Influencers? Role, Responsibilities, Relating to someone
May require stretching outside of your natural comfort zone. [CLICK]

32. Is it better to have different or similar Graphs?
Both options are fine.
Similar Natural & Adapted ...
Stretching not needed day you took the assessment at work.
P. 15
Different Natural & Adapted ...
Stretching needed the day you took the assessment at work.
If different, helpful to check out …
“Does this stretch occur occasionally or
does it represent a longer period of time?”
Longer period of time requires more effort.
Slide 32 (Page 15 of the Report)
Similar Natural & Adapted:
Stretching not needed the day you tool the assessment at work.
Different Natural & Adapted:
Stretching needed the day you took the assessment at work.
Important question - Does this stretch occur occasionally or does it represent a much longer period of time? If it represents a long period of time, it is helpful to remember that it is requiring more effort to accomplish tasks, which can cause stress. You may want to explore how you could accomplish the same assignment(s), but with an approach that does not entail such prolonged adaptation. If you cannot recall what you were specifically doing that day, think of what job responsibilities might have required you to stretch in such a manner. This can provide you increased understanding as to what you may experience in future situations that necessitate flexing.
[CLICK]

33. Connecting with People Working with Procedures
Adaptive Word Sketch
P. 16
Key Points
Positive “Style” descriptors for your Adaptive Style:
One day at work
Possibly influenced by 3 R’s
Highlighted words indicate your preference for:
Problem Solving
Connecting with People
Developing a Plan
Working with Procedures
Slide 33 (Page 16 of the Report)
The shaded words are describing how you prefer to either problem solve, interact with people, plan, and work with procedures the day you took the assessment.
[CLICK] Based on your assessment “Most” responses, your DISC report has identified characteristics that line-up with your Adaptive Graph I DISC Pattern.
[CLICK] The behavioral traits you demonstrated are influenced by what role(s), responsibilities
and to whom you were relating to the day you took your assessment.
[CLICK] The shaded words indicate what communication behaviors you utilized the day you took the assessment to problem solve, influence people, develop plans and handle procedures.
(Trainer: quick exercise: have each person go share their insights with one other person. Have them ask each other, “What insights do you see as you review your own Graph I compared to Graph II?”) [CLICK]