1. DISC DISCUS PROFILES Charles Helliwell

2. Introduction

3. Introduction 1. People are fairly PREDICTABLE. Under given circumstances, we tend to think, feel, act and Under given circumstances, we tend to think, feel, act and respond in certain behavioural patterns respond in certain behavioural patterns

4. Introduction 1. People are fairly PREDICTABLE. Under given circumstances, we tend to think, feel, act and Under given circumstances, we tend to think, feel, act and respond in certain behavioural patterns respond in certain behavioural patterns 2. Our basic style is that which we describe as “I’m Born Like That”. That”.

5. Introduction 1. People are fairly PREDICTABLE. Under given circumstances, we tend to think, feel, act and Under given circumstances, we tend to think, feel, act and respond in certain behavioural patterns respond in certain behavioural patterns 2. Our basic style is that which we describe as “I’m Born Like That”. That”. 3. However, we are moulded or modified by our immediate ENVIRONMENT, mostly at work. ENVIRONMENT, mostly at work. Many people eventually exhibit a style different from their basic Many people eventually exhibit a style different from their basic pattern because they accommodate, respond, react and/or pattern because they accommodate, respond, react and/or accept the realities of their workplace demands. accept the realities of their workplace demands.

6. Introduction 1. People are fairly PREDICTABLE. Under given circumstances, we tend to think, feel, act and Under given circumstances, we tend to think, feel, act and respond in certain behavioural patterns respond in certain behavioural patterns 2. Our basic style is that which we describe as “I’m Born Like That”. That”. 3. However, we are moulded or modified by our immediate ENVIRONMENT, mostly at work. ENVIRONMENT, mostly at work. Many people eventually exhibit a style different from their basic Many people eventually exhibit a style different from their basic pattern because they accommodate, respond, react and/or pattern because they accommodate, respond, react and/or accept the realities of their workplace demands. accept the realities of their workplace demands. 4. There are no “right” or “wrong” or even “good/bad” styles. The key is “APPROPRIATENESS”. key is “APPROPRIATENESS”. Realising our own styles helps “understand ourselves and how Realising our own styles helps “understand ourselves and how we impact others”. Knowing the styles of others (superiors, we impact others”. Knowing the styles of others (superiors, peers, subordinates) help us adapt effectively to them and peers, subordinates) help us adapt effectively to them and minimise potential conflict or unpleasantness. minimise potential conflict or unpleasantness.

7. Biaxial Model of DISC

8. AssertivenessPassivityOpennessControl

9. Assertiveness Assertive people are pro-active and direct. They lead rather than follow, and like to take immediate action whenever they can. They believe in grasping opportunities and making their own way. Often independent and commanding, they prefer to give orders rather than take them, and will issue instructions rather than ask for cooperation.

10. Biaxial Model of DISC Passivity Passivity The opposite of Assertiveness, Passivity describes people who are patient and cautious. They prefer to avoid taking risks, and rarely take definitive action unless the pressure to do so is unavoidable. They dislike change or surprise, and will seek calm, predictable situations.

11. Biaxial Model of DISC Openness Extremely Open people are friendly, trusting and ingenuous. They express themselves easily and value strong relationships with other people. Open individuals tend to work on an emotional level, revealing their feelings to others and being ready to sympathise with those around them.

12. Biaxial Model of DISC Control Controlled individuals are practical and somewhat cynical in style. They value hard facts and rational argument above emotional considerations, and prefer to follow their own ideas, rather than rely on other people. At times, they can be distrustful or suspicious, and will rarely volunteer information about themselves to other people.

13. Biaxial Model of DISC

14. Assertiveness ControlOpenness Passivity

15. Assertiveness ControlOpenness Passivity DriverCommunicator PlannerAnalyst

16. Assertiveness ControlOpenness Passivity Compliance Dominance Influence Steadiness DriverCommunicator PlannerAnalyst

21. Understanding a high D (DOMINANCE) Basic Style- Shapes the environment by overcoming opposition Basic Motivation- Challenge Basic Fear- Being taken advantage of by others Needed in the- Freedom Work - Authority Environment- Varied activities - Difficult assignments - Opportunity for advancement Would Respond- Provides direct answers Best To a - Sticks to business Leader Who- Stresses logic - Provides pressure - Allows freedom for personal accomplishment Needs to Learn- You need people That- Relaxation is not a crime - Some controls are needed - Everyone has a boss - Even you verbalising why you’ve reached a conclusion helps

22. Understanding a high I (INFLUENCE) Basic Style- Shapes the environment by bringing others into alliance Basic Motivation- Recognition Basic Fear- Loss of influence with others Needed in the- Prestige Work - Friendly relations Environment- Freedom from control and details and details - Opportunity to help others help others - Opportunity to motivate people - Chance to verbalise ideas Would Respond- Is a democratic manager and also a friend Best To a - Provides social involvement outside of work Leader Who- Provides recognition of abilities - Offers incentives for risk-taking Needs to Learn- Time control helps That- Deadlines are important - There is such a thing as too much optimism

23. Understanding a high S (STEADINESS) Basic Style- Co-operate with others to get the job done Basic Motivation- Appreciation Basic Fear- Loss of stability (such as predictable conditions, actions and relationships in their environment) and relationships in their environment) Needed in the- An area of specialisation Work - Identification with a group Environment- Established work pattern - Security of situation - Consistent familiar environment environment Would Respond- Is relaxed and amiable Best To a - Allows time to adjust to a Leader Who change in plans - Serves as a friend - Allows to work at own pace - Asks “how” questions - Clearly defines goals and their role in reaching them Needs to Learn- Change provides opportunity That- Friendship isn’t everything - Discipline is good

24. Understanding a high C (Compliance) Basic Style- use existing structures and rules to accomplish aims Basic Motivation- Certainty Basic Fear- Pressure and confrontational situations;very strong aversion to risk, and will rarely take any action unless they can feel absolutely sure about its consequences. Basic Fear- Pressure and confrontational situations; very strong aversion to risk, and will rarely take any action unless they can feel absolutely sure about its consequences. Needed in the- detailed work Work - not have to relate too closely Environment- need for self reliance - Security of situation - strict policies and rules Would Respond- provides clear guidance Best To a - is precise and ordered Leader Who- clearly defines goals and their role in reaching them - does not need to socialise - allows to work at own pace Needs to Learn- Flexibility can lead to breakthrough That- Friendship are not dangerous - Discipline is good but can be relaxed at times

26. D - Dominance Emphasis is on shaping the environment by overcoming opposition to accomplish results Description This persons’ tendencies include : - getting immediate results - causing action - accepting challenges - making quick decisions - questioning the status quo - taking authority - causing trouble - solving problems This person desires an environment which includes : - power and authority - prestige and challenge - opportunity for individual accomplishment accomplishment - wide scope of operations - direct answers - opportunity for advancement - freedom from controls and supervision - many new and varied activities Action Plan This person needs others who : - weighs pros and cons - calculate risks - use caution - structure a more predictable environment - research facts - deliberate before deciding - recognise the needs of others To be more effective, this person needs : - difficult assignments - understanding that they need people - techniques based on practical experience - an occasional shock - identification with a group - to verbalise the reasons for conclusions - an awareness of existing sanctions - to pace self and to relax more

27. I - Influencing of Others Emphasis is on shaping the environment by bringing others into alliance to accomplish results Description This persons’ tendencies include : - contacting people - making a favourable impression - verbalising with articulateness - creating a motivational environment - generating enthusiasm - entertaining people - desiring to help others - participating in a group This person desires an environment which includes : - popularity, social recognition - public recognition of ability - freedom of expression - group activities outside of the job - democratic relationships - freedom from control and detail - opportunity to verbalise proposals - coaching and counselling skills - favourable working conditions Action Plan This person needs others who : - concentrate on the task - seek facts - speak directly - respect sincerity - develop systematic approaches - prefer dealing with things to dealing with people - take a logical approach - demonstrate individual follow-through To be more successful, this person needs : - control of time, if D or S is below the midline - objectivity in decision making - participatory management - more realistic appraisals of others - priorities and deadlines - to be more firm with others if D is below the midline

28. S - Steadiness Emphasis is on co-operating with others to carry out the task Description This persons’ tendencies include : - performing an accepted work pattern - sitting or staying in one place - demonstrating patience - developing specialised skills - concentrating on the task - showing loyalty - being a good listener - calming excited people This person desires an environment which includes : - security of the situation - status quo unless given reasons for change change - minimal work infringement on home life life - credit for work accomplished limited territory territory - sincere appreciation - identification with a group - traditional procedures Action Plan This person needs others who : - react quickly to unexpected change - stretch towards the challenges of ten accepted task - become involved in more than one thing - are self-promoting - apply pressure on others - work in an unpredictable environment - delegate to others - are flexible in work procedures - can contribute to the work To be more effective, this person needs : - conditioning prior to change - validation of self-worth - information on how one’s efforts contribute to the total effort to the total effort - work associates of equal competence - guidelines for accomplishing the task - encouragement of creativity - confidence in the ability of others

29. C - Compliance Emphasis is on working with existing circumstances to promote quality in products or service Description This persons’ tendencies include : - following directives and standards - concentrating on details - working under controlled circumstances circumstances - being diplomatic with people - checking for accuracy - criticising thinking - complying with authority This person desires an environment which includes : - security assurances - standard operating procedures - sheltered environment - reassurance - no sudden or abrupt changes - being part of the team - personal attention - status quo unless assured of quality control quality control - door openers who call attention to accomplishments to accomplishments Action Plan This person needs others who : - desire to expand authority - delegate important tasks - make quick decisions - use policies only as guidelines - compromise with the opposition - state unpopular positions To be more effective, this person needs : - precision work - opportunity for careful planning - exact job and objective descriptions - scheduled performance appraisals - as much respect for people’s personal worth as for what they accomplish worth as for what they accomplish - to develop tolerance for conflict

30. Profile Graphs

32. The Ideal Team High “D” - who will generate ideas and insist on results. High “D” - who will generate ideas and insist on results. High “I”- who will go out and promote those ideas. High “I”- who will go out and promote those ideas. High “S”- who will make certain those ideas are carried High “S”- who will make certain those ideas are carried out...and will bring stability to the group. out...and will bring stability to the group. High “C”- who will make certain that key details are High “C”- who will make certain that key details are covered and the project is done well. covered and the project is done well.

33. Learning To Work Together Overcoming Barriers Take Appropriate Action Steps Take the appropriate Action Steps which will reduce tension in others and help you be more effective in working together with your team members If you are a High “D”If you are a High “I” >Learn to listen, be patient.>Be less impulsive. >Develop greater concern for people.>Be more result oriented. >Focus more on personal relationships.>Control actions / emotions. >Be more flexible with people.>Focus attention on details / facts. >Explain “Why”.>Slow Down pace. >Be warmer.......more open.>Listen, don’t talk as much. If you are a High “S”If you are a High “C” >Be less sensitive to what people think.>Develop focus on right things, >Be more concerned with the task.not just doing things right. >Face confrontation.>Try to respond more quickly. >Be more decisive.>Trust your intuition. >Increase pace.>Be less fact oriented. >Initiate.>Look ahead. >Learn to say “No”.>Develop relationships. >Be more open / flexible.

34. Learning To Work Together DOMINANT HarshDecisive PushyIndependent DominatingEfficient SeverePractical ToughDetermined Others may Those with see Similar Pattern INFLUENCE ExcitableStimulating EgotisticalEnthusiastic ReactingDramatic ManipulativeOutgoing TalkativePersonal Others may Those with see Similar Pattern STEADINESS ConformingSupportive AwkwardWilling DependentDependable SlowReliable RetiringAgreeable Others may Those with see Similar Pattern COMPLIANCE CriticalThorough StuffyPersistent IndecisiveOrderly MoralisticSerious PickyIndustrious Others may Those with see Similar Pattern

35. Blending Strengths Summary DISC Value to TakesContactsPerformsConcentrates the Team initiativepeoplespecialisedon details follow-through Major Strength ofEnthusiastic;Good peopleThoroughness, Strength purpose;gets peopleskills; goodaccuracy in goal oriented,motivated,team playeranalysing all get thingsinvolvedor leaderthe data Major Can be Impulsiveness;May sacrificeOverly cautious; Weakness insensitivemay not focusresults forcan be too to feelings ofattention onharmony;thorough and impatientdetails / factsreluctant tolose sight of initiatetime Motivated Results,Recognition;Relationships,Being right By challenge,approval;appreciationquality actionvisibility

36. Blending Strengths Summary DISC Time Focus:now;Focus:future;Focus:present;Focus:past; efficient use tends to rushspends time inworks more of time......to the nextpersonal manage-slowly to ensure likes to getexciting thingment interactionaccuracy to the pointsometimes to the detriment of the task Communi One-way.....Enthusiastic,Two-way......Good listener, - cation not as goodstimulatinga good listenerespecially in a listener,better often one-way,relation to tasks at initiatingcan inspire communicationothers Decision Impulsive;Intuitive,Relational;Reluctant, Making always makesquick,makes decisions thorough; decisions withlots of winsmore slowly, dueneed lots of goal in mindand lossesto input from othersevidence Behaviour AutocraticAttacksAcquiescesAvoids UnderTension