1. Copyright © CRKInteractive 2009. All rights reserved. 1 Understanding Behavioral Styles & Motivation Your Facilitator: Chapter 1

2. Copyright © CRKInteractive 2009. All rights reserved. 2 “Above all else, know thyself” - Socrates 400B.C.

3. Copyright © CRKInteractive 2009. All rights reserved. 3  Know their Strengths and Limitations  Read People and Situations  Adapt Their Behavior Truly Successful People:

4. Copyright © CRKInteractive 2009. All rights reserved. 4 1.I like challenges. 2.I like interacting with other people. 3.I tend to be relaxed and easygoing. 4.I tend to have high standards. Select the one phrase that best describes you at work.

5. Copyright © CRKInteractive 2009. All rights reserved. 5 1.All people are motivated! 2.People are motivated for their reasons, not yours! 3.There is no single best motivational pattern! 4.A person’s strength over-used can become a weakness! Motivation Principles

6. Copyright © CRKInteractive 2009. All rights reserved. 6 5.When I know more about you than you know about me, I can influence our conversation! 6.When I know more about you than you know about me, I can influence YOU! 7.It is possible for me to know things about you that you don’t know. Motivation Principles

7. Copyright © CRKInteractive 2009. All rights reserved. 7 Task/Work Oriented Slower Paced Less Assertive More Assertive Faster Paced People and Relationship Oriented

8. Copyright © CRKInteractive 2009. All rights reserved. 8

9. 9  This is not a test  There is no best score  It is not a predictor of success  Answer from a work perspective  Answer the way you are, not the way you think you should be  This is yours to keep DISC Personal Profile

10. Copyright © CRKInteractive 2009. All rights reserved. 10 DI S C Segments 76543217654321 High Energy Low Energy

11. Copyright © CRKInteractive 2009. All rights reserved. 11  What helps me do my job?  What hinders me in doing my job?  How can I be more effective? About My Style?

12. Copyright © CRKInteractive 2009. All rights reserved. 12 High “D”  Getting immediate results  Causing action  Making quick decisions

13. Copyright © CRKInteractive 2009. All rights reserved. 13 High “I”  Contacting people  Verbalizing articulately  Viewing people and situations optimistically

14. Copyright © CRKInteractive 2009. All rights reserved. 14 High “S”  Creating a stable, harmonious work environment  Demonstrating patience, loyalty and cooperation  Being a good listener

15. Copyright © CRKInteractive 2009. All rights reserved. 15 High “C”  Concentrating on key details  Thinking analytically  Focusing on quality and accuracy

16. Copyright © CRKInteractive 2009. All rights reserved. 16 Assessing / Enduring ReservedReserved QuietQuiet OutgoingOutgoing SpontaneousSpontaneous “C” Indirect Direct Slower Pace Faster Pace “S” Accepting/ Flexible “D” “ I”

17. Copyright © CRKInteractive 2009. All rights reserved. 17 Effective salespeople adapt each interaction to the other person’s behavioral style. ! Key Point!

18. Copyright © CRKInteractive 2009. All rights reserved. 18  Be clear, concise, to the point.  Don’t get personal.  Talk about results.  Let them make decisions.  Anticipate direct talk - Be direct with them.  Provide options. Adapting to the High “D”

19. Copyright © CRKInteractive 2009. All rights reserved. 19  Understand their interest in people.  Compliment or Recognize them often.  Tie your objectives to their dreams.  Put details in writing.  Offer incentives for risk.  Share their enthusiasm. Adapting to the High “I”

20. Copyright © CRKInteractive 2009. All rights reserved. 20  Earn their trust  Take a “step-by-step” approach  Provide sequential methods to accomplish desired results  Condition them prior to change  Have a plan for problems  Recognize their contributions to “the Team.” Adapting to the High “S”

21. Copyright © CRKInteractive 2009. All rights reserved. 21  Be patient - let them demonstrate expertise  Provide logical, proven methods  Provide plenty of details  Get agreement on a time line.  Refer them to other High C’s Adapting to the High “C”

22. Copyright © CRKInteractive 2009. All rights reserved. 22  Mixing styles makes an effective work team  Mixing styles can cause conflict among people  We can be effective dealing with any style if mutual trust and respect exist, and  If we have the skill and will to adapt. Basic Concepts