1. Effective Communication Using the DISC Model

2. Today’s Objectives Learn more about our natural language (Your style not skill) Understand how we express our styles and how we work together Consider how our style serves or doesn’t serve our clients Application- Learn to flex

3. History of DISC 1920 William Marston, an American Psychologist developed a model that identified 4 distinct dimensions of behavior. He called these primary emotions 1940 Walter Clarke developed a tool that measured the four behaviors of how one perceived themselves and how others perceived them 1950 John Cleaver created a 24 questions, forced choice (most and least) Result= the most popular, reliable and valid assessment tool based on Marston’s original model and theories

4. DISC Overview Focus is on situational nature of DISC DISC does not reveal your personality type DISC is a tool to help you understand how your personality is responding to your environment DISC is based on the assumption that you are the expert on you – Can’t change your personality, but you can change how you respond to different situations

5. If you were to go to Italy… What language would you speak? Increase Receptivity Effort is recognized

6. Visiting Four Countries D Dominant I Interact C Compliance S Steady

7. DISCself Report Communication Styles Assessment – Not skills Based on Observable Behaviors – Not personality Four Core Styles – We all have a combination of four No Style is better than Another – “S” is the most accommodating

8. Adapting vs. Natural Style Graph I: Adapting Style – Self-Perception - think you should use at work. – Can change depending on your environment. Graph II: Natural Style – Behaviors - stressful & frustrating situations. – Preferred approach. – Remains consistent across different environments. Adapting Style Graph I Natural Style Graph II

9. Read & Interpret Your Graphs Your profile is determined by the highest plotted points above the energy line Capital Letters = Primary Style(s) (ex. I) Lowercase Letters – Secondary Style(s) (ex. Isd)

10. Comparing Graphs StyleEmphasis DDominantProblem Solving IInteractivePeople SSteadyPace CComplianceProcedure Adapting Style Graph I 24 hour Snapshot Natural Style Graph II You 24/7 Graph I: 24 Hour Snapshot in Time Graph II: You 24/7

11. HIGH D Fast Paced No excuses Problem Solve MID D Assertive Gets what they want LOW D Low Intensity Process Thinks before they decide on a solution “D” Defined

12. What Discourages a “D”? – Being questioned or overruled – Limited responsibility for results – Restricted access to resources – Close supervision What Motivates a “D”? – Being questioned or overruled – Limited responsibility for results – Restricted access to resources – Close supervision Favorite Environment? – Being questioned or overruled – Limited responsibility for results – Restricted access to resources – Close supervision A “D” will Avoid – Being questioned or overruled – Limited responsibility for results – Restricted access to resources – Close supervision

13. HIGH I People pleaser Spontaneous MID I Influential LOW I Comfortable being supportive Behind the scenes “I” Defined

14. What Discourages an “I”? – Reserved or unfriendly co- workers – Rigid schedules – Pessimism – Routine, detailed tasks What Motivates an “I”? – Dialoguing with others – Immediate verbal feedback – Enthusiastic recognition – Acknowledgement of their feelings Favorite Environment – Fast-paced – Positive feedback and recognition – Lots of variety and creativity An “I” Will Avoid – Conflict – Losing approval – Detailed tasks – Repetitive tasks – Working alone

15. HIGH S Plans Predictable MID S Supportive LOW S Sporadic Independent Undisciplined “S” Defined

16. An “S” will Avoid – Unpredictable or uncertain situations – Disorganized and disorderly workplaces What Discourages an “S”? – Being questioned or overruled – Limited responsibility for results – Restricted access to resources – Close supervision What Motivates an “S”? – Cooperating with others – Clearly defined responsibility and authority – Providing good service – Job security Favorite Environment? – Predictable and orderly – Harmonious – Informal – Friendly

17. HIGH C Procedures Follows the rules MID C Detailed LOW C NOT detailed Changes the rules if they don’t seem to fit their perception “C” Defined

18. What Motivates a “C”? – Wanting to be right – Logical, systematic approaches – Rewards for quality and accuracy – Specific feedback Favorite Environment – Time and resources to perform their own standards – Reserved, businesslike, and task- oriented A “C” Will Avoid – Being criticized – Lack of time to evaluate consequences – Emotionally charged situations – Disclosing personal information What Discourages a “C”? – Rules of expectations that change constantly without explanation – Lack of time to process information – Mandatory socializing – Lack of quality controls

19. Identifying Other’s Styles 1 2 PEOPLE I & S TASK D & C FAST D & I SLOW S & C

20. Group Report - Natural

21. Group Report - Adapting

22. Graph I & II - Similar If both Adapting Style & Natural Style are similar: – You tend to use the same behavior traits across environments – Work feels in line with how you would like to be communicating

23. Graphs I & II - Different If Adapting Style is significantly different from Natural Style: – Going out of your comfort zone to get the job done Shows flexibility If prolonged, can cause stress – Helpful: Recall what responsibilities you were carrying out the day you took the assessment

24. Email Decoding Give me an update on the Appreciation Luncheon project by 5:00 today. Brandon

25. Email Decoding I hope your week has been great. What do you think about getting together in a team huddle this afternoon or tomorrow morning so that we can share how things are coming along with the Appreciation Luncheon? Be sure to bring your notes so that we are all on the same page. Include any challenges you may have so that we can brainstorm solutions as a group. Take care, Brandon

26. Email Decoding Committee Meeting Members, Please email me a copy of your Appreciation Luncheon checklist with updates on your projected deadlines. If you have any challenges with the responsibilities you have been assigned, schedule a meeting with me to discuss. Be sure to provide me with a list of concerns in advance so that I can review before we meet. Thank you, Brandon

27. Email Decoding Hello Jane, Nicky, Ricardo, Barry, and Gerard! With only two weeks until the Annual Appreciation Luncheon, we are almost ready to roll out the red carpet for our special investors and donors. Will you please circle around with the highlights of the progress you’ve made in your assigned areas? Let’s meet in the main conference room around 3:00 so that we can share our successes and challenges. I look forward to meeting with everyone. Thanks! Brandon

28. Flexing – Behavioral Adaptability Adaptability is the willingness and ability to adjust Adaptability is made on a case-by-case basis Behavioral adaptability means … – Adjusting your own behavior to make others feel more at ease with you & the situation

29. Modifying Your Directness TO INCREASE DIRECTNESS/PACE: Speak and move at faster pace Initiate conversations and decisions Give recommendations Increase eye contact TO DECREASE DIRECTNESS/PACE: Talk, walk, and move more slowly Seek and acknowledge others’ opinions Share decision-making & leadership Do not interrupt

30. Modifying Your Directness TO INCREASE OPENNESS/ ORIENTATION: Share feelings/thoughts Pay personal compliments Use friendly language Digress from agenda TO DECREASE OPENNESS/ ORIENTATION: Stick to the task No physical contact Maintain logic Downplay enthusiasm

31. Application – Pg 12 Identify: 2 of your most important work needs 2 of your most valuable strengths 2 of your most important motivators 2 areas you are committed to improve Refer to Pgs 7-12 of your report

32. DISC and Your Team Know your style Understand and be aware of others style needs Create a common language FLEX! Use, don’t abuse Disc (no labels)

33. Thank you! “Be aware of the listening you are speaking in to.”