Transcript DiSC Training - Greystone Sales School

Presented by Jamey Musgrove
DiSC Dimensions of Behavior is a personality profile
system.
It is one of the most successful and widely used personal
and professional development instruments ever
created.
It has been used by over 30 million people around the
world and has an acceptance rate of over 95%.
It is a powerful tool that is easy to understand and helps
simplify the complexity of human behavior.
The DiSC model of human behavior was first published
in the 1920’s by Moulton Marston.
As an early pioneer in the field of psychology, he
studied the affect of will and power on personality and
behavior.
Marston’s research led to a number of modern theories,
but he is best known for:
Assisting Universal Studios transition from silent to
talking movies
Serving as an advocate for women’s rights
Creating the comic book heroine Wonder Woman
Developing the original DiSC theory model
Marston studied the correlation of raised blood pressure
and the resulting physical body changes.
In his desire to find a way to prove a person’s innocence,
his studies led to the invention of an innovative little
machine in 1915…
The first functional polygraph lie detector.
He first used it in World War I.
From Marston’s desire to develop a unit of
measurement for mental energy (the energy of
behavior and consciousness), came his DiSC model of
human behavior.
Based on his four-dimensional model, the Personal
Profile System was created and first published in 1972.
The model divides behavior into four distinct
dimensions.
Dominance
Influence
Steadiness
Conscientiousness
Understand your behavioral tendencies (and those of
your team) and develop an understanding of how your
behavior affects others.
Improve team dynamic through more successful
interactions.
Resource for insight and approach when dealing with
communication challenges.
Improve interaction with prospective residents
For the individual employee, DiSC helps them to:
Learn how their behavior impacts their effectiveness
Discover their behavioral strengths
Recognize and value behavioral differences in others and
adjust approach for more effective communication
Enhance individual performance and contribution to a team
Reduce conflict and stress
Those high in Dominance tend to see challenges to
overcome and try to change, fix or control things. High D
individuals may be described as:
 Risk-taker
 Inquisitive
 Decisive
 Competitive
 Self-critical
 Self-reliant
 Quick
 Unassuming
 Self-assured
 Adventuresome
DOMINANCE – Emphasis is on shaping the environment by
overcoming opposition to accomplish results
Tendencies include:
• getting immediate results
• causing action
• accepting challenges
• making quick decisions
• questioning the status quo
• taking authority
• managing trouble
• solving problems
Desired environment includes:
• power and authority
• prestige and challenge
• opportunities for indiv.
accomplishments
• wide scope of operations
• direct answers
• opportunities for advancement
• freedom from controls/supervision
• many new and varied activities
Needs others who:
To be more effective, needs:
• weigh pros and cons
• calculate risks
• use caution
• structure a predictable environment
• research facts
• deliberate before deciding
• recognize the needs of others
• to receive difficult assignments
• to understand that they need people
• to base techniques on practical exp.
• to receive an occasional shock
• to identify with a group
• to verbalize reasons for conclusions
• to be aware of existing sanctions
• to pace self and to relax more
Those high in Influence tend to see a favorable
environment in which they can have influence with others.
High I individuals may be described as:
 Enthusiastic
 Gregarious
 Trusting
 Persuasive
 Emotional
 Self-promoting
 Impulsive
 Influential
 Pleasant
 Sociable
INFLUENCE – Emphasis is on shaping the environment by
influencing or persuading others
Tendencies include:
Desired environment includes:
• contacting people
• making a favorable impression
• being articulate
• creating a motivational environment
• generating enthusiasm
• entertaining people
• viewing people/situations with optimism
• participating in a group
• popularity, social recognition
• public recognition of ability
• freedom of expression
• group activities outside of the job
• democratic relationships
• freedom from control and detail
• opportunities to verbalize proposals
• coaching and counseling
• favorable working conditions
Needs others who:
To be more effective, needs:
• concentrate on the task
• seek facts
• speak directly
• respect sincerity
• develop systematic approaches
• prefer to deal with things instead of
people
• take a logical approach
• demonstrate follow-through
• to control time, if D or S is low
• to make objective decisions
• to use hands on management
• to be more realistic appraising others
• to make priorities and deadlines
• to be more firm with others, if D is low
Those high in Steadiness tend to see a favorable
environment which they want to maintain. They try to be
cooperative, supportive and agreeable. High S individuals
may be described as:
 Patient
Complacent
 Loyal
 Team-Person
 Predictable
 Passive
 Serene
 Possessive
 Possessive
 Relaxed
 Inactive
STEADINESS – Emphasis is on cooperating with others to
carry out the task.
Tendencies include:
Desired environment includes:
• performing in a consistent manner
• demonstrating patience
• developing specialized skills
• desiring to help others
• showing loyalty
• being a good listener
• calming excited people
• creating a stable, harmonious work
environment
• maintenance of the status quo unless
given reasons for change
• predictable routines
• credit for work accomplished
• minimal work infringement on home life
• sincere appreciation
• identification with a group
• standard operating procedures
• minimal conflict
Needs others who:
To be more effective, needs:
• react quickly to unexpected change
• stretch toward the challenges of
accepted tasks
• become involved in multiple tasks
• are self-promoting
• apply pressure on others
• work comfortable in an unpredictable
environment
• help prioritize work
• are flexible in work procedures
• conditioning prior to change
• validation of self-worth
• information on how one’s effort
contributes to the total effort
• work associates of similar competence
and sincerity
• guidelines for accomplishing the task
• encouragement of creativity
Those high in Conscientiousness tend to see an unfavorable
environment which they do not want to try to change. They
try to work within established rules, guidelines and procedures
to ensure accuracy and quality. High C individuals may be
described as:
 Perfectionist
 Accurate
 Fact-finder
 Diplomatic
 Systematic
 Conventional
 Courteous
 Careful
 Restrained
 High standards
CONSCIENTIOUSNESS – Emphasis is on working
conscientiously within existing circumstances to ensure
quality and accuracy.
Tendencies include:
Desired environment includes:
• attention to key directives and standards
• concentrating on key details
• thinking analytically, weighing pros & cons
• being diplomatic with people
• using subtle or indirect approaches to
conflict
• checking for accuracy
• analyzing performance critically
• using a systematic approach to situations
or activities
• clearly defined performance expectations
• valuing quality and accuracy
• reserved, business-like atmosphere
• opportunity to demonstrate expertise
• control over those factors that affect their
performance
• opportunity to ask “why” questions
• recognition for specific skills and
accomplishments
Needs others who:
To be more effective, needs:
• delegate important tasks
• make quick decisions
• use policies only as guidelines
• compromise with the opposition
• statue unpopular positions
• initiate and facilitate discussions
• encourage teamwork
• opportunity for careful planning
• exact job descriptions and performance
objectives
• scheduled performance appraisals
• specific feedback on performance
• to respect people’s personal worth as
much as their accomplishments
• to develop tolerance for conflict
D who is good at directing and deciding, may
become autocratic.
i who is good at promoting and persuading,
may oversell and manipulate.
S who is steady and agreeable, may give in
despite their needs.
C who is good at analyzing and checking,
may become perfectionistic and indecisive.
Out of the 15 most commonly occurring profile patterns,
Greystone Field Marketing results fell into the following 7
categories:
 Appraiser
 Persuader
 Counselor
 Practitioner
 Inspirational
 Promoter
 Perfectionist
APPRAISER
Emotions
Is Driven to look good.
Goal
Victory with flair.
Judges others by
Ability to initiate activities.
Influences others by
Competitive recognition.
Value to the organization
Accomplishes goals with the team.
Overuses
Authority; ingenuity.
Under Pressure
Becomes restless, critical, impatient
Fears
“Loss” or “failure”; others’ disapproval
Would increase effectiveness
with more
Individual follow-through; empathy when
showing disapproval; steadier pace
COUNSELOR
Emotions
Being approachable; showing affection and
understanding
Goal
Friendship; happiness
Judges others by
Positive acceptance of others; ability to
look for the good in people
Influences others by
Personal relationships; “open door” policy
Value to the organization
Remaining stable and predictable;
developing a wide range of friendships;
listening to others’ feelings
Overuses
Indirect approach; tolerance
Under Pressure
Becomes overly flexible and intimate; is too
trusting without differentiating among
people
Fears
Pressuring people; being accused of
causing harm
Would increase effectiveness
with more
Attention to realistic deadlines; initiative to
complete the task
INSPIRATIONAL
Emotions
Accepts aggression; downplays need for
affection
Goal
Control of their environment or audience
Judges others by
Projection of personal strength,
character, and social power
Influences others by
Charm, direction, intimidation; use of
rewards
Value to the organization
Acts as a “people mover”; initiates,
demands, compliments, disciplines
Overuses
Attitude that “the end justify the means”
Under Pressure
Becomes manipulative, quarrelsome, or
belligerent
Fears
Weak behavior; loss of social status
Would increase effectiveness
with more
Genuine sensitivity; willingness to help
others succeed in their own personal
development
PERFECTIONIST
Emotions
Displays competence; is restrained and
cautious
Goal
Stability; predictable accomplishments
Judges others by
Precise standards
Influences others by
Attention to detail; accuracy
Value to the organization
Is conscientious; maintains standards;
controls quality
Overuses
Procedures and “fail-safe” controls;
overdependence on people, products,
and processes that have worked in past
Under Pressure
Becomes tactful and diplomatic
Fears
Antagonism
Would increase effectiveness
with more
Role flexibility; independence and
interdependence; belief in self-worth
PERSUADER
Emotions
Trusts others; is enthusiastic
Goal
Authority and prestige; status symbols
Judges others by
Ability to verbalize; flexibility
Influences others by
Friendly, open manner; verbal adeptness
Value to the organization
Sells and closes; delegates responsibility;
is poised and confident
Overuses
Enthusiasm; selling ability; optimism
Under Pressure
Becomes indecisive and is easily
persuaded; becomes organized to look
good
Fears
Fixed environment; complex
relationships
Would increase effectiveness
with more
Challenging assignments; attention to
task-directed service and key details;
objective data analysis
PRACTITIONER
Emotions
Wants to keep up with others in effort and
technical performance
Goal
Personal growth
Judges others by
Self-discipline; position and promotions
Influences others by
Confidence in their ability to master new
skills; development of “proper” procedures
and actions
Value to the organization
Is skilled in technical and people problemsolving; displays proficiency and
specialization
Overuses
Over-attention to personal objectives;
unrealistic expectations of others
Under Pressure
Becomes restrained; is sensitive to criticism
Fears
Predictability; no recognition as an “expert”
Would increase effectiveness
with more
Genuine collaboration for common benefit;
delegation of key tasks to appropriate
individuals
PROMOTER
Emotions
Is willing to accept others
Goal
Approval, popularity
Judges others by
Verbal skills
Influences others by
Praise, opportunities, favors
Value to the organization
Relieves tension; promotes projects and
people, including him or herself
Overuses
Praise, optimism
Under Pressure
Becomes careless and sentimental; is
disorganized
Fears
Loss of social acceptance and self-worth
Would increase effectiveness
with more
Control of time; objectivity; sense of
urgency; emotional control; followthrough on promises, tasks
Position
Hire Date
Pattern
D
I
S
C
MA
8/2/2010
Appraiser
7
25
12
19
MA
9/8/2010
Appraiser
9
21
11
22
SD
3/15/2010
Counselor
12
19
17
11
SLC
10/11/2010
Objective Thinker
11
12
15
21
PMIC
6/1/2010
Perfectionist
3
14
26
18
SLC
1/18/2010
Persuader
18
27
7
6
PMIC
3/29/2010
Practitioner
8
23
14
17
PMIC
1/18/2010
Practitioner
2
25
17
21
SLC
8/2/2010
Practitioner
11
19
15
17
HS CRC
6/7/2010
Promoter
12
27
10
12
MD
2/22/2010
Promoter
16
23
11
11
MD
8/2/2010
Promoter
15
27
3
8
PMIC
3/29/2010
Promoter
11
21
14
14
DiSC profiles provide insight into leading and
motivating individuals in the following areas:
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Communication style
Motivators/de-motivators
Dealing with conflict and stress
Decision-making
Problem-solving
Approach to selling
An individual’s success is dependent upon his or her
motivation and ability to adapt.
Success ≠ certain behavioral pattern
Success is an individual knowing themselves,
understanding others and adapting to the needs of the
situation.
Remember, behavior can change, be adapted,
and is situation-specific.
This is a valuable resource – take advantage of the
information it contains!
QUESTIONS?