2. Where I Got My Stuff
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Tony Robins Training
Inscape Publishing
Go Deep With DiSC Certification Training
Work Of Leaders, How Vision Alignment and Execution Will
Change the Way You Lead by Straw, Scullard, Kukkonen and
Davis
⢠The Great Connection by Arnie Warren
⢠The 8 Dimensions of Leadership , DiSC Strategies for
Becoming Better Leaders by Sugarman, Scullard and Wielhelm
3. Check Your Personal Bias
Assessment tool â not a test
Results are not an award or a curse
No right or wrong behavior style
All DISC styles and priorities are equally valued
Everyone is a blend of all 4 styles
4. YAY!!!!!! Woohoo!!!!
There are celebrities, highly
successful business persons,
politicians, scientists and heroes
who score high in each of the
four behavior styles.
6. Review of Four Components
DECISIVE
INTERACTIVE
STABILIZING
CAUTIOUS
HIGH D
HIGH I
HIGH S
High C
Demanding
Gregarious
Patient
Cautious
Driving
Persuasive
Predictable
Perfectionist
Forceful
Inspiring
Passive
Systematic
Daring
Enthusiastic
Complacent
Careful
Determined
Sociable
Stable
Analytical
Competitive
Poised
Consistent
Orderly
Responsible
Charming
Steady
Neat
Inquisitive
Convincing
Outgoing
Balanced
Conservative
Reflective
Restless
Independent
Mild
Matter-of-fact
Active
Rebellious
Agreeable
Withdrawn
Spontaneous
Careless
Unobtrusive
Aloof
Impetuous
Defiant
LOW D
LOW I
LOW S
LOW C
8. High D on a Good Day ď
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Driven
Dominant
Commanding
Fast paced/dynamic
Self assured
Seizes challenges
Competitive
Results oriented
Fearless in confrontation
9. D on a BAD Day ď
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Boastful
Arrogant
Dictatorial
Blunt
Argumentative
Selective listener
Closed minded
Cold
Bully
Lack of concern for others
12. D Fears
⢠Loss of control
⢠Being taken advantage of
⢠Vulnerability
13. D
Typically, what positions do we
normally see in an organization where
the behaviors of DOMINANCE,
DECISIVENESS, FEARLESSNESS IN
CONFRONTATION, COMPETIVENESS
are most effective?
15. It takes a lot of room to fit a second person who
displays High D behaviors into your business.
⢠Second branch/office?
⢠Always at risk that he or she will be after your
jobâŚ.think about it
⢠Need to be monitored and reigned in as
needed
⢠Are you training your competition?
16. DISC DISC DISC Blah Blah Blah
⢠Challenge you to pull out your personal
assessment and review it
⢠Make it your own
â Highlight what you agree with
â Put a question mark by what you donât
understand
â Put a (pencil) line through what you disagree with
17. ⢠Understanding yourself better is the first step
to becoming more effective when working
with others
⢠Learning about other peopleâs DISC styles can
help you understand their priorities and how
they differ from your own
19. Be Bold
⢠Find two trusted advisors and review
your assessment with each of them
⢠Welcome their feedback
⢠Check to see if they can clarify any of
the areas that you questioned
20. How Often Are You Exhibiting Your
Most Effective Traits? ď
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Direct
Self Assured
Faced paced/dynamic
Self assured
Seizes challenges
Competitive
Results oriented
Fearless in confrontation
21. How Often are You Exhibiting
Ineffective Traits ď
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Boastful
Dictatorial
Blunt
Argumentative
Difficult listener
Closed minded
22. You can improve the quality of
your workplace by using DISC to
build more effective
relationships
23. ⢠Have key* employees complete the assessment
⢠Review it with them
⢠Compare their preferred/natural behavior styles
to the job that you are expecting them to do
⢠Are they likely to succeed naturally?
⢠Are they likely to be satisfied?
⢠Is it a set up for success or failure?
24. Before you do something youâd
regretâŚâŚ.
This may be a great time to include someone
else in your decision making process
⢠Perhaps that trusted advisor
⢠Perhaps your mastermind coach
⢠Perhaps someone in your organization who
displays High I behaviors and can help
represent the people side of the equation
⢠Your decision, your comfort level, your
company
25. REMEMBERâŚ..
Everyone has the ability to display behaviors
from all four quadrants.
Everyone has adaptive skills which may be very
effective at times.
26. EXAMPLE
Just because someone doesnât have a high score in
the D quadrant, doesnât mean they donât have a
position on your management team.
LEADERS â one-to-many relationship
MANAGERS â many one-to-one relationships
Why, just look at little olâ meâŚâŚâŚâŚâŚâŚâŚ..
27. Use the Tool in the Interviewing and
Hiring and Training Process
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Minimize mistakes
Maximize potential
Maximize effectiveness of onboarding process
Better understand
â Employee learning style
â Preferred method of recognition
â Communication style compared to yours
â What environment will be naturally preferable
28. Identify and articulate, with the
employee, any identified areas
of caution or needed
accountability.