Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Presented by:
Index
3
Dominance
Influence
10
Steadiness
12
Compliance
15
21
22
27
30 Adapting Strategies
Module 1:
Introduction to DISC Basics
Learning Objectives
Understand the benefits and guidelines for learning and applying the language
Identify and discuss what each D, I, S, and C factor represents, including the
descriptors related to each factor
Communication
Team Building
DISC
Leadership
Conflict Management
Recruitment/
Selection
Change Management
Career Development
Activity
Put a + near any words that elicit a positive emotion for you and put a near any words that elicit a
negative emotion.
Risk-taker
Passive
Persistent
Perfectionist
Trusting
Steady
Predictable
Bold
Confident
Aggressive
Evasive
Spontaneous
Problem-Solver
Talkative
Accommodating
Analytical
Sensitive
Methodical
Competitive
Political
You learn the most by interacting with people who are the least like you.
~ Bill Ochalek
DISC is
Observable Language
Universal Language
Neutral Language
Silent Language
Dominance
Influence
Steadiness
Compliance
People and
Influence
Others
Problems and
Challenges
DOMINANCE
Rules and
Procedures
Set By
Others
Change and
Pace
Yourself
Goal-oriented Decisive
Determined
Aggressive
Competitive
Direct
Forceful
Pioneering
Demanding
Ambitious
STRENGTHS
Bottom-line
Forward looking
Competitive
Self-starters
Tenacious
Strategic focus
Innovative
LIMITATIONS
Overuse their position
Argumentative
One-way communicators
Overstep authority
Confrontational
TENDENCIES
Wants to challenge and win
Needs to direct
Looking for results/efficiency
Conflict response is to fight back
Under stress are impatient
19%
EXT
Task
Emotion is anger
The High D
Famous D Examples
Political
Hillary Clinton
Actor
Tom Cruise
Sports Figure
Michael Jordan
International Figure
Donald Trump
Over Extension
Archie Bunker
D
DESCRIPTORS:
Adventuresome
Competitive
Daring
Decisive
Direct
Innovative
Persistent
Problem Solvers
Result-oriented
Self-starters
D
Dominance
Influence
Steadiness
measures how you respond to
Problems
and
Challenges
INFLUENCE
People and
Influence
Others
Compliance
Rules and
Procedures
Set By
Others
Change and
Pace
Yourself
Charming
Inspiring
Sociable
Charismatic
Enthusiastic
Optimistic
Trusting
Confident
Persuasive
Popular
STRENGTHS
Creative problem solving
Verbalize ideas
Motivate others
Team players
Negotiate conflict
Situational listeners
Inattentive to details
Wants to be liked
Needs to interact
Looking for fun/the experience
Conflict Response is to charm then run
EXT
People
The High I
Famous I Examples
Politician
Bill Clinton
Actor
Robin Williams
Sports Figure
Lee Trevino
International Figure
Tony Robbins
Over Extension
Richard Simmons
I
DESCRIPTORS:
Charming
Confident
Convincing
Enthusiastic
Inspiring
Optimistic
Persuasive
Popular
Sociable
Trusting
D
Dominance
Influence
Steadiness
measures how you respond to
Problems
and
Challenges
STEADINESS
People and
Influence
Others
Compliance
Rules and
Procedures
Set By
Others
Change and
Pace Yourself
Patient
Stable
Loyal
Consistent
Sincere
Reliable
Friendly
Relaxed
Understanding
Trustworthy
STRENGTHS
Dependable workers
Great listeners
Calming presence
Process-oriented
Long-term relationships
Service-oriented
LIMITATIONS
Yield to avoid controversy
Internalize feelings
Resist change
35%
Needs to be of service
Looking for security
Conflict Response is to tolerate
INT
People
The High S
Famous S Examples
Politician
Barbara Bush
Actor
Kevin Costner
Sports Figure
Cal Ripken
International Figure
Gandhi
Over Extension
Mr. Rogers
S
DESCRIPTORS:
Amiable
Friendly
Good Listeners
Patient
Relaxed
Sincere
Stable
Steady
Team Players
Understanding
EMOTION: Non-Emotional
10
D
Dominance
Influence
Steadiness
measures how you respond to
Problems
and
Challenges
COMPLIANCE
People and
Influence
Others
Change and
Pace
Yourself
Compliance
Rules and
Procedures Set
By Others
Accurate
Precise
Neat
Conscientious
Diplomatic
Courteous
Cautious
Quality
Perfectionist
Analytical
STRENGTHS
Maintain high standards
Ensure quality
INT
Task
The High C
Famous C Examples
Politician
Al Gore
Actor
Barbra Streisand
Sports Figure
Tiger Woods
International Figure
Martha Stewart
Over Extension
Felix Unger
DESCRIPTORS:
Accurate
Analytical
Conscientious
Courteous
Diplomatic
Fact-finders
High standards
Mature
Patient
Precise
POSSIBLE LIMITATIONS:
Defensive when criticized
Get bogged down in details
Be overly intense for the situation
Appear somewhat aloof and cool
IDEAL ENVIRONMENT:
Needs critical thinking
Technical work/specialized area
Close relationships-few people
Familiar work environment
Private office or work area
EMOTION: Fear
12
Reintroduction Exercise
Take 5 minutes to look over page 4 of your report.
In your groups, share your values to the organization. Together, choose a top 3 for each person.
Each person should be prepared to introduce another member of the group and showcase 3 of
his/her values to the organization.
Notes:
13
Module 2:
Reading & Interpreting the Graphs
Learning Objectives
Understand the elements of the Style Insights Graph and how it is generated
24 instrument responses
Most, Least, Rank 4 option
>20,000 combinations
graph
14
Tendencies
Dominance
HIGH
Extreme
Very
PROCEDURES
PEOPLE
PACE
ENERGY
LINE
PROBLEMS
Are
Tend to be
Tend to be
Are
Very
LOW
Extreme
Compliance
Influence
Steadiness
Driving
Demanding
Commanding
Unconquerable
Aggressive
Pioneering
Forceful
Competitive
Goal-oriented
Decisive
Assertive
Enterprising
Strong-willed
Determined
Direct
Ambitious
Purposeful
Responsible
Charismatic
Inspiring
Optimistic
Charming
Enthusiastic
Effervescent
Persuasive
Animated
Convincing
Outgoing
Demonstrative
Trusting
Poised
Warm
Friendly
Compassionate
Sociable
Personable
Non-expressive
Passive
Static
Systematic
Methodical
Deliberate
Habitual
Unhurried
Predictable
Consistent
Patient
Territorial
Steady
Stable
Unruffled
Serene
Composed
Relaxed
Moderate
Modest
Cooperative
Mild
Calm
Accommodating
Conservative
Cautious
Low-keyed
Agreeable
Cooperative
Undemanding
Peaceful
Unassuming
Humble
Unobtrusive
Docile
Meek
Factual
Flexible
Objective
Mobile
Cool
Active
Rational
Involved
Logical
Versatile
Discreet
Multi-tasking
Undemonstrative Eager
Reflective
Quick
Analytical
Energetic
Critical
Impatient
Calculating
Dynamic
Skeptical
Hurried
Detached
Intense
Introspective
Change Agent
Withholding
Impulsive
Contemplative Excited
Suspicious
Frenetic
Reclusive
Hyper-tense
Worrisome
Meticulous
Strict
Perfectionist
Critical
Cautious
Systematic
Accurate
Careful
Diplomatic
Compliant
Analytical
Orderly
Neat
Attentive
Conservative
Tactful
Balanced Judgment
Firm
Determined
Original
Self-reliant
Confident
Independent
Unconventional
Resourceful
Autonomous
Forward
Individualistic
Free-spirited
Bold
Radical
Fearless
Uninhibited
Revolutionary
Reckless
DISC Descriptors
15
Activity
Response to the
Environment: Adapting
Drop in D
Rise in D
I need to be more
competitive, direct,
forceful, and drive for
results
Drop in I
Rise in I
Drop in S
Rise in S
Drop in C
Rise in C
~ Stephen Hawking
16
Activity
The Combination Factor & Intensity of observable behavior
Look at your Graph II
Write the difference in % points between each pair of factors on your graph starting with the largest gap
List the descriptive words from pages 19 and 20 and read the associated paragraphs
Example:
I over C = 89*
(96-7=89)
Displayed SelfConfidence*
I over S = 51*
Sociability*
I over D = 30
Good Will
D over C = 59*
Independence*
D over S = 21
Sense of Urgency
S over C = 38
Persistence
Tendency
> 20
Strong
10-19
Moderate
<9
Weak
Accuracy of Verbiage
Will tend to be highly accurate
Will tend to be accurate
May not be accurate or too close
to call
D over I
Objectivity tend to be logical, critical, and indecisive in their approach to attaining goals.
Enjoy being challenged by problems requiring original thinking and approaches. Can be blunt
and aggressive with people will enjoy a good argument.
D over S
Sense of Urgency respond quickly to challenges and have flexibility in their approaches.
Tend to be versatile self-starters who respond rapidly to competition. Ready, fire, aim is
their approach to problem solving - driven to succeed.
D over C
Independence act decisively and boldly in the face of opposition. Forceful individuals, they
will take a stand and actively defend their position. Willing to take chances and will even
overstep authority gutsy risk-takers.
I over D
Good Will tend to behave in a poised, cordial manner, displaying social assertiveness in
situations perceived to be favorable and unthreatening. They tend to exude charm and strive
to establish rapport at first contact with people. Accommodating and obliging, they will resist
confrontation and avoid showdowns.
I over S
Sociability true extroverts who tend to seek out people and relationships. Outgoing and
variety-oriented, they display a sense of contagious optimism and try to win people over
through persuasiveness and emotional appeal have never met a stranger.
I over C
Displayed Self-Confidence confident and relaxed with others. Regardless of the situation
that may arise, they feel they have the ability to persuade people to their point of view. Not
threatened by others, they interact well even in social situations that may seem risky or
uncertain.
18
S over D
Patience tend to be steady, consistent individuals who prefer to deal with one assignment
at a time. Will most usually direct their skills and experience into areas requiring depth and
specialization.
S over I
Concentration tend to be focused, controlled individuals who move with moderation and
deliberateness in most undertakings. Under most stress, they will project an unruffled,
seemingly unconcerned appearance. Although they feel emotion, they tend not to show it
unfamiliar settings.
S over C
Persistence tend to be persevering individuals who are not easily swayed once their minds
are made up. Will set their own pace and stick with it. Can be rigidly independent, stubbornly
holding their ground. May be dogmatic in nature and extremely resistant to change.
C over D
Adaptability tend to act in a careful, conservative manner and are generally willing to
modify or compromise their position in order to achieve their objectives. They prefer an
atmosphere free from antagonism and desire harmony. Will avoid risk-taking in new
undertakings.
C over I
Perfectionism tend to be sticklers for system and order. They make decisions based on
proven precedent and known facts and try meticulously to meet standards that have been
established either by themselves or others. Influence people through analysis, facts, and
figures rather than persuasive speech.
C over S
www.insights2improvement .com
www.discwizardonline.com
19
Module 3:
The Success Insights WheelTM
Learning Objectives
graph
24 instrument responses
Most, Least, Rank 4 option
>20,000 combinations
Reports based on 384 graphs
64% population = 16 basic graphs
36% population = remaining 368
60 graphs = the wheel
The strength of the team is in each individual member. The strength of each member is in
the team.
~ Phil Jackson
20
21
Discuss
At your tables, discuss the
differences in viewing a
teams graphs side-by-side
vs. plotted on the Success
Insights Wheel.
Which do you prefer and
why?
Precise
Accurate
Concern for Quality
Critical Listener
Non-Verbal Communicator
Attention to Detail
Creative
Slow Start / Fast Finish
Vacillating
Temperamental
Product-Oriented
Slow to Change
Self-Disciplined
Pessimistic
Accommodating
Dislikes Confrontation
Persistent
Controls Emotion
Adaptable
Good Listener
Competitive
Confrontational
Direct
Results-Oriented
Sense of Urgency
Change Agent
Process-Oriented
Quick to Change
Independent
Optimistic
Good Supporter
Team Player
Persistent
Cooperative
Sensitive to Others Feelings
22
Team Analysis
Precise
Accurate
Concern for Quality
Critical Listener
Non-Verbal Communicator
Attention to Detail
Creative
Slow Start / Fast Finish
Vacillating
Temperamental
Process-Oriented
Quick to Change
Independent
Optimistic
Product-Oriented
Slow to Change
Self-Disciplined
Pessimistic
Accommodating
Dislikes Confrontation
Persistent
Controls Emotion
Adaptable
Good Listener
Competitive
Confrontational
Direct
Results-Oriented
Sense of Urgency
Change Agent
Good Supporter
Team Player
Persistent
Cooperative
Sensitive to Others Feelings
Discuss
Lets say these wheels represent a
group of decision-makers for a 1300person organization.
The top wheel represents natural
styles, the bottom graph represents
adapted styles, and number 15 is the
highest level leader (adapts from 20
to 22).
What conclusions might you draw
about the way this group is adapting
at work?
What might you expect this
leadership teams strengths and
challenges to be?
23
Activity
Your team has been formed to complete a special 2-year project. You are creating a manual for your
division that includes all standard operating procedures for each position. The person whose birthday
is next is the manager.
Plot each of your natural styles on one blank Success Insights Wheel:
Which team members are most likely to have conflict with each other? Why?
How might your team members need to adapt their behaviors to successfully complete this
project?
Precise
Accurate
Concern for Quality
Critical Listener
Non-Verbal Communicator
Attention to Detail
Creative
Slow Start / Fast Finish
Vacillating
Temperamental
Process-Oriented
Quick to Change
Independent
Optimistic
Product-Oriented
Slow to Change
Self-Disciplined
Pessimistic
Accommodating
Dislikes Confrontation
Persistent
Controls Emotion
Adaptable
Good Listener
Competitive
Confrontational
Direct
Results-Oriented
Sense of Urgency
Change Agent
Good Supporter
Team Player
Persistent
Cooperative
Sensitive to Others Feelings
24
MODULE 4:
Recognizing & Adapting
Learning Objectives
Recognize behaviors in others that help to strategize communication for better results
Analytical
Direct
Cooperative
Friendly
Videos
EXTROVERTED
INTROVERTED
TASK
Notes:
PEOPLE
25
Case Study
James is a supervisor in a department that provides service to other departments within the
same company. He worked in the department for six years and has been a supervisor for eight
months. He thought he would really enjoy this new position; as a team member, his colleagues
would come to him for help when they needed it. James loves to help people and has always
been told what a great listener he is. James is a dedicated employee. Not only does he genuinely
care about his employees and the customers, hes always willing to pitch in and help the other
supervisors too. Lately, James has been experiencing some challenges.
His manager, at times, has given him feedback on the way he handles disciplines. James seems
to handle situations differently depending on the details of each individual case rather than with
the consistency his boss expects. From James perspective, handling disciplines on a case-bycase basis is exactly what a supervisor should do. He would hate to disengage his employees by
focusing more on the rules than the team members situations.
There is one employee who really gives James a hard time. Recently, this employee approached
James first thing in the morning complaining about his new schedule. When James tried to
explain the reasoning for the change in hours, the employee cut him off a couple of times and
seemed impatient and dissatisfied with the reasoning stating that these hours would make it
difficult for him to complete his jobs since the people he needs to contact for supplies leave
early in the day.
James is also having difficulties with another supervisor in the department who has been in this
position for 13 years. She is very knowledgeable and a great resource for newer supervisors. The
problem is that whenever James approaches her with a question, she speaks quickly and in
long bouts and James feels bad interjecting when he has questions. Sometimes James leaves the
conversation feeling torn: he connects with her on a personal level and trusts her knowledge
but is afraid hell never get away if he asks any clarifying questions.
James is feeling pretty frustrated and his morale is quite low. He has thought about asking for
some coaching from his manager on how to handle these situations better, but has come to the
conclusion that the manager might not want to be bothered by this. He is busy and James
wouldnt feel comfortable inconveniencing him to ask for help.
DISCUSS:
Using what youve learned about the different DISC behavioral styles, try to determine how the
different styles may be contributing to James challenges and why.
26
Adapting
Communication Dos & Donts
Dominance Dos
Be clear, specific, to the point
Be prepared, stay on task
Focus on results/outcomes
Dominance Donts
Ramble & waste time
Focus on personal stuff
Force into a losing argument
Influence Dos
Relate and socialize
Discuss people and their goals
Compliment and ask for their
opinions
Influence Donts
Cut-off or be cold
Talk down to them
Be too task-oriented
Steadiness Dos
Connect personally, break ice
Be sincere with interest
Patient with discussing ideas
Steadiness Donts
Rush (into business)
Focus on changing or quick response
Interrupt as they speak-listen
Compliance Dos
Prepare and have the facts/data
Be logical and stick to agenda
Discuss all options
Compliance Donts
Be disorganized
Force a quick decision on anything
Try to win them with warmth
Activity
Review pages 5 and 6 of your report.
Choose your top 3 communication Dos and Donts.
Pair up with someone who has a different high core indicator style than your own. (Bonus if you find
someone pretty much opposite)
Share your top 3 communication Dos and Donts with that person.
Do you think its beneficial to share this information with others?
Can you think of anyone who might benefit from knowing this information about you? How would it
change your working relationship?
27
Body Language
Get close
Use touch
Relaxed, fun
Friendly eye contact
Expressive gestures
Relaxed, close
Methodical
Lean back
Friendly eye contact
Small gestures
Tone of Voice
Strong
Clear, louder
Confident
Direct
Enthusiastic
High/low
modulation
Friendly
Energized
Warm
Soft
Steady
Low in volume
Controlled
Direct
Thoughtful
Little modulation
Fast (going
somewhere)
Fast
Slow (logical)
Slow
Words &
Content
Win
Lead the Field
Results
Now
New and unique
Challenge
Fun
I feel
Socialize
Recognition
Exciting
Step-by-step
Help me out
Guarantee
Promise
Think about it
Needs to know
about
What it does/by
when/cost
How it enhances
status/visibility
How it enhances
circumstances
Save them
Time
Effort
Conflict
Embarrassment
To facilitate
decision-making
Options with
supportable
analysis
Testimonials and
incentives
Personal service
and assurances
Data and
documentation
Support their
Goals
Ideas
Feelings
Procedure
Focus on this
priority
The task/results
The relationship/
interaction
The relationship/
communication
The task/process
Use time to
Act efficiently
Enjoy the
interaction
Develop the
relationship
Ensure accuracy.
Looking back at the case study on page 28, think of a few communication strategies James could use to
communicate more effectively with the people who are challenges for him?
28
Adapting In Action
Videos
How will you approach this person? (Where? When? What will you say? How will you say it?)
What types of questions or comments can you anticipate from this person? How will you
respond?
Will you bring anything with you? If so, what will it include? How will it be laid out? How will you
deliver it?
Give each other feedback on what worked well and what else you could do to adapt.
29