DiSC Management Strategies BW

DiSC Management Strategies
A Systematic Approach to Managing People, Process, and Performance
2002 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with DiSC Management Strategies.
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Introductions
Your name Your title A typical work day What you want to learn
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Meeting Todays Workplace Challenges

Organizational change Productivity Quality Effective teamwork Managing differences and conflict
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Assumption A
Differences cause conflict Different = Wrong
I Win/You Lose
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Assumption B
Different Wrong Different = Different
I Win/You Win
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Foundation of Understanding
I understand, accept, and respect who I am. I understand, accept, and respect who you are, even though you may be very different from me.
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You understand, accept, and respect who I am, even though I may be very different from you.
You understand, accept, and respect yourself.
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Now we can work together effectively in a climate of mutual understanding, acceptance, and respect.
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Four Types of Conflict

Intrapersonal Conflict
Me vs. Me
Interpersonal Conflict
Me vs. You
Personal-Functional Conflict Me vs. Job Personal-Organizational Conflict

Me vs. Culture
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Module 1: Managing Self

Discover your behavioral style. Identify the attributes of the behavioral styles. Develop an action plan for selfmanagement.
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Simple Approach to Human Behavior

Goals Fears To Be More Effective Overuses
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DiSC ModelEnvironment
Sees environment as antagonistic/unfavorable Sees environment as supportive/favorable
i
C
S
Sees environment as supportive/favorable
Sees environment as antagonistic/unfavorable

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DiSC ModelPersonal Power

Perceives self as more powerful than environment
i
C
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S
Perceives self as less powerful than environment
DiSC ModelPersonal Power

Sees environment as antagonistic/unfavorable Sees environment as supportive/favorable
more powerful
i
C
S
Sees environment as supportive/favorable
less powerful
Sees environment as antagonistic/unfavorable

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Behavioral Continuum for Strengths

Most Cooperative Ego-Strength Optimistic Precise Least
S D i C
i
i
C
S D
S
C i
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D
S
Behavioral Continuum for Fears

Most
Loss of Stability
Least
i D i C
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Criticism
Loss of Control Loss of Approval
C
D i
S
C S
i
S D
Behavioral Continuum for People-Reading

Outgoing Accepting Supporting Open SelfMaintaining Direct
i S
D i
S C
C D
Reserved Assessing Directing Closed
S
i
i S
C i
C
D
D
C
D
D
i
S
S
C
SelfModifying Indirect
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Characteristics of Behavioral Style

Most Natural Listening Ability Least
S i
C D
Trusting of Others
Self-Discipline in Working Alone
S i
D C
C D S i
Consistency of Performance
Use of Logic
S C D i
C S D i
OH-20
Characteristics of Behavioral Style

Most Displays Interpersonal Warmth Least
D C
Verbalizes Spontaneously
Produces Concrete Results
D S C
S C D i
Comfort with Interpersonal Aggression

Displays Emotion
D C i S
i S D C
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Dimensional Intensity Index
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Graph lll
6 2 Perfectionist
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Managing Your Performance

Motivating factors Preferred environment Tends to avoid
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Managing Your Performance

Strategies for increased effectiveness Demotivating factors Behavior in conflict situations
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Module 2: Managing Others

Use DiSC to identify the behavioral styles of others. Develop strategies for working more effectively with people who have different behavioral styles.
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Create an action plan for managing or working effectively with another person.
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Key Points
When managing or working with others, people are perceived as effective when:
They do what others need them to do (tasks or activities). They do it how others need them to do it (meeting style needs).
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People-Reading Guide
Is this persons behavior more
Outgoing/Direct
More competitive and directing
<or>
Reserved/Indirect
More accepting and doing
<or> More talkative and interactive
<or>
More assessing and thinking
OH-29
Basic Principles of Motivation

You cannot motivate another person. All people are motivated. People are motivated to do what they want to do, not what you want them to do.
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Basic Principles of Motivation

Help people create an environment where they are self-motivated.
Hold people accountable and responsible for their own performance.
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Steps to Managing Others More Effectively

Identify behavioral styles of the people involved. Determine which management activities are most appropriate. Select strategies that meet the behavioral needs of each individual.
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Module 3: Managing the Job

Use the Role Behavior Analysis to identify specific behaviors required by your job. Develop an action plan to match your style to the behaviors required by the job.
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Identify and develop strategies for shifting behavior from one role to another.
Use the DiSC System to identify role behaviors that require additional coaching.
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Use the Role Behavior Analysis to create a career development action plan.
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Role Behavior Analysis Applications
Identify areas of functional or personal conflict. Identify areas for performance improvement.
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Role Behavior Analysis Applications
Evaluate future roles and opportunities. Assess style/job compatibility of those you supervise.
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Role Behavior Analysis Response Form
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Role Behavior Analysis Graphs
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Role Behavior Analysis Tally Box
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Role Behavior Analysis Comparison Grid
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Matching Style and Role Expectation

Good Fit: Individuals naturally occurring behaviors are very similar to those required by the job, role, or function.
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Stretch: Role requires more of a behavior than tends to occur naturally.
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Redirect: Role requires less of a behavior than tends to occur naturally.
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This graph compares intensity levels for the role of Operations Manager to those of Pauls personal profile.
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Comparison: Paul and Role of Operations Manager
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This graph compares intensity levels for the role of Team Member to those of Pauls personal profile.
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Comparison: Paul and the Role of Team Member
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Role Behavior Analysis in Career Development

Match natural behavioral styles to new role. Identify areas of good fit, stretch, and redirect.
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Role Behavior Analysis in Career Development

Identify training, coaching, or development needs. Develop plan for managing stress associated with learning new behaviors.
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Managing Performance
Builds on and applies the skills developed in: Module 1: Managing Self

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Performance Management
Performance Management is based on: Behavioral Style Willingness Ability
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Willingness vs. Ability

Willingness: Level of motivation the individual brings to the task or situation. The I will or I wont of performance.
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Willingness vs. Ability

Ability: Skill or competence the individual brings to the task or situation. The I can or I cant of performance.
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Selecting Management Strategies

Level of Willingness
Level of Ability
Management Approach
Willing
Low Ability
Directive Approach
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Level of Ability
Management Approach
Willing
Moderate Ability
Combination = Approach
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Level of Ability
Management Approach
Variable Willingness
High Ability
Supportive Approach
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Level of Ability
Management Approach
Willing
High Ability
Empowerment = Approach
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Directive Management Approach

Provide a specific description of the behavior required. Identify the quality standards surrounding the task.
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Provide information on how the task should be done. Observe closely as the task is performed.
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Provide immediate feedback.
Set goals and standards. Define procedure for completing activities.
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Monitor the process.
Evaluate progress. Report results.
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Supportive Management Approach

Encourage individuals to identify their motivational needs. Model problem-solving behavior.
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Encourage individuals to develop an action plan. Provide support, ideas, and resources only when asked.
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Facilitate problem-solving and decision-making process. Negotiate next steps and standards.
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Work with individual to identify criteria and timeframe used to evaluate performance and results.
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Combination Management Approach

Observe performance at frequent intervals. Provide specific instructions when necessary. Define performance expectations.
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Combination Management Approach

Develop the plan, then consult with the individual. Explain decisions and request ideas. Make the final decision. Evaluate performance results.
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Empowerment Outcome 1
Empowerment + Skill Deficiency = Disaster
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Empowerment Outcome 2
Empowerment + Skill Proficiency = Success
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Empowerment Management Approach

Allow individuals to develop plan and procedures and to control the process for completing work activities. Observe performance periodically.
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Empowerment Management Approach

Allow individuals to evaluate their own efforts. Allow individuals to take responsibility and to receive credit for their performance.
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Adapting a Management Approach

Identify performance issue. Assess individual level of willingness and ability. Adapt management approach to individual behavioral style.
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Thank you for participating in DiSC Management Strategies
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DiSC Management Strategies

A Systematic Approach to Managing People, Process, and Performance

Meeting Todays Workplace Challenges

Four Types of Conflict

Personal-Functional Conflict Me vs. Job Personal-Organizational Conflict

Module 1: Managing Self

Module 1: Managing Self

Module 1: Managing Self

Simple Approach to Human Behavior

Sees environment as antagonistic/unfavorable

DiSC ModelPersonal Power

Perceives self as less powerful than environment

DiSC ModelPersonal Power

Sees environment as antagonistic/unfavorable

Behavioral Continuum for Strengths

Behavioral Continuum for Fears

Behavioral Continuum for People-Reading

Reserved Assessing Directing Closed

Characteristics of Behavioral Style

Characteristics of Behavioral Style

Comfort with Interpersonal Aggression

Dimensional Intensity Index

Managing Your Performance

Managing Your Performance

Module 2: Managing Others

Module 2: Managing Others

<or> More talkative and interactive

Basic Principles of Motivation

Basic Principles of Motivation

Steps to Managing Others More Effectively

Module 3: Managing the Job

Module 3: Managing the Job

Module 3: Managing the Job

Role Behavior Analysis Applications

Role Behavior Analysis Applications

Role Behavior Analysis Response Form

Role Behavior Analysis Graphs

Role Behavior Analysis Tally Box

Role Behavior Analysis Comparison Grid

Matching Style and Role Expectation

Matching Style and Role Expectation

Matching Style and Role Expectation

Comparison: Paul and Role of Operations Manager

Comparison: Paul and the Role of Team Member

Role Behavior Analysis in Career Development

Role Behavior Analysis in Career Development

Module 3: Managing the Job

Willingness vs. Ability

Willingness vs. Ability

Selecting Management Strategies

Selecting Management Strategies

Selecting Management Strategies

Selecting Management Strategies

Directive Management Approach

Directive Management Approach

Directive Management Approach

Set goals and standards. Define procedure for completing activities.

Directive Management Approach

Evaluate progress. Report results.

Supportive Management Approach

Supportive Management Approach

Supportive Management Approach

Supportive Management Approach