disc management strategies bw

8/2/2019 DiSC Management Strategies BW

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2002 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with DiSC Management Strategies. OH-1

DiSC Management Strategies

A Systematic Approach toManaging People, Process,

and Performance


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Introductions

Your name

Your title

A typical work day

What you want to learn


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Meeting TodaysWorkplace 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, andrespect who I am.

I understand, accept, andrespect who you are, even

though you may be verydifferent from me.


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You understand, accept, andrespect who I am, eventhough I may be verydifferent from you.

You understand, accept, andrespect yourself.


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Now we can work together

effectively in a climate ofmutual understanding,acceptance, and respect.


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Four Types of ConflictIntrapersonalConflict

InterpersonalConflict

Personal-Functional

Conflict

Personal-Organizational Conflict

Me vs. Me

Me vs. You

Me vs. Job

Me vs. Culture


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Module 1: Managing Self

Discover your behavioral style.

Identify the attributes of thebehavioral styles.

Develop an action plan for self-

management.


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Simple Approach to

Human Behavior

Goals

Fears

To Be More Effective

Overuses


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DiSC ModelEnvironmentSees environment as

supportive/favorable

Sees environment as


i

SSees environment as

antagonistic/unfavorable

Sees environment as


D

C


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DiSC ModelPersonal Power

Perceives self as less powerfulthan environment

S C

Perceives self as more powerfulthan environment

Di


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DiSC ModelPersonal Power

more powerful

Di

less powerfulS CSees environment as


Sees environment as


Sees environment as


Sees environment as



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Behavioral Continuum

for Strengths

Precise

Optimistic

Cooperative

Most Least

S i C D

Ego-Strength D i C S

Di CS

D iC S


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for Fears

Criticism

Loss of Control

Loss of Approval

Loss of Stability

Most Least

DiC S

D iC S

D iCS

Di CS


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for People-ReadingOutgoing Reserved

Accepting Assessing

Supporting Directing

Open Closed

Self-Maintaining

Self-Modifying

Direct IndirectD

i

C

S

D

i

C

S Di

C

S

D

i

C

S

D

i

C

S

D i

C

S


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Characteristics of

Behavioral Style

Trusting of Others

Use of Logic

Consistency of Performance

Self-Discipline in WorkingAlone

Natural Listening Ability

Most Least

Di CS

Di CS

D iCS

D iC S

D iC S


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Characteristics of

Behavioral Style

Verbalizes Spontaneously

Displays Emotion

Produces Concrete Results

Comfort with InterpersonalAggression

Displays Interpersonal Warmth

Most Least

Di CS

Di CS

D iCS

D iC S

Di CS


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Dimensional Intensity Index


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Graph lll

3 2 6 7

Perfectionist


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Managing Your Performance

Motivating factors

Preferred environment

Tends to avoid


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Managing Your Performance

Demotivating factors

Behavior in conflict situations

Strategies for increased

effectiveness


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Module 2: Managing Others

Use DiSC

to identify thebehavioral styles of others.

Develop strategies forworking more effectively with

people who have differentbehavioral styles.


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2002 by Inscape Publishing, Inc. All rights reserved.Permission to reproduce only when used in conjunction with DiSC Management Strategies.

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Create an action plan for

managing or workingeffectively with anotherperson.


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Key Points

They do whatothers need them todo (tasks or activities).

They do it howothers need themto do it (meeting style needs).

When managing or working withothers, people are perceived as

effective when:


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People-Reading Guide

Is this persons behavior more

Outgoing/Direct Reserved/Indirect

More competitiveand directing

More talkativeand interactive

More acceptingand doing

More assessingand thinking


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Basic Principles of Motivation

You cannot motivate anotherperson.

All people are motivated.

People are motivated to do

what theywant to do, notwhat you want them to do.


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Basic Principles of Motivation

Help people create anenvironment where they areself-motivated.

Hold people accountable and

responsible for their ownperformance.


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2002 by Inscape Publishing, Inc. All rights reserved.

Permission to reproduce only when used in conjunction with DiSC Management Strategies.OH-32

Steps to Managing Others

More Effectively

Identify behavioral styles of the

people involved. Determine which management

activities are most appropriate.

Select strategies that meet thebehavioral needs of eachindividual.


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Module 3: Managing the Job

Use the Role Behavior Analysis

toidentify specific behaviorsrequired by your job.

Develop an action plan to match

your style to the behaviorsrequired by the job.


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Identify and develop strategiesfor shifting behavior from onerole to another.

Use the DiSC

System to identify

role behaviors that requireadditional coaching.


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Use the Role

BehaviorAnalysis

tocreate a careerdevelopmentaction plan.


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Role Behavior Analysis

Applications

Identify areas of functional or

personal conflict.

Identify areas forperformance improvement.


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Applications

Evaluate future roles and

opportunities. Assess style/job compatibility

of those you supervise.


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Response Form


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Graphs


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Tally Box


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Comparison Grid


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Matching Style and

Role Expectation

Good Fit:Individuals naturallyoccurring behaviors are very

similarto those required bythe job, role, or function.


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Matching Style and

Role Expectation

Stretch:Role requires more of abehavior than tends to occur

naturally.


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Matching Style and

Role Expectation

Redirect:Role requires less of abehavior than tends to occur

naturally.


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This graph compares intensity levels for the roleof 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 therole 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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in

Career Development

Match natural behavioralstyles to new role.

Identify areas of good fit,

stretch, and redirect.


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in

Career Development

Identify training, coaching, ordevelopment needs.

Develop plan for managing

stress associated withlearning new behaviors.


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Managing Performance

Builds on and applies the skillsdeveloped in:





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Performance Management isbased on:

Behavioral Style

Willingness

Ability

Performance Management


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Willingness vs. Ability

Willingness:

Level of motivation theindividual brings to the taskor situation. The I will or I

wont of performance.


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Willingness vs. Ability

Ability:

Skill or competence theindividual brings to the taskor situation. The I can or I

cant of performance.


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Selecting Management

Strategies

+Low

Ability =DirectiveApproachWilling

+

Level

ofAbility =

Management

Approach

Level

ofWillingness


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Strategies

+Moderate

Ability =Combination

ApproachWilling

+

Level

ofAbility =

Management

Approach

Level

ofWillingness


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Strategies

+HighAbility =

SupportiveApproach

VariableWillingness

+

Level

ofAbility =

Management

Approach

Level

ofWillingness


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Strategies

+High

Ability =Empowerment

ApproachWilling

+

Level

ofAbility =

Management

Approach

Level

ofWillingness


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Permission to reproduce only when used in conjunction with DiSC Management Strategies.

OH-59

Directive Management

Approach

Provide a specific description

of the behavior required. Identify the quality standards

surrounding the task.


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Approach

Observe closely as the task is

performed.

Provide information on how

the task should be done.


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Approach

Set goals and standards.

Define procedure for

completing activities.

Provide immediate feedback.


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Approach

Evaluate progress.

Report results.

Monitor the process.


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Supportive Management

Approach

Encourage individuals to

identify their motivationalneeds.

Model problem-solvingbehavior.


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Approach

Provide support, ideas, andresources only when asked.

Encourage individuals to

develop an action plan.


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Approach

Negotiate next steps and

standards.

Facilitate problem-solving

and decision-makingprocess.


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Permission to reproduce only when used in conjunction with DiSC

Management Strategies.

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Approach

Work with individual to

identify criteria and timeframeused to evaluate performanceand results.


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Combination Management

Approach

Observe performance at

frequent intervals. Provide specific instructions

when necessary.

Define performanceexpectations.


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Combination Management

Approach

Explain decisions and requestideas.

Make the final decision.

Evaluate performance results.

Develop the plan, then

consult with the individual.


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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 tocontrol the process forcompleting work activities.

Observe performanceperiodically.


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Thank you for participating in

DiSC

Management Strategies

disc management strategies bw

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