disc study guide. 2000 odyssey not to be copied or duplicated program objectives 1.to understand...

DISC Study Guide

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2000 ODYSSEY NOT TO BE COPIED OR DUPLICATED

Program Objectives

1. To understand how you project yourself and how others perceive you.

2. To gain the ability to identify other styles.

3. To develop an understanding of how to adapt and optimize your effectiveness with all types of people.

4. To increase your executive presence

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• You communicate when you walk.

• You communicate with your word selection.

• You communicate with your voice.

• You communicate with how often you speak.

• You communicate with your hands, head and facial animation.

• You communicate the power or lack there of that is in you.

• Everything you do communicates something to someone.

You Are Always Communicating!


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Effective Communication• The Golden Rule: Do unto others as you would want them to do unto you.

• The Odyssey Rule: Do unto others as they would want done unto them.

If you want to be an effective communicator you must understand the combination to the listeners receptivity!


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Effective Communication• The transference of meaning and data by one competent

person to another competent person who is receptive to your message.

• Receptivity is a prerequisite to having influence.

• Without receptivity the greatest business ideas will not realize their full value potential.


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Executive Presence

+ Effective Communication

= Receptivity

Receptivity

+ Competence

= Opens doors of opportunity not available to most consulting professionals


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DISC: Universal Language of Observable Human Behavior

• Everything learned in the DISC language is totally observable.

• Looks at over 19,000 relationships between responses.

• Condensed into one of 384 graphs.

• Face validity of 88%.

• TTI DISC model has been validated in over 25 countries (11 languages).

• Language is neutral, not good or bad.


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The Numbers Game


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DISC: Behavior and Emotions


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• Reduce tension between people.

• Increase job satisfaction.

• Increase self understanding.

• Improve team relationships.

• Increase sales.

Benefits of DISCBenefits of DISC


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100

90

70

60

50

40

30

20

10

0

80

D I S CAdapted Style

% 85 74 23 27

MOST

100

90

70

60

50

40

30

20

10

0

80

D I S CNatural Style

% 92 100 11 10

LEAST


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What is DISC?


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How We Communicate


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Dominance Influence Steadiness ComplianceP

RO

BL

EM

S

To

ne

of

Vo

ice,

Wo

rds,

Pac

e an

d B

od

y L

ang

uag

e

The Four DISC Factors

PE

OP

LE

To

ne

of

Vo

ice,

Wo

rds,

Pac

e an

d B

od

y L

ang

uag

e

PA

CE

To

ne

of

Vo

ice,

Wo

rds,

Pac

e an

d B

od

y L

ang

uag

e

PR

OC

ED

UR

ES

To

ne

of

Vo

ice,

Wo

rds,

Pac

e an

d B

od

y L

ang

uag

e

20% 28% 40% 12%


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Recognizing Behavioral Style


D ~ Dominance ~ I ~ Influence ~ • Directive• Prefers complete authority• Change agents• Intense in approach to problems

and challenges

• People-oriented• Optimistic, trusting• Talkative• Good at motivating and inspiring

people to their point of view

S ~ Steadiness ~ C ~ Compliance ~• Team player, dependable• Relaxed and easy going• Prefers slower pace• Good at reconciling factions,

calming and stabilizing

• Quality-oriented• Reserved• Systematic thinkers• Precise, attentive to details

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The DISC Model


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Exercise

Pick an individual that everyone knows and

identify that person’s core style.


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• Love a challenge!

• Bold, courageous and daring.

• Like to make things happen now!

• Direct, straightforward and blunt.

• Strive for results, strong sense of urgency.

• At their best solving a problem or taking a risk.

• Their motto is, “No guts, no glory!”

High D’sHigh D’s


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The “D” Factor [Emotion=Impatience]

HIGH

LOW

BoldDrivingPioneeringDirectCompetitiveDetermined

PeacefulAgreeableCautiousCooperativeHumbleMild

Situational

“Let’s just go for it.”

“We need to examine the situation before we go charging in.”


D Focus: RESULTSENERGIZERS SATISFIERS

DISSATISFIERS PACEWORDS & PHRASES

BODY LANGUAGE

TONE OF VOICE

Challenges

Opportunities to lead

Tough assignments

Mundane work

No authority

No challenge

SPEECH:

Fast, toward results

ACTION:

Fast, toward results

Win

Results

Lead

Be the best

Be the first

Challenge

Bottom line

Benefits

Fast

Now

Today

New

Unique

Keep your distance

Lean slightly forward

Direct eye contact

Strong handshake

Talk with your hands using linear motions

Strong

Clear

Confident

Direct

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Famous High D’s

John McCain

Michael Jordan

Simon Cowell

Winston Churchill

Jack Welch

Serena Williams


D: Results I: The Experience

• Be direct• Give alternatives• Let them win • Enjoy the “combat”• Don’t try to build friendship• Don’t dictate • Move quickly, they decide fast• Don’t overpower

• Be personal, friendly• Slow down• Joke around and have fun• Allow them to talk• Provide recognition• Don’t talk down to them• Talk about people• Follow up often

S: Security C: Information

• Slow down presentation• Build trust• People focus• Give them facts and logic• Get “little” agreements• Listen carefully• Show sincerity• Don’t control or dominate

• Give them the data• Don’t touch• Be patient• Give more info then you’d like• Keep control• Don’t talk personally• Don’t be pushy

BSM=2 BSM=2

BSM=3 BSM=4

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High D Effective Communication


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Communication Dynamic High D Adaptation Tips

Self Awareness • At your worst others may perceive you as too intense, impatient, dominating, overly direct or harsh.

Body Language • Avoid rapid or aggressive hand gestures or pointing.• Avoid angry or impatient facial expression, rolling eyes.• Project calmness.• Open and approachable.

Verbal Communication

• Avoid sharp or threatening comments.• Listen to what is being said and not said.• Slow down speech cadence.• Let the conversation evolve without being too

prescriptive or dominating.• Voice tone is neutral with subtle inflection to provide

emphasis.

High D Executive Presence


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Break into groups of 2-4 and identify how you would handle the following situation. Be prepared to share your approach.

You are leading a team to present to a high D client. Knowing that she is a high D, how will you shape/manage the following presentation dynamics:

•Pace of the presentation

•Length of presentation

•Amount of data

•Warm up and ice breaker

•Abrupt and challenging questions

•Word selection, body language and tone

High D Breakout Activity


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• Are people people!

• Want to be liked and like almost everyone they meet.

• Possess the “gift of gab.”

• Easily convince others to their way of thinking.

• Playful, fun, loving, good sense of humor.

• Optimistic, find the best in others and the positive in negative situations.

• Their motto is, “All things are possible!”

High I’sHigh I’s


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The “I” Factor [Emotion=Optimism/Trust]

HIGH

LOW

OptimisticInspiringPersuasiveConvincingSociableTrusting

ObjectiveCriticalCoolReflectiveSkepticalDistrusting

Situational

“Our business is goingto explode in the nextfew years. I can feel it!”

“That’s nice, but canyou show me factsto back it up?”


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ENERGIZERS SATISFIERS


BODY LANGUAGE

TONE OF VOICE

People interaction

Social recognition

Situations requiring enthusiasm

Social rejection

Skepticism

Negativity

SPEECH:

Fast, animated

ACTION:

Fast, gesturing

Fun

I feel

Exciting

You look great

Good job

We can do it

Invite everyone

Picture this

Use touch

Smile

Expressive gestures

Stand or sit next to

Energized

Enthusiastic

High and low modulation

Persuasive

Friendly

Colorful

I Focus: THE EXPERIENCE


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Famous High I’s

Bill Clinton

Barack Obama

Sarah Palin

Ronald Reagan

Andre Agassi

Oprah Winfrey



• Don’t touch• Stick to business• Be direct and to the point• Don’t over-promise• Don’t joke• Let them win • Confidently close, don’t let them

overpower you

• Have fun• Don’t waste too much time talking• Make sure you close• Give them recognition• Let them talk more than you


• Give them the facts• Slow down• Be friendly, personal, earn trust• Provide assurances of your

promises• Get “little” agreements• Let them talk, you ask questions• Take time before closing• Follow up after the sale

• Keep your distance• Don’t touch• Give them facts, figures and proof• Don’t waste time• Don’t be personal• Be friendly and direct• Answer all questions, then close• Focus on details

BSM=2 BSM=2

BSM=3 BSM=4

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High I Effective Communication


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Communication Dynamic High I Adaptation Tips

Self Awareness • At your worst others may perceive your friendly exterior as lacking substance/credibility and being overly optimistic and too trusting.

Body Language • Slow down.• Avoid too many hand gestures.• Reduce facial animation.• Be more dispassionate.


• Fewer words are better.• Slow down your speech cadence. • Listen more and let others carry the conversation.• Use “I think” versus “I feel.”• Use data to back up positions. • Provide ample backup material.

High I Executive Presence


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You have assumed leadership of a new team. Your early analysis tells you that the top performers are high I’s with significant morale challenges. How would you approach the first team meeting?

•What would you include in the agenda?

•How data heavy would you make it?

•How participative would it be?

•How long should it be?

•What words and tone would you use?

High I Breakout Activity


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• Sensible, serene and steady.

• Generally easy going, laid back and relaxed.

• Value harmony and a sense of stability.

• Loyal team players with need to finish what they start.

• Logical thinkers who bring lofty ideas back to the real world.

• Their motto is, “Stay calm – we’ll make it”

High S’sHigh S’s


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The “S” Factor [Emotion=Non-emotion]

HIGH

LOW

AdaptableSystematicLogicalPatientRelaxedUnhurried

DynamicHurriedIntenseFlexibleProgressiveExcited

Situational

“Great idea. Let’s forma team and put together a detailed action plan.”

“We don’t have time.Let’s move now andplan as we go.”


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BODY LANGUAGE

TONE OF VOICE

Security

Closure

Team harmony

Defined territories

Opportunity to serve

Loss of security

Lack of closure

No “home” area

SPEECH:

Thoughtful, Relaxed

ACTION:

Paced, Relaxed

Think about it

Take your time

How can I help?

Let’s go step-by-step

Trust me

Guarantee

Promise

Security

Not too close

Lean back, don’t rush

Relaxed

Small hand gestures

Calm

Warm

Soft

Calm

Steady

Low in volume

S Focus: LISTENING TO UNDERSTAND


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Famous High S’s

Colin Powell

Tom Brady

Princess Diana

Pete Sampras

Jimmy Buffett

Venus Williams



• Be confident, don’t be intimidated• Close sooner than normal• Disagree with facts, not person• Don’t be overpowered • Let them win• Move faster than normal• Come on as strong as them, but

friendly

• Allow them to talk, but keep focus• Offer minimal product knowledge• Provide follow-up• Give recognition• Listen to their stories• Have fun with them• “Jump” to close when ready


• Give them the facts• Provide assurances they need• Be yourself• Close when you feel you have trust• Assure them of the right decision• Introduce them to managers• Follow up after sale

• Answer questions with facts• Don’t be too personal• Be direct and friendly• Don’t touch• Give them their space• Don’t fear their skeptical nature• Follow through on details• Give information, then close

BSM=3 BSM=2

BSM=1 BSM=1

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High S Effective Communication


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Communication Dynamic High S Adaptation Tips

Self Awareness • At your worst others may perceive your quiet demeanor and low assertiveness as lacking urgency, confidence or commitment.

Body Language • Use facial animation to add energy and to hold interest.

• Use subtle hand gestures to make your point.


• Use more assertive and bottom-line language.• Focus on results and outcomes.• Increase cadence and voice inflection.• Say “NO” if you mean no.• Increase participation level with individuals and within

groups.

High S Executive Presence


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One of the stars on your team needs to be rolled off a client project to work on a $500 million proposal effort. Your client is a high S. In your approach to him:

•What is the most important issue you have to address?

•What specific strategies could you use to make him feel more comfortable?

•What is important to managing this transition?

•If this client does not demonstrate strong objections, why should you worry?

High S Breakout Activity


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• Quality people.

• Do it right the FIRST time.

• Plan and organize to perfection.

• Think clearly and consistently.

• Intuitive and good at asking questions to get relevant and complete data.

• Use proven methods rather than reinventing the wheel.

• Their motto is, “In God we trust, all others use data.”

High C’sHigh C’s


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The “C” Factor [Emotion=Fear]

HIGH

LOW

PrecisePerfectionistOrderlyDiplomaticAccurateMeticulous

RadicalIndependentUnconventionalFearlessUninhibitedSelf-willed

Situational

“We have proceduresand rules that need to be followed.”

“They’re just guidelines.Rules are made to bebroken.”


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BODY LANGUAGE

TONE OF VOICE

Information

Quality standards and rules

Compliance with rules

Analysis & research

Personal criticism

Irrational feelings and emotions

SPEECH:

Slow, thoughtful

ACTION:

Slow, deliberate

Here are the facts

Prove it

Guarantee

The data shows

Is it risky?

Take your time

Think it over

Analyze

Don’t touch

Sit or stand across from

Direct eye contact

Little or no hand gestures

Controlled

Little modulation

Thoughtful

Direct

Precise

C Focus: GATHERING DATA


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Famous High C’s

Warren Buffett

Tiger Woods

Chris Evert

Bill Gates

Martha Stewart

Al Gore



• Touch high points of facts and figures

• Don’t “over-data”• Move quickly• Be brief, to the point• Satisfy their strong ego• Allow them to win

• Focus on people • Be friendly and fun• Listen to them • Ask questions• Show excitement about products• Close earlier than normal


• Move slowly• Provide facts and figures• Don’t over-control, be too pushy• Provide assurances• Develop trust• Focus on reliability and service• Encourage personal talk

• Give data • Remain in control• Examine positives and negatives• Close earlier than you would expect• Follow through on promises• Provide evidence

BSM=4 BSM=4

BSM=1 BSM=1

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High C Effective Communication


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Communication Dynamic High C Adaptation Tips

Self Awareness • At your worst others may perceive your lack of warmth and quiet intensity as being unapproachable and detail/data orientation as missing the people component.

Body Language • Smile and be friendly. • Use some/more facial animation. • Use more hand gestures to put emphasis on important

points.


• Ask fewer tactical or detail questions.• Pull back and stay out of the extreme detail weeds.• Focus on people and relationships.• Be constructive and encouraging with feedback.• Offer a warm hello and goodbye.• Walk down the hall and ask the question in person versus

sending an email.

High C Executive Presence


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You have arranged to meet with the CIO of a major telecommunications firm that your company has never been able to crack into. Based on what you have heard the CIO is a high C who treats consulting companies poorly.

•What do you hope to accomplish in the first meeting?

•What if anything do you want to share with him?

•What can you do to make a good first impression?

•What must you not do?

High C Breakout Activity


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Problem Solving Approach


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Over-Extensions

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Natural Tendencies

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Words That Don’t Work

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Purchasing Behavior

• New and Unique = D

• Flashy and Showy = I

• Traditional and Familiar Brand = S

• Proven Products = C

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Breakout Session

• Think of a colleague or client with whom you have had difficulty relating to or working with.

• Identify that person’s core style and commit yourself to 2-3 strategies that you can apply to improve communication and the relationship.

• Based on past interactions how do you think this person perceives you?

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Development Commitments What are the most impacting one or two things you can

add or eliminate to:Increase your communication effectiveness?1.

2.

Enhance your executive presence?

1.

2.

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30-Day PracticeEvery business morning, look at calendar and ask

yourself:• Who am I meeting with today?• How might they perceive me?• What do I need to change, if anything, in my

approach or communication style to optimize my effectiveness?

End of business day:• How did I do? • What would I do differently?

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Stay in touch with us!

Tim [email protected]

If you would like to learn more about executive effectiveness for consulting leaders you can subscribe to our newsletter the “Executive Playbook” by going to:

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disc study guide. 2000 odyssey not to be copied or duplicated program objectives 1.to understand...

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