Why Should You Take a DISC Assessment?

DISC 4

You may have heard of the DISC Behavioral Profile but unsure what it measures or what value it could have as a life tool. The DISC assessment is a simple, powerful, and practical tool to (1) understand yourself, (2) explain why people respond to you in the ways they do, and (3) provide strategies in influencing others in more positive ways.

What Does DISC Measure?

DISC is an assessment that measures your preferred behaviors without external pressures as well as the behaviors you choose in various work and life situations. DISC is a relatively simple behavioral model, because it measures two dimensions and the degree to which you are:

Outgoing/Faster Paced vs. Reserved/Slower Paced

People-oriented vs. Task-Oriented

With two dimensions, there are four possible outcomes of behaviors which are represented by the letters D-I-S-C. No behavior is better or worse than another or more or less valuable. Teams typically need a combination of all behaviors to be most effective.

Dominant: doer, determined, decisive, demanding, and direct

Inspiring: interactive, impressionable, influencing

Supportive: steady, stable, stat-quo

Competent: cautious, conscientious, careful, contemplative

Although people are a mixture of all traits, they typically have a preference for one or two as they interact with their world and others.

How Would I Use My Results?

People use their DISC learnings to improve individual performance as well as to work more collaboratively in teams. DISC learnings can be helpful in a variety of life situations:

  • Choosing careers, jobs, and work cultures
  • Selecting effective communication styles and techniques
  • Strengthening outcomes in conflict situations
  • Leading and managing teams

With greater personal insight into themselves and how preferences work within relationships, people can make better choices in both their work and home lives. Leaders who are empowered with DISC tend to reserve judgment, become more accepting of differences, and choose behaviors that are more effective with their teams.

How Can I Learn My Results?

A DISC administrator can send you a link to take an online survey after determining what report would have the most value for your situation. After completing the 20-minute survey, DISC will email you your custom report. I recommend clients schedule a one-hour session to unpack the results and put the power of their knowledge to work.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She administers DISC® and Myers-Briggs® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by visiting her website at www.shinecrossings.com or by reaching out to her at coach.sandra.dillon@gmail.com

Leadership: How to Influence People and Outcomes

Sandra Dillon: January 25, 2018


leadership is influenceThere’s a reason why Dale Carnegie’s How to Win Friends & Influence People has been in print for over 80 years. Its longevity owes itself to the timeless understanding of what drives human behavior. With leadership synonymous with influence, leaders should embrace Carnegie’s (1964) principles in how to (1) handle people, (2) make people like you, and (3) win people to your way of thinking.

In my experience, 20% of business success can be attributed to knowledge with the balance to a person’s skill in implementing Carnegie’s techniques—meaning 80% of business success comes from how you lead yourself and engage with others. Many of these learnings come from Carnegie asking himself three questions after every encounter:

  1. What mistakes did I make?
  2. What did I do that was right, and in what way could I have improved?
  3. What lessons can I learn and apply in the future?

If you’re able to master Carnegie’s key principles, you’ll likely find yourself in the top 5% of those who can influence people and their circumstances. Below is my winning summary of Carnegie’s best.

Successful Techniques in How to Handle People

  1. Don’t criticize, condemn, or complain. Instead try to understand people and why they do what they do. Humans naturally have prejudices and are motivated by pride and occasionally vanity in their words and actions. Criticism only puts a person on the defensive, incurs resentment, and causes him* to justify himself.
  2. Give honest and sincere appreciation. A strong human need is the desire to feel important which is why people crave appreciation, especially from their superiors and those whom they respect. Be careful with flattery—otherwise known as counterfeit appreciation—which comes across as insincere.
  3. Focus on what the other person wants and show him how to get it. Unselfishly serving others brings enormous advantages to the relationship.

Six Ways to Make People Like You

  1. Become genuinely interested in other people as opposed to trying to get people interested in you. Help others in ways that require your time, energy, unselfishness, and thoughtfulness.
  2. Smile, smile, and smile. Your smile is a messenger of what’s inside you, and it has the power to brighten someone’s life by conveying “I like you” or “I’m glad to see you.”
  3. Remember a person’s name. A person’s name is the sweetest and most important sound to him. Use it generously, and spell it correctly.
  4. Be a good listener and encourage others to talk about themselves. Ask people a lot of questions and validate the stories and words they share in conversation.
  5. Talk in terms of the other person’s interests. Talk about the things the other person treasures most.
  6. Make the other person feel important. When people believe you sincerely think of them as important and appreciate them, they will respond positively to you. Reflect on something you can genuinely admire and then recognize them for it.

How to Win People to Your Way of Thinking

  1. Avoid an argument. You can’t win an argument, because if you lose it, you lost it, and if you win it, you lost it. Why? Because someone who has lost an argument feels inferior, has his pride hurt, and will ultimately resent the triumph. The only successful way to change someone’s mind is to help him come to that conclusion himself. It’s better to manage a disagreement by trying to see the other person’s viewpoint, look for areas of agreement, and encourage him to think over your ideas.
  2. Show respect for the other person’s opinions and never tell them, “You’re wrong. You cannot change opinions when you’ve hurt someone’s feelings.  When you hurt someone, they’re not receptive in listening to anything you have to say.
  3. If you’re wrong, admit it clearly and quickly. Stating those words clears the air of defensiveness and helps solve problems.
  4. Begin any controversial conversation in a friendly way. As the old saying goes, “You can catch more flies with honey than vinegar.”
  5. Get the other person saying, “yes, yes” immediately. Begin a conversation by emphasizing the things in which you agree. Several initial “yes” responses keep the listener moving in an affirmative direction.
  6. Let the other person do most of the talking. Think the 80/20 rule—the other person talks 80% of the time and you only 20%. Let them talk themselves into what you want them to do. [Note: This one is difficult for the extrovert.]
  7. Let others feel that the idea is theirs. Suggest, suggest, and suggest. Then let the other person think about it so much that he thinks it’s his idea.
  8. Try to see things from the other person’s point of view even if the other person is wrong and doesn’t think so. By validating the other person’s viewpoint, he will likely have a open mind to hear your ideas. [Note: Validating is not agreeing.]
  9. Be sympathetic to the other person’s desires. Validating someone even if you don’t agree will go a long way in keeping emotions in check and leaving them with a positive feeling towards you.
  10. Assume the other person operates with noble motives. People will react favorably toward you when they believe you consider them honest, upright and fair.
  11. Dramatize your ideas. Stating the simple truth may not be good enough. You may have to make the truth vivid, interesting, and dramatic in order to get the other person’s attention.
  12. Throw down a challenge. People have a competitive spirit. If you want to get things done, stimulate some competition and tap into to people’s desire to excel and prove their worth.

Practice Makes Perfect

A leader’s job often includes setting people up for success by helping them change their attitudes and behaviors. Carnegie’s (1964) suggestions to accomplish this are simply stated:

  1. Begin with praise and honest appreciation
  2. Call attention to people’s mistakes indirectly
  3. Talk about your own mistakes before criticizing the other person
  4. Ask questions instead of giving direct orders
  5. Let the other person save face
  6. Praise the slightest improvement and praise every improvement
  7. Compliment the very trait in a person that you want him to live up to
  8. Use encouragement and make any fault seems easy to correct
  9. Make the other person happy about doing the thing you suggest

With over 30 recommended behaviors, a person may feel overwhelmed on where to start. I would suggest rating yourself on a scale of 1-10 on how well you perform on each behavior. Select three behaviors that you are committed to improve upon and brainstorm specific approaches or words that will produce a more favorable outcome. Changing behaviors can be difficult at first, but repetitiveness turns new behaviors into old habits.

In my opinion one of the most impactful behavioral changes you can make is to remove one word from your vocabulary. What word? The word “but.” “But” negates everything that was said before it and closes down the conversation. If you replace “but” with the word “and,” you’ll see a dramatic difference in where the conversation goes. Don’t be discouraged when you realize how difficult it can be to remove that conjunction from your sentence structure. New habits are right around the corner.

Reference

Carnegie, D. (1964). How to Win Friends & Influence People: The Only Book You Need to Lead You to Success. New York, NY: Gallery Books.

*He and him also refers to she and her. He is used as opposed to he or she to make it easier for the reader.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all their colleagues.  You can learn more about Sandra by visiting her website at www.shinecrossings.com.

Self-Leadership: Behaviors That Make a Difference

SELF-LEADERSHIP-THROUGH-CHANGEAre you completely satisfied with the condition or performance of your job, marriage, relationships, or personal finances?  If you are like most people, you might agree that one of these areas or another could use more focus or strengthening. Once someone has decided to move down the path of change, the next step may leave a big question mark on how to start.

I propose that sustainable change is rooted in adopting new behaviors, that if practiced long enough, will typically turn into new lifelong habits.  Covey (2004) has studied human behavior and identified seven key habits that differentiate those who are holistically more effective in accomplishing what others do not.   When these habits are applied to various life areas, they can result in impactful change.  In action, Covey (2004) describes these behaviors as:

  1. Takes initiative: decides to be proactive versus reactive
  2. Sets vision: begins with the end in mind
  3. Prioritizes: puts first things first and second things second
  4. Thinks positively: looks for the win-win and not the win-lose
  5. Listens more than speaks: hears versus tells
  6. Solves problems: looks for synergy and compromise
  7. Invests in self-improvement: understands the importance of learning and growing

Each of these seven core behaviors can make a difference in how you perform and how others perceive you.  Should you decide to challenge yourself to improve at one of these habits, I would suggest first rating yourself on a scale of 1-10 (with 10 highest) on how well you embrace that personal habit.  Next, determine one or two that would be most meaningful to improve.  Then, think of one or two behaviors you could adopt that would increase your self-rating in that area.  Think of it as a SMART challenge, with SMART defined as (S) specific, (M) measurable, (A) achievable, (R) relevant and realistic, and (T) time sensitive.

When I review the list, habit #5 stands out for me.  I am highly extroverted, which means I tend to talk more than others.  My SMART challenge is to ensure that there is a pause (silence) in the conversation before I share my next thought.  This will force me to talk less, not interrupt, and listen more. I encourage you to think about your personal habits, determine which one you want to improve upon for greater effectiveness, and create a SMART challenge by which you could measure your progress.

Reference

Covey, S.R. (2004). The 7 Habits of Highly Effective People. New York, NY: Simon & Schuster.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership and business development.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all its employees.  You can learn more about Sandra by visiting her website at www.shinecrossings.com.