DiSC Personale Profile System Presentation af Niels Hannemose - - PowerPoint PPT Presentation

Welcome to

DiSC Personale Profile System

Presentation af Niels Hannemose

• Lecturer at VIA University College in Denmark - in management and

communications at Diploma Programmes, including EBA (Engineers Business Administration) and Diploma Program in Project Management

• Certified instructor in tools and methods for collaboration and team

building (including the DiSC Personal Profile System and Belbin Team Roles)

• Trained coach in the systemic/narrative method
• 15 years of consultancy experience in the development of leaders and

specialists in public and private companies

The Agenda Today

09.10 – 14.45

• Introduction to the DiSC Personal Profile System
• The theory behind DiSC
• Coffee break
• Learn about your own DiSC profile (filling out the profile)
• Exercise – get to know yourself a little better
• 12.00 – 12.45: Lunch
• Focus on Team-work with DiSC: Improving your collaboration

skills

• More theory about DiSC
• Exercises – how to communicate with your customers,

colleagues – and even your boss

• 14.45: End of programme – and Coffee break >

• Understand your own behavior and understand how

your own behavior affects other people

• Understand, respect and appreciate individual

differences

• Develop strategies for enhanced cooperation
• Increase efficiency in task performance by

strengthening relationships to other people

Why deal with DiSC Personal Profile System?

Behavior

Speech Manner Body Language Behavior

Job Family Private Hobby Relationships

The very first meeting

5 x 20 = the way you contact other people

• The first 20 words
• The initial 20 seconds
• The upper 20 centimeters
• The 20 first movements
• The 20 first step>

"You never get a second chance to make a good first impression “

Behavior

• is observable and visible to other

people

10 20 30 40 50 60 Manner Speech Body Language

The Body Language speaks…

…or even shouts!

Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer ae at the rghit pclae. The rset can be a ttoal mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a

• wlohe. Amzanig huh?

Words do not count…

A commercial example!

Some times words can do magic…

The way we emphasize words…

Please say the words:

HVAD VIL DU NU IGEN? HVAD LAVER I BØRN?

The Johari Window

What other

people do not know about me Known and accepted by myself about myself Unknown or not accepted by myself about myself What other people know about me

OPEN The public area HIDDEN The private area BLIND The blind area UNKNOWN The unknown area

Behavior

Our behavior is visible to other people We are being judged/condemned by out behavior Thoughts and intentions do not count What we do = what we are Trust/mistrust depends on our own behavior

The DiSC model

How one perceives…

More powerful Less powerful Oneself in relation to the environment

The DiSC model

How one perceives...

Unfavourable Favourable The environment:

The environment: Unfavourable

EVALUATIVE BEHAVIOUR

The environment: Favourable

ACCEPTING BEHAVIOUR

Oneself: More powerful

FORMATIVE BEHAVIOUR

Oneself: Less powerful

ADAPTIVE BEHAVIOUR

The DiSC model

How one perceives…

The environment: Unfavourable The environment: Favourable Oneself: More powerful Oneself: Less powerful

Dominating

The DiSC model

How one perceives… influential Conscientious Steady

Samvittighedsfuld

The DiSC model

Sees challenges and

• bstacles to be overcome

Seeks to change, clarify

• r control things

Sets focus on creating an environment conducive to the desired results. Any resistance is overcome. DOMINATING BEHAVIOUR (D)

The DiSC model

Sees some propitious/favourable circumstances where he/she can influence things together with

• thers

Tries to persuade or influence

• thers

Focuses on achieving results by persuading others and involving them in collaborative work INFLUENTIAL BEHAVIOUR (i)

STEADY BEHAVIOUR (S)

The DiSC model

Sees some propitious/favourable circumstances which he/she wishes to preserve unchanged Seeks as far as possible to collaborate, support, agree with others, and maintain stability Focuses on tasks which can be carried out in collaboration with others

The DiSC model

Sees some unfavourable/hostile circumstances, which he/she does not wish to try to change Seeks to work within established rules and guidelines to ensure quality and precision Focuses on working within familiar conditions to enhance the quality of products or services.

CONSCIENTIOUS BEHAVIOUR (C)

DiSC Personale Profile

Group Exercise

Introduce yourself to your group colleagues and discuss the following:

• How does your DiSC profile meet your

expectations? What do you think is right – wrong?

• How does the profile match your perception of
• yourself as a consultant/teacher etc.?
• your group colleagues’ perception of you?
• job expectations now and in a future job?

Discuss one person's profile at a time – and use the DiSC Matrix to put words to your observations of the typical behavior of the person.

Your Classic Profile

It is not dangerous...

The Classic Profile is not a test Measures your self-perception There are no bad profiles (all are equally good) Describes the influence of some psychological motives and drives on our behaviour (DiSC ) The result is not shown to others without your permission

Your Classic Profile

Counting up the result

Count up the different symbols in the ‘most’-column on page 3 and enter the result in the ‘most’-space Count up the different symbols in the ‘least’-column on page 3 and enter the result in the ‘least’-space Calculate the difference between the numbers of symbols found and enter the result in the difference column Remember to insert the sign + or -

Danish version: See page 24

Your DiSC Classic Profile

The graphs

Insert the numbers from MOST in Graph I Insert the numbers from LEAST in Graph II Insert the DIFFERENCES in Graph III Draw a circle round the highest of the four plotting points in Graph III Note the axis on which the highest plotting point lies

Look at Graph 3 and find your highest plotting point score (D, i, S, C).

Read about your highest plotting point Mark any words which you think do not apply to you Read about your second highest plotting point, if relevant. Remember: this is not a description of you, but of the style of behaviour that most closely resembles that which you apply in the situation you have chosen.

For example:

Your DiSC Classic Profile

The three graphs - Graph I

Based on the MOST-answers Could be: – The behaviour I believe is expected of me in the chosen situation, based on

• The surroundings’ expectations (boss,

colleagues, customers, staff etc.)

• My own expectations (what I would like to be

like, the ideal self I strive towards...) If I practise, I will become .... (future)

Your DiSC Classic Profile

The three graphs - Graph II Based on the LEAST-answers Could be:

– The behaviour that is most natural to me, based

• n my accumulated experience in this, or similar,

situations. – This behaviour occurs when, for example:

• I do not have to play a role or live up to anyone’s

expectations, but rather can do what pleases me most in the situation in question.

• I am put under pressure in this situation and react

instinctively, i.e. I revert to what I know/my experience.

My experience... (past)

Your DiSC Classic Profile

The three graphs - Graph III

Based on the most and least answers Is:

– My self-perception in the situation – My most and least answers combined

Expectations and roles

Graph II: Expectations

• utside the

role/Past Graf III: Expectations in the actual situation/Present Graf I: Expectations in the role/Future

DiSC Personal Profile

Preparing a meeting

Imagine that you have arranged a meeting with a customer who has a DiSC profile with high D i, S or

• C. The purpose of the meeting is “to sell” your

ideas/your concept to the customer by motivating your meeting partner.

• What is important to your meeting partner
• when you prepare yourself for the meeting?
• during the actual meeting?
• when you follow up on the meeting?
• What should you do to make the other person

comfortable and create confidence in you?

• How do you work efficiently with people who

have a high D, i, S or C profile?

DiSC Personal Profile for Anders

The DiSC model C = conscientiousness

Primary motive:

quality/precision

Afraid of:

mistakes, lack of method, criticism from colleagues, emotionally charged situations

Wants:

to be right

• verview

security praise for completed tasks risk minimisation the support of authority, including printed matter, reference works etc.

Characteristics:

analytical and factual attentive to standards and detail diplomatic cautious businesslike/reserved hungry for knowledge reliable

Limits:

• ver-critical towards self and
• thers

indecisive lack of creativity

DiSC Personal Profile for Bo

The DiSC model i = influence

Primary motive:

social recognition/attention

Afraid of:

social rejection

Wants:

Popularity being the centre of things praise (you are OK) group activities positive relationships freedom from control and details

Characteristics:

• ptimistic

easily trusted emotional involved with people extrovert enthusiastic/charming

• pen

Limits:

impulsive/disorganised promises too much inadequate implementation

DiSC Personal Profile for Christian

The DiSC model D = dominance

Primary motive:

control

Afraid of:

loss of control, being bypassed by others

Wants:

strength and authority challenges direct responsibility freedom from direct control and rules new and varied activities possibility of individual achievement

Characteristics:

self-confident/egoistic willing to take risks decisive result-oriented straightforward/demanding unambiguous

Limits:

lack of consideration towards others impatience insufficient focus on quality

DiSC Personal Profile for David

The DiSC model S = steadiness

Primary motive:

preserving the status quo

Afraid of:

change/the unpredictable conflict

Wants:

sincere appreciation co-operation to work with familiar methods, etc. security time to adjust to new methods

Characteristics:

deliberate persistent co-operative patient/attentive loyal considerate of group interests accepting

Limits:

too willing to agree puts own needs last clings to what is familiar and passively resists change

Communication strategy

• targeting high D
• Get to the point quickly
• Provide recognition for

achievements

• Give direct answers
• Show determination
• Stick to the point
• Provide facts
• Emphasize the logic
• Use concrete examples
• Focus on opportunities
• When disagreement: Focus on facts
• not the person
• Be frank

Communication strategy

• targeting high i
• Create an open dialogue
• Ensure friendly

environment

• Socialize and small talk
• Ask for ideas, opinions,

feelings etc.

• Use statements and references
• Share news
• Listen and ask ‘open’ questions
• Show empathy and give

special offers

Communication strategy

• targeting high S
• Show sincere interest in

people

• Find areas of common

interest

• Talk quietly and

peacefully

• Limit risks
• Be loyal
• Limit small talk
• Things in order
• Provide safety and

security

• Provide guarantees
• Give full support

Communication strategy

• targeting high C
• Show respect for the

person's knowledge

• Prepare yourself

thoroughly

• Be precise in

agreements

• Be on time
• Be systematic
• Provide overview
• Give time for

reflection and contemplation

• Answer questions

patiently

• Talk about facts/data

not feelings

Development list - A

Low “D” can develop himself/herself by:

– Taking on new and varied tasks more often

– Seeking new and diverse challenges

– Exercising authority somewhat more

– Making quicker and more independent decisions

– Asserting himself/herself more - even if it means going against others – Being more direct and demanding towards others

– Relying more on his/her own judgement – Stretching his/her boundaries – breaking limits and challenging

• neself and others

– Asking direct and pertinent questions and demanding clear answers – Being readier to take risks and try out new things – Speaking out and making his/her position clear – Remaining firm when agreeing

• r disagreeing

– Setting concrete and personal goals – thinking more in terms

• f results

– Being prepared to enter conflicts and solve problems

Development list - A

Low “i” can develop himself/herself by:

– Being more open and extrovert in his/her communication and contact with others – Co-operating more often and with more people – Speaking more often and more about himself/herself, his/her opinions and thoughts – Being more inspiring for

• thers to listen to/ be

together with – Taking time to socialise and join in group activities – Improving his/her insight into psychological matters – Switching focus from the thing to the person – Getting inspiration from unfamiliar milieus and seeking

• ut people who are different

from himself/herself – Believing in his/her ideas and

• pinions and trying to ‘sell’

these to others – Showing more presence of mind – Expressing and trusting in his/her emotions – Teaching and instructing

• thers

– Being inspiring and stimulating – Emanating and expressing a positive and optimistic view of life – Becoming more aware of social signals

Development list - A

Low “S” can develop himself/herself by:

– Co-operating more closely with

• thers

– Being more patient and compliant towards colleagues, friends and family – Achieving results quietly and calmly – Working in a more methodical and structured way – Showing more stability in his/her activities – Improving his concentration in matters of rules, routines, details etc. – Listening more often, more actively and for longer periods at a time – Talking less about himself/herself, his/her

• pinions and feelings

– Developing positive habits and attitudes towards routine work, rules, and details

– Being more accommodating towards

• thers’ opinions and

needs

– Helping others more – Being more positive and

• pen towards stable

conditions and harmonious surroundings – Being tolerant – Living in the present – Being content with the way things are

Development list - A

Low “C” can develop himself/herself by:

– Adopting a more neutral stance in conflict situations – Being more critical – Working more slowly and analytically/ reflecting more – Paying more attention to accuracy and detail – Finding logical arguments and viewpoints – Focussing more on quality and less on quantity – Working at a consistent level

• f quality over a longer

period – Being more independent – Spending more time on planning – Adopting more regular habits – arriving and leaving punctually etc. – Live according to the rule: SEE – THINK – DECIDE – ACT – Decide and justify more on the basis of facts and data than of feelings – Analyse and observe better – Stay focussed – Be more self-disciplined when it comes to arriving on time, being prepared, and being systematical – Wait longer before deciding your position – Realising that the social element is not always so important/ decisive

Development list - B High “D” can develop himself/herself by:

• Thinking more about the

consequences before reacting

• Listening more, and more

actively, to others thoughts, feelings and experiences

• Learning more about how

e.g. negotiations can become win/win situations

• Explaining his thoughts

instead of just stating his conclusions

• Learning how to participate in

a group without necessarily leading or controlling it

• Developing more tact and

diplomacy in his dealings with

• thers
• Becoming better at giving

praise and recognition to

• thers when it is deserved
• Smiling more
• Being more considerate of
• thers

Development list - B High “i” can develop himself/herself by:

• Evaluating people and

situations in a more realistic way, i.e. evaluating negative as well as positive aspects

• Working in a more orderly

and efficient manner

• Developing the ability to be

firm and direct when resolving conflicts

• Being willing to listen to and

consider less positive thoughts and feelings expressed by others

• Being more consistent in

following up details

• Becoming better at time

management

• Adopting a more critical

attitude towards time spent

• n meetings and

conversations

Development list - B High “S” can develop himself/herself by:

• Developing his/her capacity

to accept change

• Learning both how to

disagree and to stand by his/her convictions

• Taking the initiative in

clarifying situations regarded as difficult and confusing

• Being more independent
• Accepting more challenges
• Becoming more flexible in

regard to form and method

• f work
• Looking out for possible

improvements, i.e. easier and quicker methods which can lead to more effective work procedures

Development list - B High “C” can develop himself/herself by:

Creating a better balance between the striving for perfection and the time available for a particular matter Reacting less defensively when his/her efforts are under discussion Moderating his/her criticism of others and their work by taking account of emotional as well as objective and factual aspects Imparting his knowledge and insight in a way that does not disparage or condemn others Being more open and willing to express his/her feelings Becoming more willing to discuss his working methods Being more flexible with regard to

• thers’ ways of doing things

Avoiding seeing things too black- and-white and being too rigid in his way of thinking; not always wanting to be “absolutely right”.