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Welcome to the Enhancing Performance through

Understanding Yourself and Others Seminar

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Seminar Goals Understand your behavioral tendencies

and develop an understanding of how your behavior affects others

Respect, appreciate, understand, and value individual differences

Enhance strategies for working together to increase productivity

Increase your effectiveness by improving your relationships with others

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Seminar Agenda1. Introductions2. Understanding Behavior3. Determining Your Behavior4. Understanding DiSC® Dimensions

of Behavior5. Increasing Your Personal

Effectiveness6. Your Classical Profile Pattern7. Learning About Your Behavior

with DiSC8. Developing Strategies for Success9. Wrap-Up

1. Introductions

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Agenda


Successful People Understand themselves and how

their behavior affects others Understand their reactions to

other people Know how to maximize on what

they do well Have a positive attitude about

themselves Know how to adapt their

behavior

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1. Introductions2. Understanding Behavior

Seminar Agenda

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Agenda


Self in Environment

Core Personality

GeneticTraits

Responses(Surface Traits)

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Behavior Is… Observable Situationally-based Flexible Dynamic Based on thoughts and beliefs

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1. Introductions2. Understanding Behavior3. Determining Your Behavior

Seminar Agenda

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Agenda


Response Sample

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Response Sample

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Tally Box

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Graph I

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Graph II

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Graph III

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1. Introductions2. Understanding Behavior3. Determining Your Behavior4. Understanding DiSC®

Dimensions of Behavior

Seminar Agenda

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Agenda


Tendencies

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More Tendencies

Fewer Tendencies


Tendencies:

Emphasis

Dominance

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Shapes the environment by overcoming opposition to accomplish results.

Getting immediate results

Causing action Accepting challenges Making quick

decisions

Questioning the status quo

Taking authority Managing trouble Solving problems


Dominance

Power and authority Prestige and

challenge Direct answers A wide scope of

operations Opportunities for

individual accomplishment

Opportunities for advancement

Freedom from controls and supervision

Many new and varied activities

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Preferred Environment


Tendencies:

Emphasis

Influence

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Shapes the environment by influencing or persuading others.

Contacting people Making a good

impression Being articulate

Creating a motivational environment

Entertaining people Being optimistic Participating in a

group


Influence

Popularity, social recognition Public recognition of ability Freedom of expression Group activities outside of job Freedom from control and detail Coaching and counseling Favorable working conditions

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Tendencies:

Emphasis

Steadiness

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Cooperates with others within existing circumstances to carry out tasks.

Demonstrating patience

Developing specialized skills

Helping others Performing in a

consistent manner

Showing loyalty Being a good listener Creating a stable work

environment


Steadiness

Maintenance of status quo Predictable routines Credit for work accomplished Minimal work infringement on home life Sincere appreciation Identification with a group Minimal conflict

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Tendencies:

Emphasis

Conscientiousness

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Works conscientiously within existing circumstances to ensure quality.

Concentrating on key details

Being diplomatic Checking for accuracy Adhering to key

directives and standards

Thinking analytically Using indirect

approaches to conflict Using a systematic

approach to situations


Conscientiousness

Control of those factors that affect their performance

Cleary defined performance expectations Values on quality and accuracy A reserved, business-like atmosphere Recognition for specific skills and

accomplishments

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Favorable Unfavorable

Marston’s Model

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EnvironmentPerceives environment as

Perceives self as

Self

More powerful than the environment

Less powerful than the environment


Marston’s Model: Environment

D

S

i

C

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Perceives an

UnfavorablUnfavorablee

Environment

Perceives a Favorable Favorable

Environment


Marston’s Model: SelfPerceives Self as More Powerful than the EnvironmentMore Powerful than the Environment

Perceives Self as Less Powerful than the EnvironmentLess Powerful than the EnvironmentOH-26

D

S

i

C


Marston’s Model: Integrated

UnfavorableD

FavorableS

Favorablei

UnfavorableC

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Perceives Self as More PowerfulMore Powerful

Perceives Self as Less PowerfulLess Powerful

Perceives an UnfavorablUnfavorablee Environment

Perceives a Favorable Favorable Environment



D

More Powerful/ActU

nfav

orab

le

Less Powerful/Accommodate

Favorable

C S

i

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Dimension Environment SelfDominance Unfavorable More powerfulInfluence Favorable More powerfulSteadiness Favorable Less powerfulConscientiousness Unfavorable Less powerful


Integrated Perception of Environment and Self

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High D Sees an unfavorable environment that

they want to overcome Tries to change, fix, or control things

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High i Sees a favorable environment in which

they can influence others Tries to persuade, promote, or influence

others

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High S Sees a favorable

environment that they want to maintain

Tries to be cooperative, supportive, and agreeable while keeping things stable

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High C Sees an unfavorable environment that

they do not want to try to change Tries to work within established rules,

guidelines, and procedures to ensure accuracy and quality

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Seminar Agenda

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5. Increasing Your Personal Effectiveness

Agenda


Graph III

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Intensity Index

Considers each dimension separately Provide you with words to describe

your behaviors Explains how others may perceive you Helps you adapt your behavior

Awareness brings effectiveness

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The Green Tail If someone says you have a green tail,

the person is crazy. If two people say you have a green tail,

it is a conspiracy. If seven people say you have a green tail,

you turn around and look.

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Seminar Agenda

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6. Your Classical Profile Pattern

Agenda


D Profile Patterns

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Result-Oriented Inspirational CreativeDeveloper


i Profile Patterns

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Promoter Persuader Counselor Appraiser


S Profile Patterns

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Specialist Achiever Agent Investigator


C Profile Patterns

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Objective Thinker

Perfectionist

Practitioner


Graph III

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5 2 6 3Achiever


Achiever Pattern

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Seminar Agenda

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6. Your Classical Profile Pattern7. Learning About Your Behavior

with DiSC

Agenda


Reactions to Others

JudgingJudging

UnderstandingUnderstanding

RespectingRespecting

AppreciatingAppreciating

ValuingValuing

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Rules About Others

There is richness in diversity!OH-46

Different WrongDifferent = Different


Seminar Agenda

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with DiSC8. Developing Strategies for

Success

Agenda


Seminar Agenda

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with DiSC8. Developing Strategies for

Success9. Wrap-Up

Agenda

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Thank you for attending the Enhancing Performance through

Understanding Yourself and Others Seminar


CompatibilityWork and Social Compatibility

DiSC StylesExcellent Good Fair Poor

1 2 3 4 5 6 7 8D-D S WD-i S WD-S W SD-C W Si-i S Wi-S W Si-C W SS-S S WS-C S WC-C S W

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Motivating Principles You cannot motivate other people. All people are motivated. People do things for their reasons, not

your reasons. A person’s strength, when overused, may

become a limitation.

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Johari Window

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Known to Self Not Known to Self

Known to

OthersOpen Blind

Not Known

to Others

Hidden Unknown


Perception

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