Appreciating Different Styles

Transcription

1 Workbook Appreciating Different Styles Customized especially for the Toastmasters District 38 Leadership Team Copyright 2002 Theresa Hummel-Krallinger High Five Performance, Inc.

2 Introduction to Behavior Styles Dr.William Marston, a Columbia University psychologist, studied behavior styles during the 1920s and 30s. Marston identified four major patterns of behavior that are present in everyone, to a greater or lesser degree. In 1928, he published his findings in Emotions of Normal People. While Marston never developed an instrument or assessment tool that would measure human behavior, others used his research to create self-assessment tools and models that are used all over the world today. Here are some published works that are based on his behavior model: Inscape Publishing (formerly Carlson Learning) Four Behavior Styles (DiSC ), Personal Profile System Tony Alessandra & Michael J. O Connor Four Basic Business Personalities, The Platinum Rule Brandon Toropov Four Frames of Reference, The Art & Skill of Dealing With People Diane Turner & Thelma Greco Four Corners of the Earth, The Personality Compass Taylor Hartman The Color Code Carolyn Kalil True Colors Florence Littauer Personality Plus David Merrill & Roger Reid Personal Styles & Effective Performance Wilson Learning Social Styles Robert Rohm - Four Behavior Styles (DISC), Positive Personality Profiles You may be familiar with similar assessment tools, especially the popular Myers- Briggs Type Indicator (MBTI). The MBTI focuses on core personality traits and describes how people approach the environment intellectually and attitudinally and how they process information. DISC focuses on behavior, based on how people view themselves in their various environments. It helps people identify strengths and growth areas so they can maximize their effectiveness both professionally and personally. While it s difficult to change our core personality, we can change our behavior. By using the information discovered through the self-assessment tool, one can flex behavior to achieve optimal results in any situation. -2-

3 Introduction to Behavior Styles DISC divides people into groups based on the assumption that each individual is: People-oriented or task-oriented, and Outgoing or reserved. Each person falls primarily in one of the four quadrants: Outgoing and Task-Oriented Outgoing and People-Oriented Reserved and People-Oriented Reserved and Task-Oriented People-Oriented Reserved S C I D Outgoing Task-Oriented -3-

4 Behavioral Mixer The following list describes many common behaviors. Review the list of behaviors and decide which team member matches best with each behavior. Once you have found some matches, meet with other team members and ask them to sign their name on the line of the item that best describes them. (You may have more than one team member sign each behavior.) Your objective is to get as many signatures as possible within the allotted timeframe. Name Behavior I usually like challenges. I tend to be persuasive. I tend to be relaxed and easy-going. I tell it like it is. I prefer to listen rather than talk. I see myself as soft-spoken. I see myself as bold. I am usually cautious. I see myself as lively and energetic. I tend to be reserved. I am usually outgoing. I like to focus on the bottom line. I tend to focus on people. I focus on the quality of my work. I focus on how to do projects. -4-

5 Understanding Each Dimension D Dominance I Influence S Supportiveness C Conscientiousness -5-

6 Relating to Others When relating to a D Be direct and straightforward Focus on results Make communication brief and to the point Respect their need for autonomy Be clear about rules and expectations Let them initiate Show your competence Stick to the topic Eliminate time wasters Allow freedom from controls, supervision, and detail When relating to an I Be friendly and emotionally honest Recognize their contributions Approach them informally Let them verbalize thoughts and feelings Keep the conversation light Provide details in writing Give public recognition of individual accomplishments Use humor Allow freedom of expression and encourage creativity When relating to an S Be relaxed, agreeable, and cooperative Show sincere appreciation Be logical and systematic in your approach Provide a consistent and secure environment Let them know how things will be done Show their importance to organizational good Let them move slowly into change Provide standardized policies and procedures When relating to a C Minimize socializing Give clear expectations and deadlines Show dependability Show loyalty Be tactful and emotionally reserved Allow precedent to be a guide Be precise and focused Value high standards Provide opportunities for them to demonstrate expertise Pay personal attention to their objectives Beware making sudden changes -6-

7 Adapting My Behavior Based on what you have learned in this session: What behavioral strengths should you build on to help you succeed? What behaviors must you adapt to achieve greater success? -7-