Extended DISC – Extending People

Posts tagged ‘communication’

DISCovering: LEAVING VOICEMAILS AND SENDING EMAILS

For  DISC Styles

1: Dominance High “D” Style
Leaving Voicemails for Dominant Styles

  • Give your phone number at beginning and end
  • Articulate clearly at a quicker rate of speech
  • Tell them exactly why you are calling
  •  Tell them exactly what you want them to do
  • Let them know what to expect with next step

Sending e-mails to Dominant Styles

Robert,

I know you’re constantly looking for ways to increase efficiencies, leverage technology to your advantage and gain a competitive advantage over your competition.
Click here to read a hard-hitting article that teaches how to leverage high-tech to create high-touch client relationships.

Success all ways,
Scott Zimmerman
The Cyrano Group

2: Influence High “I” Style 
Leaving Voicemails for Interactive Styles

  • Use a warm, expressive tone of voice
  • Give the impression that you are upbeat
  • Suggest a meeting where you can share ideas
  • If appropriate, give them your “private” number
  • Let them know the first meeting is exploratory

Sending e-mails to Interactive Styles

Dear Bob,

I know you’re big into sending out info that increases your top-of-mind awareness with your clients, prospects and colleagues. That’s what makes you so successful!
Check out this cool article that teaches how to leverage high-tech to stay in meaningful contact with hundreds of people.
Let me know what you think!

Best,
Scott

3: Steadiness High “S” Style
Leaving Voicemails for Steady Styles

  • Lean back in your chair and relax
  • Smile as you speak warmly at a measured rate
  • Sound personable; yet still professional
  • If possible, tell them who referred you
  • Thank them in advance for returning your call

Sending e-mails to Steady Styles

Dear Robert,

I know you care deeply about keeping your clients, helping others and staying in contact with all your prospects.
I just found this article that teaches how to leverage high-tech to create high-touch client relationships and I wanted you to have the information, too.
Feel free to call me if you want to DISCuss this personally.

Warmly,
Scott

4: Conscientious High “C” Style
Leaving Voicemails for Compliant Styles

  • Articulate clearly at a steady rate of speech
  • Remain cool, calm and professional
  • Tell them exactly why you are calling
  • Tell them exactly what you want them to do
  • Let them know what to expect with next step

Sending e-mails to Compliant Styles

Robert,

I just read a very informative article about how smart salespeople are systematising every aspect of their client/prospect communication activities.
You may click here to read an article that teaches how to leverage high-tech to automate high-touch campaigns.
Toward your marketing success,

Scott Zimmerman
Managing Partner of TheCyranoGroup.com

 

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To share DISC Reports or not to share, an ethical question . . .

This week I was asked by a client about the ethics of providing all of the DISC Reports that were used in an in-house training session to the Partners who own the business. It is a good question, and one I am pleased DISC facilitators/consultants/trainers ask themselves. It is not the first time I have been asked about this type of issue. So I decided to share my reply as a post.
 
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My answer is a long one, but it is such an important issue I feel it is worth my spending a bit of time on it for you.  It stems from one of my standard answers, # 2, actually.  “Always, and in all things, know your purpose“. Followed by, “what am I trying to achieve, and what/how, is the best way for me to achieve that?”
 
  
Talent Tools stance is – to get the highly accurate report content that ED is capable of providing, for the client, requires the respondent to provide honest responses. Responses  that, to the best of their ability, most closely represent their perception of themselves.
 
 There are two stakeholders involved. Possibly, with non-compatible expectations, “the client” and “the respondent”. Let’s look at the respondent first.
 
My experience has shown that when respondents are fully informed about three things,they are more likely to provide the quality responses we require from them.  Those three things are:

  • why they have been asked to complete the questionnaire
  • what the report is going to be used for
  • who will see the report
This removes “militant compliance” from uninterested, dis-engaged or participants who did not choose to participate, and sets the preferred environment for the participant, right from the start. Not just for completing the questionnaire but for any debrief, training or other activity which may follow.
 
Whatever the respondent is told at the outset, is what is to happen. Any broadening of what has been stated at the outset, Talent Tools maintains, requires the respondent’s permission.
 
Now, the client. Talent Tool’s stance is, whoever pays our invoice, is our client..  We strive to exceed their expectations in product, service delivery and ongoing support. They are our primary focus, we also want to achieve the best experience and outcome for the respondents, that we can,  within the constraints set by our client.
 
To achieve this, we discuss the issue of getting quality analysis, explaining the three factors that affect the outcomes. We use this as an opening, also, to get to the nitty-gritty of  what they want to achieve from the initiative – clarifying the “purpose”; which can be quite different to what you expected from info you were given at the proposal/discussion stage.
 
With the deliverables now clarified, we can determine how the reports are going to be used achieve those deliverables. This leads into who will need to see the report to achieve that end.

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So we are now “back where we first started, and,” and, to quote Carl Yung, “to know that place for the very first time.” 
 
  So, we can now confidently inform the respondents at the outset:

  • why they have been asked to complete the questionnaire
  • what the report is going to be used for
  • who will see the report
And, that any broadening of that requires their permission. Obviously with whom the respondents choose to share the report, is up to them.
 
Well, that is the gospel, according to Sharon.
 
Now, for the short answer, “Its up to you, what sits comfortably for you and your business branding.” 
 
But common business sense says, encourage  for the report to be shared widely in the organisation and outside, so you can get more exposure with you brilliant DISC product and generate more work for you and your business. Hence, the ethical question.
 
Happy Profiling!
 
Sharon

I am a “C” Style – I am very analytical

Each of the DISC Styles is defined by observable patterns of behaviour. If you learn how to recognise patterns, you have the key to understanding the preferences of each style and can achieve more positive and productive interactions. 

Sharon-Hudson-sml-Most people think I am quiet, logical and somewhat reserved. I know I tend to appear “distant” to others, particularly at work, where I like to concentrate on what I am doing, and on doing it properly (read correctly and, accurately). I have remind myself to interact regularly with my co-workers as individuals, and make sure that it is not only when I have a specific work-related need that I converse with them. I establish and maintain professional relationships, however, I am cautious about extending personal friendship, for two main reasons. One, I am more comfortable discussing work issues than private issues; and two, I leave little time for non-work activities,  and when I do take some time out, it is usually for family obligations.

By nature, I am a thinker, not a relater.

Although I appear uncommunicative, distant and cool, I really am cooperative; well I am as long as I have autonomy and can prioritise and apply my efforts freely I am. Like most “C” styles, I am very conscientious, and my work is extremely important to me personally. Job satisfaction is an imperative for my  “C” nature. 

Style Descriptors on the Extended DISC DiamondThe Analytical Style person has a strong time discipline coupled with a slow and thoughtful pace to action.  We move with deliberateness and prefer to take time to review all the facts (even personally verifying the “facts”) and available data.  Rushing and last-minute activities tend to stress us, resulting in errors and poor performance – which stresses us even more.

Decision making is where the  “C” style behaviours really become obvious Our natural approach is to make decisions based on facts and verifiable information, and to gather evidence that reassures us that the decision made today will still be a good one tomorrow.

Our colour is blue – Blue is the color of trust and peace. It can suggest loyalty and integrity as well as conservatism and frigidity. 

 

Good communication and relationships improves your happiness and wellbeing

Every day two factors have a crucial influence on our life experiences –

  • our ability to effectively communicate with others
  • our ability to create successful relationships

Personal or professional interactions? It doesn’t matter. Our ability to interact positively with others is crucial to our success and happiness. Did you know that the main factor in determining happiness and well-being is the quality of your relationships?

Some relationships develop beautifully and naturally. The more you interact with some people, the stronger the relationship and pleasure in those interactions. With others, it can be a bit more of a challenge.

Unfortunately, we don’t always get to choose who we interact with – personally – “Darling, I would like to introduce you to your future sister-in-law“. Or professionally – “Welcome to the firm, I would like to introduce you to your team“.  Some “relationships” are inevitable.  But they don’t have to be the bane of our existence.

There are 4 simple steps to effective communication, and they are all about style – DISC Style.

Step 1 Develop an understanding of DISc Theory and the 4 behavioural styles

Here’s a quick look at the 4 behavioural styles for you

Basic DISC Styles by Talent Tools

Step 2  Know, and understand your own style

I do recommend the best way to do this is to complete a highly validated and reliable DISC questionnaire and receive your own report – investment $150 + gst and 10 minutes. For greater value add a debrief session with a qualified DISC Consultant (add $100 + gst and 45 minutes).

It’s easy, just go to http://www.myedos.com and enter the Access Code:  AUS-TTDATA and complete the online questionnaire. We will receive your report as soon as you complete the questionnaire, invoice you and then send your report.

Alternatives are to read one of the many DISC Styles books on the market.  Or enquire about our online DISC introductory Training or our 4 Steps to Effective Communication Training Workshops.

Step 3  Learn to identify the behavioural style of others

This is surprisingly easy to do once you have completed Steps 1 and 2 above.

Step 4  Adapt your communication

This is not so easy – it takes effort and energy to do. However, it is something you have been doing all your life, probably without realising or thinking too much about it – when the relationship has been important to you. Think back, do you interact differently with different people???

To quickly get started improving your well-being and happiness through relationships and positive interpersonal interactions, download our free DISC Styles Ready Reference Charts now.

The  DISC Behavioural theory is deceptively simple and easy to understand; and yet, it can have a tremendous impact on all of your personal and professional relationships. It can be discreetly applied in any interpersonal interactions, with amazingly positive outcomes.

DISC Tests – how to identify valid and reliable questionnaires

Hi there,

 The most common question I get asked about DISC tests and reports is, “aren’t DISC results just about how I was feeling or thinking about at the time?”

My reply, as it often is, would be Sharon’s standard answer number one, “it depends.”  Question number two is, in this case, as again, it often is:  “What’s the context?” 

If the questionnaire is a simple tick and flick on paper, my answer would be simple, Yes, the results would most likely only be about how I was feeling or thinking about at the time, and I would expect you to conclude that you can easily consciously and/or unconsciously influence the outcome/results. I would recommend this type of DISC test for personal entertainment and a very basic introduction to the four fundamental human behavioural styles, only.

 If the context is using the results for personal development one, or in a workplace environment, which is where we at Talent Tools operate, I would have a more in depth answer conversation.  Let’s recap. What was the original question?

“Aren’t DISC results just about how I was feeling or thinking about at the time?”

My response this time would be, “it depends on the validity and reliability of the questionnaire.”

In this article, I am going to discuss “validity”. Reliability can be the exciting topic for my next post.

Most people have an idea of the meaning of the word “validity” or “valid”; and most people would be right. The free online dictionary by Farlex, defines “valid” as:

 val·id  (vld)  adj.

1. Well grounded; just: a valid objection.

2. Producing the desired results; efficacious: valid methods.

3. Having legal force; effective or binding: a valid title.

4. Logic

a. Containing premises from which the conclusion may logically be derived: a valid argument.

b. Correctly inferred or deduced from a premise: a valid conclusion.

5. Archaic Of sound health; robust.

Source:  http://www.thefreedictionary.com/validity on 23 September 2013

I am confident you go that right.

In science and statistics, validity is more defined as, the extent to which a concept,[1] conclusion or measurement is well-founded and corresponds accurately to the real world. The word “valid” is derived from the Latin validus, meaning strong, which explains why we often talk about a test having “strong validity”. The validity of a measurement tool (for example, a test in education) is considered to be the degree to which the tool measures what it claims to measure.” So we are starting to get more stringent in our expectations of “validity” when we look at tests in science and statistics.

 Reference:  http://en.wikipedia.org/wiki/Validity_(statistics)  on 23 September 2013

 However, in the world of psychometrics, “validity” has a very particular meaning, which is well described by the revered source of wiki, to explore “validity” as it refers to DISC tests/questionnaires.

 “In psychometrics, validity has a particular application known as test validity: “the degree to which evidence and theory support the interpretations of test scores” (“as entailed by proposed uses of tests”).[2]

 Source:  http://en.wikipedia.org/wiki/Validity_(statistics)  on 23 September 2013

To be classified as “validated” requires a test/questionnaire to jump through many hoops. Those hoops are described below. When a test/questionnaire has been through a validation process, it can claim “validity” and is then usually referred to as an “instrument” rather than a test/questionnaire. And as a result of being subjected to a validation process is will have a “Validation Report” providing its scores against each segment of the validation process.

Now, to further muddy the waters, not all validation processes are created equal. The extent or vigor of the validation process itself, can vary from low to high. Additionally the validity scores achieved by the of the instrument will vary vastly.  A validated instrument, could have achieved poor validity scores, but, it is still a validated instrument.

An extensive and rigorous validation process will include achieving high (or sometimes low, depending on the element of validation) scores in at least, all of the validation methodologies described below.

What was that simple question we started with again, “Aren’t the results just about how I was feeling or thinking about at the time?”. If you purchased them through Talent Tools, no they will be precise reports based on a highly validated (and reliable) instrument. 

Now, I bet you can’t wait to find out about “reliability”.

Happy profiling,

Sharon

Test Validity is further broken down into its components:

  • 1 Test validity
    • 1.1 Reliability (consistency) and validity (accuracy) – to what degree does the test/questionnaire measures what it is supposed to measure – workplace behaviour.
    • 1.2 Construct validity – the practical tests developed from a theory) do actually measure what the theory says they do. For example, to what extent is the test/questionnaire actually measuring DISC styled behaviours”?
      • 1.2.1 Convergent validity – the extent of  correlation of test/questionnaire results  with those of other already validated test/questionnaire based on the same (DISC) theory.
    • 1.3 Content validity –  determine whether the test/questionnaire covers a representative sample of the behaviours to be measured”
      • 1.3.1 Representation validity – the extent to which the underlying DISC theory has been turned into a specific practical test
      • 1.3.2 Face validity – whether a test appears to the candidate to measure what they expected it to measure ( interestingly, when a test is subject to faking , e.g. DISC,  more honest answers are achieved with lower face validity)
    • 1.4 Criterion validity –  this compares the test outcomes (results) with results that are already held to be valid. For example, employee selection DISC tests results are often validated by comparison against the results of existing employees who demonstrate high measures of actual job performance.
      • 1.4.1 Concurrent validity – the tests are undertaken at the same time for comparison purposes.
      • 1.4.2 Predictive validity – the tests of the results already held to be valid have been collected at an earlier time to be compared with test results when required.

How to Communicate “in style” with DISC Styles

Now that we can identify the DISC styles, let’s have a look at how each styles’ communication preferences.

When preparing to engage with a “D” Style, plan to:

• Be direct
• Provide alternatives
• Ensure he/she wins
• Disagree only on facts
• Enjoy the battle
• Do not be emotional
• Do not dominate
• Act quickly, he/she decides fast
• Do not “walk over” him/her

When preparing to engage with the friendly “I” Style, be prepared to:
• Be a friend, do not ignore them
• Schedule time for chatting
• Have fun and act silly
• Let him/her speak
• Give recognition
• Speak about people and feelings
• Remember to follow up
• Move closer

Engaging with the caring “S” Style is easy when you:
• Slow down your presentation
• Build trust
• Focus on people
• Provide the information they need
• Present issues logically and in sequence
• Secure commitment piece by piece
• Be sincere, do not dominate

With the more reserved and sometimes serious “C” styles
• Provide facts
• Do not touch
• Be patient, slow down
• Give plenty of detailed information
• Control your own activity
• Do not talk about personal issues
• Do not pressure
• Focus on issues

Of course it helps if you know your own style and communication preferences, but anyone can make these adaptations to ensure their message is received and easily processed by each of the different styles.

Cheers,
Sharon
DISC Personality