Extended DISC – Extending People

Posts tagged ‘extended disc’

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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How to get along with others in the workplace

This article is written from a sub-servent perspective, for our Australian audience, which I think makes it more interesting. What do you think?

Posted on April 2, 2015, Thursday  The Borneo Post

IF we desire to have good prospects in our place of employment, it is important for us to learn how to get along well with others in the workplace. When we can establish harmonious relationships with others, then the road to success is smoother.

Here are some tips on how we can get along well with others.

• Be friendly

Before we rush towards conflicts or disagreements with others, we should reflect on the reason and purpose. Most of the time, the conflicts are caused by the individual and not so much the issue itself.

We constantly think of our own convenience and comfort, so when we are put in an unpleasant situation, we would get upset. And if we are not careful, we would flare up at those who caused it.

However, we need to ask ourselves what we are trying to achieve by the conflicts. If the conflicts are not healthy and cause unpleasantness for others, then it does not benefit any party at all.

Therefore, it is better to choose a more subtle way to deal with the issues. At all times, we should show respect and be friendly towards our co-workers.

After all, we are all here to serve the same company and work towards similar goals. If we are able to help one another and make the workplace more conducive and pleasant, why would we choose the negative way?

• Listening to others

If we have been around long enough, we would have noticed that most individuals are not interested in what others think. Rather, they are only concerned with their own thoughts and views.

Hence, if we are able to offer a listening ear and pay attention to what others say, we would be well liked by others. We would find that it is easier to establish friendships with others.

• Do not be emotional

We must try to keep high spirits in the workplace. We should avoid being emotional even when things are not going well.

When faced with obstacles, we must try our best not to complain. We should not repeat the issues and complaints over and over again. At first others may feel sorry for us but if we keep whining about it, they would get very irritated.

We should choose to be positive and try to see things in a more constructive manner. In this way, we would feel better and others would respect us for our maturity in handling unfavourable situations.

• Respect superiors and blend in

On the whole, all superiors have their strengths and invaluable experience to be able to reach where they are within the company. In fact, there are many things that we can learn from them.

Hence, we should respect them for their achievements and capabilities. However, we know that all superiors are not perfect. So we have to learn to work with them and give them the best support we can.

Although we may wish to give suggestions to our superiors, we need to be reminded that our job is more to give cooperation and support to them in order to reach the company’s goals.

• A sense of humour

A good sense of humour can help others to relax and let their guard down. When we have a good sense of humour, others would not feel the pressure of working with us.

When faced with an unpleasant situation where everyone is so tense, timely comic relief may help ease the tension and help everyone to loosen up.

When things are not going well, we should use our sense of humour to lighten the situation. Instead of getting angry or worried, we may choose to laugh at the undesirable situation so that we are not negatively influenced by it.

Priscilla Hiu is a career guidance consultant of Gracia Management and a certified behavioural consultant of DISC Personality Profiling System, Institution of Motivation Living, USA and Extended DISC Personality Profiling System, Extended DISC Northgate.

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Source:  http://www.theborneopost.com/2015/04/02/how-to-get-along-with-others-in-the-workplace/    2 Apr 2015

DISC and Self-awareness for work, rest and play everyday.

I really do love it when people have a revelation when we discuss how their behavioural style predicts their responses and experiences.

I received a phone call from a client last week, she was so excited to tell me that, “I now understand why my husband responds like he does when I do what I do – repeatedly (by both of us).   Through learning that we automatically respond differently due to our innate behavioural styles, we know understand each other; how we respond and how we are wired.” She went on to say, “our expectations of each other have changed, and it is like we are seeing, experiencing and appreciating each other for the first time in our 5 years, sometimes rocky, relationship.”

I was delighted to receive her call and hear the excitement in her voice. I was also surprised. It was a few months sHappy at workhe attended one of our two-day Accredited Extended DISC Consultant & Trainer workshops, and she had just finished delivering her first DISC based workshop for a middle management team. It was during this session, and listening to what she, herself, was saying that the penny dropped. Finding out about yourself, and then about those around you, will help you in:

  • building rapport and developing positive relationships at work and enhance your heart-to-heart connections
  • improve your communication ability and achieve more positive outcomes with those you relate with and to
  • understanding  differences, and understanding others, enabling resolving of misunderstandings and conflict
  • improving your workplace well-being and enjoyment,  through self-knowledge, awareness
  • identifying and develop your strengths to find and follow your flow at work
  • strengthening relationships to help your areas of non-strengths
  •  assisting others to benefit from learning about themselves

Your DISC style and everyone has one, explains your observable behaviours and the emotions that you demonstrate daily. It is your DNA in action! How you walk, talk, speak, compete, drive, work, rest and play. To get started on your DISC life journey, you can simply return to read this blog regularly, or you can complete the online questionnaire to receive the report that best fits your current role in life. Your report and debriefing session can be purchased at a very reasonable price.

Everything that irritates us about others can lead us to an understanding of ourselves.” -Carl Jung

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. 

 

DISC @ work basics

“DISC”, is a theory of people’s response to environmental stimuli, based on human developmental theory.

Extended DISC, DiSC, MBTI and many other products are tools based on Marston’s

Basic DISC Styles by Talent Tools

Basic DISC Styles by Talent Tools

personality model and focus on four fundamental personality/behavioural aspects. The dynamics of these four aspects creates a powerful and simple picture of strengths, potential, and how the individual communicates and approaches other people and tasks.

You can apply DISC theory to better understand yourself, and the behaviour and preferences of your colleagues and/or customers.

Reports, often used as an integrated part of any developmental initiatives.

Individual DISC reports are often used as the basis for individual development,  the development of leadership, sales and teams in millions of organisations around the globe. They are also used in recruitment and to find out more about the natural styles of high performing employees. One of the major advantages of working with a report that provides a behaviour and preferences profile is that it creates a common language, which makes it easy to interact positively with both clients and colleagues.

Team reports provide valuable information and guidance for teams to capitalise on the different strengths present in the group, which provide insight and understanding of the frustrations of some team members and identify ways the team members can work to complement each other.ClickCalling - Call Us For Free Now!

For more information about DISC tools, accreditation training or in-house workshops, visit  http://talenttools.com.au/extended-disc.html

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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.