Building a High Performance Team Overview for Understanding Personality and Behavior and Team Roles

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Building a High Performance TeamOverview for
Understanding Personality and Behaviorand Team
Roles
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Environment

• As environment changes, a persons styles may
  change

Corporate
Work
School
Family
Friends
Church
Community
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What is DISC?

• DISC is a system used to explain behavior and
  personality in a way that opens a doorway of
  communication.
• DISC is a universal language, easily observable
  and one of the most highly validated instruments
  of its kind.
• DISC style identifies the interaction of four
  factors, but strongly argues against any form of
  labeling people.
• DISC measures the needs-driven motivation portion
  of our personality.

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DISC Styles
D
I
DirectDominantDecisive25 of population
InfluencingInteractiveInspiring25 of
population
C
S
Correct CautiousConscientious25 of population
Stable Steady Secure
25 of population
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Dominant, Direct, Decisive
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Influencing, Inspiring
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Steadiness, Stable, Secure
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Correct, Conscientious, Careful
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Modern Behavioral Science

• Carl Gustav Jung, was one of the most influential
  modern behavioral theorists. 
• In 1921 Jung published "Psychological Types"
  which described four psychological functions
  thinking, feeling, sensation, and intuition. 
• Jung also classified these four types further by
  calling them either introverted or extroverted.

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DISC History

• Dr. William Moulton Marston, a behavioral
  psychologist at Harvard and Cornell, first
  identified the concept of the modern DISC
  behavioral system.  (He was also the inventor of
  the polygraph and Wonder Woman.)
• In 1928 he published "The Emotions of Normal
  People" in which he outlined the current language
  of DISC.  He grouped people along two axis
  either active or passive tendencies dependent
  upon their either antagonistic or favorable view
  of the environment.
• From this, the four styles were formedD
  (Dominance), I (Influence), S (Steadiness), C
  (Compliance).

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Modern DISC

• Since Marston, many individuals have contributed
  to the maturation of the DISC. 
• It became a common tool for the US military's
  recruiting process before the second World War. 
  
• Today, DISC is used in numerous ways, including
  counseling and relationship enhancement,
  employment assessment, conflict resolution,team
  building, personal development, career guidance,
  and as a communication insights tool.

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Factors Contributing to Behavioral Style

• Heredity
• Role Models (up to age 12)
• Experiences (after age 8)

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Behavioral Principles
ACTIVE
PASSIVE
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D
Style Characteristics

• High Ego Strength Seeks Authority
• Impatient
• Greatest Fear - Being Taken Advantage Of
• Desires Change
• Does Many Things At Once
• Responds To Direct Confrontation

Measures how a person solves problems and
responds to challenges
The higher the D value, the more active and
intense an individual will be in trying to
overcome problems and obstacles.
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I
Style Characteristics

• Emotional
• People-Oriented
• Greatest Fear - Rejection
• Disorganized
• Optimistic
• Encouraging

Measures how a person attempts to influence or
persuade others
The higher the I value, the more verbal and
persuasive the person will be in trying to
influence others to his/her way of thinking.
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S
Style Characteristics

• Loyal Gentle Team Player
• Person of Substance
• Greatest Fear - Loss of Security
• High Level of Trust
• Possessive
• Resists Change Adapts Slowly

Measures the pace at which a person responds to
change
The higher the S value, the more a person is
resistant to change. In addition, the higher the
S value, the more a person prefers to start and
complete one project at a time.
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C
Style Characteristics

• Perfectionistic
• Sensitive
• Greatest Fear - Criticism
• Accurate
• Requires Many Explanations
• Asks Many Questions

Measures how a person responds to the rules and
regulations of others
The higher the C value, the more the person will
comply with rules set by others.
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Marstons Original Model
Sees Self More Powerful than Environment
D
I
UnfavorableEnvironment
FavorableEnvironment
S
C
Sees Self Less Powerfulthan Environment
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Enhance CommunicationWith Ds

• Do
• Be brief, direct, to the point
• Ask What, not How
• Focus on business, they desire results
• Highlight logical benefits
• Agree with facts ideas, not with a person
• Discuss problems in light of how they affect
  outcome

• Dont
• Ramble
• Repeat yourself
• Focus on problems
• Be too sociable
• Generalize

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Enhance CommunicationWith Is

• Dont
• Eliminate social time
• Do all the talking
• Ignore their ideas
• Tell them what to do

• Do
• Build a favorable environment
• Let them talk about ideas, people, their
  institution
• Share testimonials
• Allow for social time
• Write details, but do notdwell on them
• Create incentives for following through

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Enhance CommunicationWith Ss

• Do
• Build a favorable environment
• Show genuine interest in them
• Ask How questions
• Patiently draw out their goal
• Give them time to adjust
• Define goals, procedures their role in the plan
• Assure personal follow-up
• Minimize perceived risk

• Dont
• Be pushy, aggressive or demanding
• Be controversial

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Enhance CommunicationWith Cs

• Do
• Prepare your case in advance
• Delineate pros cons
• Use accurate data
• Assure them No surprises
• Use precise explanations
• When agreeing - be specific
• Disagree with facts, not with the person
• Give patient and diplomatic explanations

• Dont
• Refuse to explain the details
• Answer questions vaguely or casually

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Team Dimensions Profile
Team Dimensions ProfileMeasures Describes
Your ROLE on a TEAM DISC Profile DISC Measures
Describes Behavior BEHAVIOR is NOT ROLE
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TEAMS Z Process
CREATOR ADVANCER FLEXER REFINER EXECUTOR
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TEAMS Roles
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Style CharacteristicsCreator

• Role The team member that generates ideas,
  models, and hypothesis
• Key Value to Team They are able to think
  outside the box and create a paradigm shift
• Core Strengths Creative problem solvers

Potential Limitation - The higher the Creator
value, the greater the chance of generating new
ideas rather than focusing on completion of
tasks.
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Style CharacteristicsAdvancer

• Role The team member that identifies new
  concepts and ideas and has the ability to move
  them forward
• Key Value to Team They find ways to overcome
  obstacles that would stop or slow down the
  progress of the team
• Core Strengths They constantly provide
  solutions

Potential Limitation - The higher the Advancer
value, the greater the chance of putting too much
pressure and too high expectancy on others.
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Style CharacteristicsFlexer

• Role The team member that facilitates and
  balances the needsof individuals
• Key Value to Team The ability to see a project
  from all the different team members viewpoints
• Core Strengths Diplomatic, balanced approach to
  problem solving

Potential Limitation - The higher the Flexer
value, the greater the chance trying to balance
all needs equally and losing sight of
prioritizing key ideas and finishing to
completion.
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Style CharacteristicsRefiner

• Role The team member that isalways thinking
  quality control and refinement of the process or
  program
• Key Value to Team They set high standards of
  excellence and weigh the downside risk vs. the
  potential rewards of an idea
• Core Strengths Organization

Potential Limitation - The higher the Refiner
value, the greater the chance of becoming bogged
down in the details of the project and losing
sight of the end goal.
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Style CharacteristicsExecutor

• Role The team member that implements the
  ideas, programs, and solutions developed by the
  team
• Key Value to Team They are valued for their
  precision, accuracy, and dependability.
• Core Strengths Doing things according to plan,
  and doing them well

Potential Limitation - The higher the Executor
value, the greater the need for clearly defined
processes and goals in order to be effective.