Chapter 5. Understanding Self and Others: Work Behavioral Styles

Transcription

1 Effective, transformational leadership demands effective skills in communicating and working with others. In their book, The Leadership Challenge: How to Get Extraordinary Things Done in Organizations, James Kouzes and Barry Posner suggest that effective leaders do not control others but rather create an environment which enables others to act. This seminar uses a behavioral style assessment, Everything DiSC Workplace, completed by participants online prior to attending the Leadership Academy, to explore work behavioral style tendencies. This seminar will lead to an understanding and appreciation of a diversity of work behavioral styles. We will examine effective ways to communicate with, motivate, and organize the efforts of people based on their preferred behavioral style. We will learn how to recognize behavioral styles in others and will work to develop knowledge and skills in behavioral flexibility to maximize individual and organizational effectiveness. Finally, we will emphasize and illustrate the idea that an effective behavioral style is situational and that style flexibility can significantly increase one s effectiveness as a leader. There is only one behavioral style you can control - your own. By adapting your behavior to the needs of others and the situation, leaders can be more effective communicators, motivators, managers, and leaders. Our specific objectives are as follows: Develop a model and language through which you can work more harmoniously, cooperatively, and efficiently with others; Identify the strengths that you bring to your work, relationships, and organization; Foster an increased understanding and appreciation of the work behavioral tendencies of others in the workplace for the explicit purpose of increasing personal and professional effectiveness in a manageable and systematic way; and Learn strategies for adapting and blending your work style to meet the needs of others and the situation.

2 OVERVIEW: WORK BEHAVIORAL STYLES The quest for leadership is first an inner quest to discover who you are, and one of the best places to begin that quest is with the dimensions of leadership. ~Jim Kouzes Johari Window Discovering Your DiSC Style Inclination Priorities Motivators Stressors Other Styles Building More Effective Relationships Have you ever wondered why connecting with some people is easier for you than with others? Maybe you have noticed that you relate better to colleagues who focus more on creating lively environments and relationships. You might be more comfortable working with those who take an optimistic, fast-paced approach, as opposed to those who work at a steadier pace. Perhaps you relate best to people who are more enthusiastic rather than analytical. Establishing a framework for understanding yourself is the first step to becoming more effective when working with others. Learning about your work behavioral styles, as well as those of others, can help you connect better with colleagues and build more effective relationships. Work behavioral styles are influenced by so many factors life experiences, education, maturity. As a leader, it is essential that you develop a better understanding of your workplace priorities and preferences so you can have a greater Appreciation of how others may differ from you. 2

3 BEHAVIORAL SHOPPING SPREE Link up with other participants. Identify a behavior that applies to them. Ask them to sign their name next to the listed behavior. Secure as many signatures as possible. Be SAFE Don t hurt yourself or anyone else. Have fun! Chapter 5 The following list describes many common behaviors. Find other participants who think one of the listed behaviors applies to them. Once you find a match for a listed behavior, have the person sign the line next to the item. You may have more than one participant sign each behavior. Your goal is to get as many signatures as possible before the time is up. Name Behavior I usually like challenges I tend to be persuasive I tend to be relaxed and easygoing I tell it like it is I prefer to listen more 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 2004 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with the DiSC. 3

4 THE JOHARI WINDOW Unknown to Others Known to Others THE JOHARI WINDOW... Provides a variety of information about self and others Provides a subtle communication between people Defines the quality of a relationship at any given time Results can be displayed graphically (Olmstead, 1999) The information in this model can be verbal, nonverbal, fact, opinion, perceptions, feelings, or thoughts, among other things. Two behavioral scientists, Joseph Luft and Harry Ingham, have developed this model, known as the Johari Window. 4

5 THE X AND Y AXIS X-AXIS Chapter 5 Y-AXIS PLOTTING YOUR JOHARI WINDOW X-AXIS On a scale of 0 10, with 0 being Never and 10 being Always, what point on the X axis ( Numbers across the top) best reflects how often you ask, or your team shares with you, their feedback about how they perceive you? (This may include their perceptions of how you delegate, make decisions, deal with conflict, facilitate meetings, communicate with others, understand your values, leadership style, etc.) Y-AXIS On a scale of 0 10, with 0 being None and 10 being Everything, what point on the Y axis (Numbers down the Side) is the amount of information you share about yourself with your team? (This may include their perceptions of how you delegate, make decisions, deal with conflict, facilitate meetings, communicate with others, understand your values, leadership style, etc.) 5

6 PLOTTING YOUR JOHARI WINDOW The size of each quadrant can change depending on the following: Our communication behavioral predispositions The person or team with whom we are communicating The context of the communication Prior communication experiences Our relationship with the other communicator(s) Risks involved in the communication Reciprocity and mutuality of self-disclosure between communicators 6

7 YOUR JOHARI WINDOW Open/Free Area: The upper left section is called the Open or Free Area. This area represents the things I know about myself, that my team also knows about me. This common knowledge that you and I know about ourselves and each other enables us to build a relationship based on an open exchange of information. Chapter 5 Blind Area: The upper right section of the Johari Window is called the Blind Area. It represents the things your team knows about you that you do not know about yourself. When you interact with your team you communicate information of which you are unaware. This may be what you say, how you say it, or sometimes what you don t say, but others perceptions of what you said. Hidden/Façade Area: The lower left section is called the Hidden or Façade Area. This area represents things you know about yourself of which your team is unaware. You choose to keep this information hidden for a variety of reasons. These reasons may include fear of being rejected, being judged negatively, or being attacked for your beliefs or feelings. Unknown Area: The lower right section of the Johari Window is called the Unknown Area. This area represents things that neither you, nor your team, knows about you. Part of the information will always remain unknown as you grow and develop to your full leadership potential. 7

8 SUCCESSFUL PEOPLE UNDERSTAND THEMSELVES If you want to have a significant impact on people, on organizations, and on communities, you d be wise to invest in learning the behaviors that enable you to become the very best leader you can. ~ Kouzes and Posner, 2012 Successful People: Understand themselves and HOW their behavior affects others. Understand their REACTIONS to other people. Know how to MAXIMIZE what they do well. Have a POSITIVE ATTITUDE about themselves, which causes others to have confidence in them. Know how to ADAPT their behavior to meet the needs of other people and particular situations. Self: People who understand their strengths and limitations are able to adapt to the needs of others and the needs of their environment in ways that lead to maximum effectiveness. People who self-manage are capable of becoming peak performers. 8

9 DISCOVERING YOUR DiSC STYLE HOW DO YOU SEE YOURSELF? Chapter 5 Active Fast Paced Assertive Dynamic Bold Thoughtful Moderate Paced Calm Methodical Careful Group Activity: Move to the part of the room labeled with the behavior that describes you. Do you see yourself as Active fast paced, assertive, dynamic, bold? OR Do you see yourself as Thoughtful moderate paced, calm, methodical, careful? 9

10 DISCOVERING YOUR DiSC STYLE HOW DO YOU SEE YOURSELF? Questioning Logic Focused Objective Skeptical Challenging Accepting People Focused Empathizing Receptive Agreeable Group Activity: Move to the part of the room labeled with the behavior that describes you. Do you see yourself as Questioning logic focused, objective, skeptical, challenging? OR Do you see yourself as Accepting people focused, empathizing, receptive, agreeable? 10

11 HOW DO YOU SEE YOURSELF? Chapter 5 You have chosen two different groups based on how you tend to see yourself. Let s see what happens when you get together with others who answered both questions the same way you did. Active and Questioning Active and Accepting Thoughtful and Accepting Thoughtful and Questioning 11

12 GROUP DISCUSSION WHY DID YOU ANSWER THE WAY YOU DID? Give Examples 12 Record responses

13 DISCOVERING DiSC Chapter 5 During the video, Introduction to DiSC, think about the following question: What if people had their needs written all over them? Think about the simple demonstration of the differences described by the model above. If you are from the Active and Questioning corner, you will find that you share characteristics with the Dominance or D style. If you chose Active, BUT described yourself as more Accepting, you are likely to have preferences toward the Influence or i style. If you chose Accepting, BUT considered yourself as Thoughtful, you most likely will find that you reflect the Steadiness or S style. If you chose Thoughtful AND Questioning, you will find that you share characteristics with the Conscientiousness or C style. Remember, we all started in the same place, and we share things in common, even those who didn t end up in the same group. 13

14 EVERYTHING DiSC MODEL 14

15 FROM DISC CLASSIC TO EVERYTHING DISC THE HISTORY OF DiSC - FROM DiSC CLASSIC 2.0 TO EVERYTHING DiSC Chapter 5 The DiSC Model has been used for over three decades to help people understand themselves and others. More than 40 million people have used DiSC to help build productive teams and develop effective managers and leaders, while improving communication and easing frustration and conflict. The traditional way to represent the DiSC Model is a line-graph format, as shown in Figure 1. This format is used in Inscape Publishing products, such as the DiSC Classic profile, and provides separate scores on four scales: D, i, S, and C. The interpretation of this graph within the profile is based on a Classical Pattern, which describes a person s overall DiSC pattern, as influenced by all four styles. The line graph representation of DiSC, however, is only one of many ways to discuss DiSC and present a participant with his or her DiSC style. The earliest representation of the DiSC Model, as described by William Marston in his book, Emotions of Normal People, was a circle. 15

16 FROM DISC CLASSIC TO EVERYTHING DISC THE HISTORY OF DiSC - FROM DiSC CLASSIC 2.0 TO EVERYTHING DiSC Dating back to the roots of DiSC, the DiSC circle, as shown in Figure 2, provides a more intuitive, straightforward, and memorable way to show a participant his or her location within the DiSC Model. It allows participants to immediately see the similarities and differences between them, as well as gauge the composition of their group and see implications of that composition. Instead of learning about four separate scales, you can learn about one integrated model. This representation of the DiSC Model is used in all Everything DiSC reports. In the example, the circle, or circumplex, shows a participant who tends toward the C or Conscientiousness style but also has a tendency toward the S or Steadiness style. If one were to take the line graph in Figure 1 and represent it in a circular format, Figure 2 would very likely be the result. In both cases, we have a person who is very high in the C and S styles and very low in the i(influencer) and D (Dominant) styles. 16 The Everything DiSC Assessment utilizes a scoring algorithm that automatically adjusts for the social desirability of responses. You are left with more freedom to respond to the statements in a way that truly describes YOU and not forced to select a response that does not feel optimal. And because Everything DiSC uses adaptive testing an interactive assessment process that tailors questions to the individual respondents - inconsistent responders will be asked to respond to more items, providing greater precision of the DiSC style, dot placement, and personalized results.

17 FROM DISC CLASSIC TO EVERYTHING DISC The DiSC Model provides a common language used to discuss what behaviors you share with others, and what you do differently. It is not a test; you can t pass or fail. The results will be different for each of us because each of us brings a unique combination of backgrounds, experiences, and training to our work behavioral style. The DiSC assessment describes only behavioral tendencies, preferences, and priorities learned ways of dealing with the world. There are no good or bad styles only different styles; we need the differences in people in order to be effective. Remember, diversity on our work teams is not only inevitable, it is essential. Chapter 5 Once we have identified our work behavioral style, we can: Create a motivational environment most conducive to success. Increase our appreciation of the different work styles of others. Minimize potential conflicts with others. FROM DISC CLASSIC TO EVERYTHING DISC : HOW MY GRAPH BECAME A DOT 2012 by Inscape Publishing, Inc. All rights reserved. Permission to reproduce only when used in conjunction with Everything DiSC products 17

18 YOUR DiSC STYLE OVERVIEW Your DiSC Style Overview The DiSC Model shows four basic behavioral styles that describe how people approach their work and relationships. Dominant D Influence i Steadiness S Conscientiousness - C These four styles, and their priorities, address the complexities of the real world by showing how people can have priorities in addition to those that are expected for their DiSC style. Within each style, there are three regions where a person s dot may be located, illustrating the 12 different regions of the Everything DiSC Model. The angular location of the dot indicates your DiSC style. Though everyone is a blend of all four styles, most people tend more strongly toward one or two styles. In the circle graph above, this person tends toward the C style but also has some tendency toward the D style. Whether your dot is in the center of one style or in the region that borders two, no dot location is better than another. All styles are equal and valuable in their own ways. 18

19 DISC STYLES DISPOSITIONS AND DESCRIPTIONS Chapter 5 DiSC Styles Dispositions and Descriptions DC: straight-forward and analytical - (direct, results-driven, determined) D: direct and dominant - (aggressive, strong-willed, forceful) Di: active and fast-paced - (dynamic, adventurous, bold) id: fast-paced and enthusiastic - (active, optimistic, ambitious) i: interactive and influencing - (sociable, lively, talkative) is: agreeable and warm - (trusting, cheerful, caring) SI: collaborative and accepting - (accommodating, team-builder, encouraging) S: accommodating and steady - (considerate, gentle, soft-hearted) SC: moderate-paced and cautious - (careful, soft-spoken, self-controlled) CS: stable and practical - (well-prepared, cautious, reliable) C: private and conscientious - (analytical, reserved, unemotional) CD: question and skeptical - (cynical, stubborn, critical) Review Your DiSC Style on PAGE 3 of your Everything DiSC Workplace Profile. What is your DiSC style? Place the DOT from your graph on the DiSC graph above for quick reference. Show of hands for each style. Share your thoughts about the diversity represented in the room. 19

20 YOUR INCLINATION Close to the Edge or Close to the Center? A dot s distance from the edge of the circle shows how naturally inclined you are to encompass the characteristics of your DiSC style. A dot positioned toward the center of the circle indicates a Slight inclination toward the characteristics of the style. This person probably relates to characteristics of other styles as well. A dot positioned halfway between the edge and the center indicates a Moderate inclination toward the characteristics of the style. A dot positioned toward the edge of a circle indicates a Strong inclination toward the characteristics of the style. 20

21 YOUR DOT TELLS A STORY Chapter 5 X?? X Your Dot Tells a Story: Your DiSC Style Look at PAGE 4 of your Everything DiSC Workplace Profile Your DiSC Style & Dot. Read the narrative which describes general characteristics and tendencies for your style, as well as the basic preferences, dislikes, and general worldviews of individuals who score high in this style. Personalize your profile by putting a checkmark next to things that are like you, and X by the things that are not like you, and a question mark next to things you are not sure about. Underline three statements that you think best describe you. What did you learn? Share one of your underlined statements with your group. 21

22 PRIORITIES OF YOUR DiSC STYLE Your DiSC Priorities & Shading Your dot location and style can say a great deal about you, but your map shading is also important. The eight words around the Everything DiSC Workplace map represent priorities the primary areas where people focus their energy. Your priorities describe what is important to YOU. All combinations of priorities are equally important and valuable. PRIORITIES: Action Enthusiasm Collaboration Support Stability Accuracy Challenge Results The closer the shading comes to your priority, the more likely you focus your energy in that area. Everyone has at least three priorities, and sometimes people have four or five. The three words closest to your dot are your primary priorities. The priorities of i Style above are Taking Action, Generating Enthusiasm, and Valuing Collaboration. 22 Your personalized shading indicates whether you stretch to include additional priorities. These additional priorities are marked by striped shading. The i Style above stretches to include Ensuring Accuracy, which isn t a characteristic of the i Style.

23 YOUR PRIORITIES Chapter 5 By learning about your priorities, you can gain a deeper and clearer picture of your style. You will also begin to understand how you might relate to other styles. Read PAGE 5 of your Everything DiSC Workplace Profile. Personalize the feedback with checkmarks, X s, and question marks. What did you learn about your priorities? 23

24 YOUR MOTIVATORS AND STRESSORS Different people find different aspects of their work motivating. You might appreciate opportunities to work with passionate people toward a common goal and seek those high-energy environments where everyone can express themselves. These sample characteristics would be considered Motivators. What Motivates You? There are those aspects of your work that are stressful for you. If you are active and lively, you may find routine work to be very draining. Environments that are dull, or don t allow you to express yourself, may sap your energy. These are sample characteristics that would be considered Stressors. What is Stressful for You? Read and Personalize PAGE 6 of your Everything DiSC Workplace Profile. Underline one statement from each category that best describes you. Give an example of how these statements have been true for you. 24

25 A DAY IN THE LIFE Chapter 5 DESCRIBE WHAT IT IS LIKE TO BE YOUR STYLE Group Activity You will have an opportunity to work with others who share your primary style: D, i, S, or C. In your group, you will work together to describe A Day in the Life of a person with your DiSC style. Use what you have learned from your profile, as well as your own experiences, to create the descriptions on your flipchart. You can use words, statements, pictures whatever you want to describe what it s like to be you. Be mindful that your profile feedback will differ somewhat from that of your fellow group members whose dots are located in different parts of the region. As you create your description, consider these questions: What are your greatest contributions to your workplace? What are your greatest fears? How are you misunderstood? How can other styles relate better to you? HAVE FUN! 25

26 A DAY IN THE LIFE OVERVIEW As you create your Day in the Life description, consider the questions below. Use the space for your style to make notes. What are your greatest contributions to your workplace? What are your greatest fears? How are you misunderstood? How can other styles relate better to you? DDominance i Influence SSteadiness C Conscientiousness Things to remember: 26

27 WHAT DID YOU LEARN ABOUT THE DIFFERENT STYLES? Chapter 5 D. i. _ S. C. 27

28 CHOOSE YOUR COWORKER DiSC shows that we all approach our work according to what we prioritize. Our priorities also affect how we react to the people with whom we work. Discovering what works for you and what challenges you when working with each style will help you understand your coworkers. Game Show Video: Choose Your Coworker The game-show host, Greta, will interview four coworkers, Carlos, Christiana, Anna, and Jesse, to get answers to the following questions: How would you describe yourself in the workplace? What are your pet peeves? What may be difficult about working with you? How do you handle conflict? Use the space next to the coworkers pictures (ON NEXT PAGE) to take notes on their responses. Which coworker s behavioral style is easiest for working with you? Which coworker s behavioral style is more challenging for working with you? Group Discussion: What influenced your decision? 28 What did you discover about how you made your choices?

29 CHOOSE YOUR COWORKER cont d Chapter 5 CARLOS CHRISTIANA ANNA JESSE Put a on the line next to the coworker that is easiest for working for you, and a? on the line next to the one that is most challenging to work with you. Write what you learned about each co-workers style. 29

30 WORKING WITH YOU Which character and style do you MOST want to work with? Which character and style is more difficult for working with you? Read and Reflect Read and reflect about how you might react to the character s and their behavioral styles on PAGES 8-11 of your Everything DiSC Workplace Profile. 30

31 UNDERSTANDING SELF AND OTHERS Chapter 5 Normally, you don t get to choose your coworkers. You have to work with all styles. DiSC can help you understand your reactions. Other Styles Profile pages 8-11 What characteristics of each style work for you? What characteristics of each style are difficult for you to deal with? 31

32 GROUP DISCUSSION WHY DID YOU ANSWER THE WAY YOU DID? 32

33 GROUP RESPONSES Group Responses and Sharing Each flip chart is labeled with a specific DiSC style. As a group, identify - What s difficult and What Works Chapter 5 Carlos D Style Results, Action, Challenge What Works What s Difficult Anna i Style Enthusiasm, Action, Collaboration What Works What s Difficult Jesse C Style Accuracy, Stability, Challenge What Works What s Difficult Christiana S Style Support, Stability, Collaboration What Works What s Difficult 33

34 GROUP REPRESENTATION Group Representation With four YELLOW and four GREEN dot stickers, go to each of the style charts. Put a GREEN sticker next to one characteristic that WORKS most for you. Put a YELLOW sticker next to one characteristic that is most DIFFICULT for you. Group Reflection These dots help you understand the most common perceptions that others have about these styles. They also underscore the differences in perception that can exist. DiSC can help us understand how each of us reacts to the styles of the people with whom we work. Look at and reflect on each style. What can you tell about people s perception? What are the most common perceptions? What kinds of differences in perception do you see? 34 What surprises you about these perceptions?

35 BUILDING EFFECTIVE RELATIONSHIPS Chapter 5 Building Effective Relationships To work more effectively with others, sometimes you have to bridge differences in style preferences and priorities. Building effective relationships in the workplace requires adapting your approach to accommodate the preferences of the other person. It means doing something more internally, like simply appreciating what someone brings to the table, empathizing with the other person s situation, or accepting behavior as normal for that person. 35

36 WORKING WITH DiSC Working with DiSC You have seen how others have become more effective in their working relationships. Review your Everything DiSC Workplace Profile, PAGES How can you become more effective when working with other styles? Choose one style with which you would like to become more effective. Take your profile and move to the corner of the room labeled, I want to be more effective with.. INCREASING YOUR EFFECTIVENESS On your profile - Page Read the three sections Mark one strategy in each section to use more effectively 36

37 GROUP DISCUSSION TELL EACH OTHER... Chapter 5 Your style Your strategies Why you choose them What have you learned from your discussions? 37

38 INCREASING YOUR WORKPLACE EFFECTIVENESS Summary: Increasing Your Workplace Effectiveness Everything DiSC Workplace Profile PAGE 16 This summary outlines three strategies based on your lowest priorities that could help you work more effectively with everyone in your workplace. Select one on which you would like to focus. Read the description and bullet points for that strategy. 38

39 ACTION PLAN Chapter 5 Using what you have just read, answer the questions to create an action plan for using this strategy to build more effective relationships. 1. Strategy: 2. When might you need this strategy? 3. What outcomes do you hope to achieve by using this strategy? 4. What can you do or say to put this strategy into action? 5. Who could be a resource or mentor for you? 39

40 SHARING AND FEEDBACK Share your action plan Provide feedback 40

41 TOPIC OVERVIEW Chapter 5 MY WORKPLACE STYLE GUIDE How to work effectively with me: 41

42 BUILDING EFFECTIVE RELATIONSHIPS Display the Personalized Style Index, PAGES 17-20, in your workplace, where others can readily see it. Refer to the feedback in your Everything DiSC Workplace Profile to begin to understand your coworkers better. 42

43 EFFECTIVE WORKING RELATIONSHIPS Chapter 5 With DiSC, you will be able to bridge differences in your workplace and become more effective with all kinds of people. 43

44 Plan MY ALIGNMENT PLAN (MAP) Responses Identity How do you view yourself? Core Purpose/Mission Learning Style Claim Your Values List your core values Strengths Top 5 Behaviors/DiSC Style Constraints What stands in your way of progress? 44

45 REFLECTION Record two or three ideas, issues that came out of the discussion that were meaningful to you Chapter 5 45

46 INDIVIDUAL PERSONAL DEVELOPMENT PLAN (IPDP) OBJECTIVE a What is my desired outcome? a What is the object of my desire? a Time to complete. What will I do to achieve my outcome? a Journal. a Discussion with mentor/buddy. a Specific tools and strategies I will use to reach my objectives. METHOD OF ASSESSMENT a How will I document and measure my progress? a What tools will I use to measure my achievement? How will I know I m done? What does success look/feel like? 46 a Journal. a Reflection a Objective assessment.

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48 NOTES The best leaders of all, the people know not they exist. They turn to each other and say We did it ourselves. - Zen