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How To Use Behavioral Profiles To Become A Better Business Leader
Every workplace has a wide variety of different personalities. The DiSC Assessment test is a personality test that breaks personalities into four behavior profiles. While most have a fox of the four, most people are high in one to two areas. Eastern Nazarene University has put together a really useful graphic and guide that covers how you can use the behavior profiles identified in the DiSC Assessment test to become a better business leader.
The infographic and guide covers explains how to spot the characteristics of each behavior profile, common behavioral indicators and how to use this information to lead and motive in the workplace. The goal in creating this guide was to help business leaders close the gap on managing personalities in the office and workplace setting.
In the Disc Assessment test there are four behavioral spectra measured: Dominance, Influence, Steadiness and Complaisance. Most people display traits of all of the behavioral profiles, but typically have one or two that are more dominant than the others. By learning the personality traits of the people you work with and manage, you can better communicate with, improve and motivate each member of your team. To learn more, check out the graphic below.
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Using DiSC Assessments to Become a Better Leader
The DiSC assessment is a behavioral test, indicating how people likely are to act in given circumstances. There are four behavioral spectra measured: Dominance, Influence, Steadiness, and Compliance. While people will exhibit a mix of all behavioral profiles, most of us are particularly “high” in one or two areas.
How To Determine Who You’re Dealing With
How to spot the characteristics of each behavioral profile:
- Calculated Risk Taker
Common characteristics to look for with each behavioral profile:
Shapes the environment, overcoming opposition to achieve results.
Motivated by winning, competition, and success.
- Tends to speak loudly, and may interrupt others
- Poor at reading emotions, may be surprised if his or her directness is perceived as unkind
- Sends very direct emails
Steve Jobs, Co-founder & CEO, Apple. Inc. “We’re here to put a dent in the universe. Otherwise, why else even be here?”
Warren Buffet, Chairman & CEO of Berkshire Hathaway “Never test the depth of river with both the feet.”
Shapes the environment by influencing or persuading others.
Motivated by social recognition, group activities, and relationships.
- May tend to turn work events into social gatherings
- Eager to talk and jumps from subject to subject
- May take too much time to get his or her point across
Charlie Munger, Vice Chairman of Berkshire Hathaway “The best thing a human being can do is help another human being know more.”
Sheryl Sandberg, CEO of Facebook “I want every little girl who’s told she’s bossy to be told instead she has leadership skills.”
Emphasizes cooperation with others in existing environment to reach goals.
Motivated by cooperation, opportunities to help and sincere appreciation.
- Excellent listeners, not highly expressive
- Calm demeaner, not easily excitable
- Tends to avoid topics with which they’re unfamiliar
Marissa Mayer, CEO of Yahoo “Work for someone who believes in you, because when they believe in you, they’ll invest in you.”
Bernard M. Baruch, Presidential Advisor of WWI and WWII “Most of the successful people I’ve known are the ones who do more listening than talking.”
Works conscientiously in existing environment to ensure quality and accuracy.
Motivated by opportunities to gain knowledge, show expertise, and do quality work.
- Prefers to avoid small talk
- Asks many detail-oriented questions
- May keep notes of conversations for later use
Steve Wozniak, Co-founder of Apple, Inc. “Artists work best alone. Work alone.”
Deepak Chopra, Alternative medicine advocate, writer, physician “If you focus on success, you’ll have stress. But if you pursue excellence, success will be guaranteed.”
Using DiSC to LEAD
With an understanding of their individual characteristics, you can better communicate with, improve and motivate each member of your team.
A “high D” is competitive, decisive, and independent. Communicate with a high D by being direct and concise.
- Provide direct compliments for specific ideas and actions.
- Give credit for work and ideas which lead to team success.
- Be specific about performance requirements and consequences.
- Ask them to create an improvement plan with a clear time frame.
- Avoid giving them mundane tasks.
- Encourage ambition by rewarding performance with responsibility and autonomy.
- Give them opportunities to work independently and set their own goals.
- Explain the big picture and purpose of projects.
- Often needs to work on patience, sensitivity, and allowing deliberation.
A “high I” is enthusiastic, people-oriented, and emotional. Communicate with a high I through engaged listening, but keep him or her on task. Help him or her out by putting details in writing.
- Deliver praise publicly for specific ideas and actions.
- Let him or her known that others appreciate their energy and enthusiasm.
- Provide criticism in private; being direct about performance problems and consequences. Allow discussion time.
- “Sandwich” criticism between positive feedback.
- Let him or her collaborate, but provide opportunities for them to be in the limelight.
- Reinforce and encourage his or her optimism with enthusiasm.
- Limit the predictability and routine of his or her tasks if possible.
- Commit to a deadline for specific improvement.
- Often needs to work on follow-through, speaking candidly, and staying focused for long periods.
A “high S” is agreeable, supportive, and reserved. Communicate with a high S by allowing time for small talk, listening closely, and responsively, and avoiding being demanding or forceful.
- Show that you trust him or her by giving them more responsibility.
- Provide praise in private but keep it sincere.
- Let him or her know they are a vital part of the team.
- Defining expectations clearly.
- Address good performance before constructive criticism.
- Provide regular feedback in a kind manner.
- Avoid rushing results
- Provide encouragement and show interest in hearing his or her ideas.
- Be clear about his or her tasks and responsibilities and don’t skip specifics.
- Provide collaboration and show interest in hearing his or her ideas.
- Often needs to work on assertiveness, ability to multitask, and quickly adapt to change.
A “high C” is organized, detail-focused perfectionist. Communicate with a high C by being prepared and specific, providing facts, and supporting information, and avoiding forcing quick responses.
- Provide praise in private, while highlighting specific aspects of his or her performance.
- Encourage growth by offering to help him or her build expertise in other interests.
- Reward him or her by providing new opportunities for independent projects.
- Deliver facts and prepare for a potentially defensive reaction.
- Agree on a formal review process and timeline.
- Provide opportunities for independent (rather than collaborative) projects.
- Allow he or she to show his or her expertise.
- Convey your expectations clearly.
- Provide encouragement and show interest in hearing his or her ideas.
- Often needs to work on letting go of tasks and delegating, joining in social events, and making quick decisions.
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