Good salespeople tend to possess a high I profile because as the name suggests, they are often able to influence others towards a goal. However, sometimes we got a bit too excited and needed to slow down and analyze things more in depth. This connection allowed us to relate and openly share ideas. A coworker I knew with this style prioritized action and enthusiasm. He may tend to avoid conflict, often using humor to diffuse the tension in the room.ĭo you know a coworker who expresses enthusiasm, takes action and enjoys working with and being around people? This coworker likely has an I style, just like me. DISC® allowed me to understand he prioritized results and placed less value on creating a close relationship.Ĭonversely, the low D profile values a collaborative approach to decision-making, not preferring to make decisions on his own or too fast. At the time, I did not realize his behavioral style and assumed I was the reason for the tension. I remember feeling overwhelmed and a bit attacked during some interactions. I learned that when working with a higher D, I shouldn’t take things too personally, and to deliver results, on time, and to be quick and to the point with my communication. A high D (Dominance) values getting fast results, acting quickly and challenging themselves and others. In our story above, Samantha demonstrates a drive for results, and Maryann doesn’t seem to be afraid of conflict she may very well enjoy it.
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The training helped me better understand how to work with each style, paying attention to behavioral clues we all give. However, I was surprised to learn about the communication preferences and priorities of the other behavioral styles. I was not surprised with my results, which indicated I valued collaboration, generating enthusiasm and giving support (IS profile). This past year, I had the opportunity to participate in a DISC® Workshop. In short, it helps you speak the same “language.” DISC® provides a roadmap to ensure a greater chance of achieving your goal. Knowing your DISC® profile, and that of your team members removes the guesswork out of how to best communicate with one another. Everyone possesses some amount of each style, but usually, display a primary and often secondary style. While there are many behavioral assessments out there, each with various benefits and applications, we prefer the DISC® behavioral assessment for its simple, yet thorough approach.ĭISC® speaks to four basic behavioral styles: D (Dominance), I (Influence), S (Steadiness) and C (Conscientiousness). No more stashing away in the proverbial drawer, never to be seen again. Performance Culture believes so strongly in the effectiveness of behavioral profiles that we’ve included a place on each employee profile for these reports to be attached, allowing for organizational-wide visibility and yes, application of what’s learned from them. Have you ever experienced a meeting like this? Or perhaps an unfortunate interchange with your manager or your colleague where something somewhere went horribly wrong and you can’t figure out how to fix it? Why do things like this happen, and what, if anything, can be done about it?Ĭreating a high-performing and a high-trusting team requires much skill and time, but one incredibly simple, and highly effective tool teams everywhere can start with is the use of behavioral profiles. The meeting ended with the team being no closer to a solution, and only more hurt, angry, and confused.
Maryann, however, didn’t hold back, and fired right back, “Now hold on there, this has been an incredibly tough quarter and it’s not entirely our fault.” Tensions and anxiety rose and emotions began to govern the meeting more than trust, understanding, and accountability. Samantha hardly noticed the eye rolls of some, though she hardly cared, and certainly didn’t understand why Bill in Marketing seemed to clam up anytime there was a hint of conflict. Samantha began the team meeting as she would any other meeting – diving right into the cold, hard facts that they were missing revenue targets, and she was hot.
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