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D's and Clarity

Daniel Silvert — Thu, 20 Sep 2012 05:00:00 GMT

Ever notice that some people have a proverbial sign on their forehead that says "cut to the chase!"? If you speak a little bit long, their body language gets fidgety, they instinctively reach for their phone then pull back, their eyes dart around. They're trying to be gracious about it, but they really wish you would just... cut to the chase! In such cases, the chances are high that you are encountering someone with a strong Dominant DISC style.

Why are D's like this?

Here's one theory developed over years of working with thousands of D's: Dominant styles know who they are and where they are going. If a D lacks information on a subject that's important, he or she will acquire it in the most efficient way possible, then move forward. This 'get from point A to point B to point C' orientation manifests itself in their communication as well. Dominant styles speak in a direct manner, often with an authoritative tone. Some might even call them blunt. One adjective that will never fit a D's communication style, however, is fuzzy. D's place a premium on clarity. Clarity of thought, clarity of mission, clarity of speech. The reason a D is silently tapping his or her toe while waiting for the bottom line is that only then will there be clarity about what the D can do to help you, either by offering a solution to a problem or pointing you in the right direction. And therein lies the irony. D's look impatient because in most cases they are - but that doesn't mean that they don't want to be helpful. Quite the opposite, they want clarity from you so that they can be helpful.

So the next time you see that forehead sign, cut to the chase!

Right

Daniel Silvert — Fri, 14 Sep 2012 05:00:00 GMT

Each of the DISC has a different way of knowing that they are right. Let’s take a look:
When do D's know they're right? When they wake up each morning.

D's possess a natural confidence about their ability to achieve whatever they set their minds to. By actively pursuing their goals and racking up victories, D's quickly build a track record of success that feeds this in-born disposition. Interestingly, D's feel absolutely no need to apologize for their confidence - despite the oft-repeated claim from other styles that D's are too egoistic. From a D's perspective, if other people lack confidence, they must not be right!

When do I's know they're right? When it FEELS right.
I's are emotionally intuitive about people, situations, and ideas. They have a knack for allowing their emotional response to guide them towards success. While this method can make other styles very uncomfortable since their analytic tools are now sidelined, I's learn to trust their intuition early in life.

When do S's know they're right? When everyone has reached consensus.

In truth, S's do not need to be 'right' in the first place. S's expend their energies towards enabling the group to arrive at a shared sense of direction. This is, in fact, the hidden genius of S energy (see Hidden Genius blog on takingflightwithdisc.com). For S's a group of like-minded individuals all pulling in the same direction is far more likely to be successful than a lone wolf declaring that he or she is 'right.'

When do C's know they're right? When they have the facts.

C's invest almost all of their energies in creating processes and systems that ensure accuracy. To a C, assumptions need to be tested, retested, and validated from multiple angles before being declared the correct position or direction. C's take this process very seriously and are loathe to allow emotions or intuition factor into decision making.

When interacting with co-workers, notice in what situations they are most confident or at ease with being right.

What are the factors involved? What does it tell you about how they perceive you when there is a disagreement? The answers may just provide key insights in how to best persuade them to appreciate your perspective, and help you better understand theirs.

Intent vs. Behavior

Daniel Silvert — Fri, 07 Sep 2012 05:00:00 GMT

When Jake arrived at his desk Monday morning, he found a note from Cathryn, his new boss. She had a small project for him to complete and the note detailed nearly every step in the process. Jake found himself mildly irritated. "I don't need a cheat sheet to do my job." He thought to himself.

A few weeks later Cathryn delegated another project, this time more substantial, and again included a complete set of instructions and check lists. Perplexed, Jake decided to address the matter with Cathryn directly.

Jake: Cathryn, I have a question for you about how we're working together. Do you have a moment?"

Cathryn: "Sure. What's up?"

Jake: "Well, I'm getting the impression that you don't have a lot of confidence in my ability to do this job well."

Cathryn: "Wow. Why would you think that? I have complete confidence in you. That's why I give you so much work!"

Jake: "Ok, but you also spell out every step as if I can't figure it out for myself. I've been here for three years and know what I'm doing."

Cathryn: "Yes, but part of my job is to make sure that I have fully prepared projects so that you can execute them. I'm not trying to micro-manage you."

Jake: "I appreciate what you're saying - but, trust me, I can get things done - and frankly a bit faster in some cases, with more autonomy from you. Want to give that a try?"

Cathryn: "Sure."

We are all intimately familiar with our own intent when interacting with others. Yet, we do not judge others based upon their intent. Instead, we rely on their behavior. A tremendous benefit of DISC style awareness is the learned ability to recognize behaviors that are consistent with style. Cathryn provided vast amounts of data to Jake because she's a C and that's what makes C's comfortable. Jake, however, values the freedom to figure things out for himself, often with much less dependency on process and details in order to be successful. Jake interpreted Cathryn's behavior as representing a lack of faith in his own abilities. After all, he would never delegate with so much detail unless he lacked confidence that the job would get done otherwise. Because D's communicate with directness, Jake's forthright manner enabled him to address the issue before the mis-understanding between them intensified. However, had he understood DISC, he would have recognized Cathryn's behaviors as being consistent with her style, not a reflection of how she perceived his abilities.

More Powerful vs. Less Powerful

Daniel Silvert — Thu, 23 Aug 2012 05:00:00 GMT

Each DISC style has a different perspective of their ability to influence the world around them and this impacts how they interact with the world.

D’s, for example, feel that they are more powerful than their environment and have the capacity to shape outcomes through goal setting, resourcefulness, and hard work. D’s love a challenge precisely because it’s difficult to accomplish. By possessing the confidence to overcome obstacles, D’s are confident that they can shape outcomes to their satisfaction.

I’s are also convinced that they can dramatically impact their environment. However, their energy is fueled by sheer optimism. Who says we can’t do it?! To an I, the world is filled with exciting opportunities just waiting to be seized. Their ‘glass half-full’ approach enables I’s to be energized by a grand vision, motivate others towards the cause, and diminish concerns that could otherwise keep a project from ever being launched in the first place. It’s not that I’s do not see obstacles, they’re just optimistic that any setback will be overcome. Not having the answer right now is not a concern. Solutions will be found in time.

S’s believe that, as individuals, they are substantially less powerful than their environment. They are reluctant to shake up the status quo because unforeseen consequences cause stress, anxiety and conflict within a team. The solution, therefore, is to build consensus with as large a group of people as possible before taking action, so that potential negative consequences will be shared and supported by all.

C’s also see themselves as less powerful than the complex and unpredictable world that surrounds them. To counteract this reality, C’s invest much of their time and energies in collecting data, creating systems to organize information, and devising tools that enable the most accurate analysis. Taken together, this logical and methodical approach enables C’s to increase their chances of success.

How each of us views the world drives each of us acts in the world. What do you see?

What Each Style Needs to Accept: Part 1

Daniel Silvert — Thu, 16 Aug 2012 05:00:00 GMT

We all look at the world through the lens of our own DISC style. This means that we may need to accept that others handle problems and approach the world differently than we would. And this means that we may need to accept that ‘my way is not the only way.’

Consider what each style may need to accept:
D’s need to accept that not everyone likes to engage in conflict. D’s do not take conflict personally. They enjoy the energy of a passionate back and forth debate. Such a 'discussion' is invigorating to a D and the best way to vet an idea or decision. However, none of the other styles relishes conflict like D’s. They need to accept that their blunt candor may do more harm than good when dealing with non-D’s and may wish to seek alternative strategies for communicating during conflict.

I’s need to accept that it can’t always be fun. I’s are energized by positive energy, free-flowing brainstorming sessions, and exciting opportunities. To other styles, such a frenetic atmosphere is either hugely distracting or simply exhausting. I energy can overwhelm styles whose focus is on building systems, maintaining harmony, or focusing on the biggest return on invested time and effort. Toning down their emotional output in favor of planning and ensuring that consistent outcomes are great ways to win the confidence of other styles.

S’s need to accept that it’s ok to say no…out loud. S’s are often concerned that if they express how they really feel about a decision or direction they disagree with, a relationship will be damaged. S’s often underestimate the resilience of relationships. The reality is that not everyone has to get along 100% of the time in order to work effectively. Constructive candor, especially when the S’s opinion is likely to improve a situation or prevent a serious problem, is an important aspect of any healthy relationship. Whether it’s saying ‘no’ to an idea that may temporarily set back someone’s feelings, or defending their own boundaries against those who inadvertently (or intentionally) trample over them, S’s will improve their own effectiveness by employing healthy constructive candor in their relationships.

C’s may need to accept that it doesn’t always have to be perfect. C’s are committed to completing all of their work at the highest level of quality. This is a noble goal and is worth pursuing. However as the saying goes: if everything is important, then nothing is. The reality in today’s economy is that the speed of change is ever increasing. Whether it’s new products, services, technologies, or market forces, perfecting every process before it can be moved on is often not an option. Innovation requires risks and risk begets mistakes that increase the pace of learning. While this is unsettling for a style that values accuracy and dependability above all else, this is the world we all increasingly live and work in.

When we accept that others have different needs, we are more likely to get our own needs met.

Conflicted

Daniel Silvert — Fri, 10 Aug 2012 05:00:00 GMT

We have all a little voice inside our heads that talks to us throughout the day.

Since most of us are not just one DISC style, we actually may have competing voices, two or even three styles that tend to battle each other within our own minds. Consider the D/C style combination, they are often conflicted people! The angel on the right shoulder whispers “You need it done now!” The Angel on the left replies “It’s not ready.”

Let’s listen in…

D Angel: “I’ve got a deadline to meet!”
C Angel: “The system has been tested yet, what about bugs?”
D Angel: “What about the client? They need this now. Bugs will be worked out later.”

I/S’s have competing voices as well:

I Angel: “Why don’t we try this? It will be great!”
S Angel: “Wait. We’ve never done it that way before. We should get everyone on board first.”
I Angel: “Oh, they’ll love it! Just go for it!
S Angel: “Wait!”

A person with D/I energy may have this inner exchange:

I Angel: Lets start the project with something fun. That will get everyone jazzed and in a groove.
D Angel: No. We should start with something that gives us the quickest return on our effort. Let’s start with the biggest challenge.
I Angel: People want to get excited. Start with something that will fun and they’ll be better motivated going forward.
D Angel: Nonsense. It’s all about results. Nothing else matters.

What competing voices to do you have?

Lowering One Style, Raising Another

Daniel Silvert — Thu, 02 Aug 2012 05:00:00 GMT

Flexing to the style that best serves the situation is a key skill in developing one’s emotional intelligence. Adaptability will increase your ability to communicate effectively, persuade people in your direction, and build healthier relationships. So, how does one practice adaptability?

One method is to simply tone down your strengths. If you’re a D DISC style, try lowering your direct communication style by, say, 25%. What would happen? You might find that by being less upfront and blunt, a more patient and measured you can emerge. Lowering one style raises the other. If you’re an I and find yourself multi-tasking away but not getting as much done as you would like, try this: Close the door, turn off the lights, and meditate for 10 minutes. You may find that by lowering your I energy, you’ve allowed that buried inner C to emerge and create a plan!

While celebrating our natural strengths is an important aspect of being DISC aware, most of us tend to overuse one style and underuse others. By lowering our strengths we give other aspects of ourselves the room to grow, broadening our personality and widening the range of people we can connect with.

On being right (or wrong)…

Merrick Rosenberg — Mon, 30 Jul 2012 05:00:00 GMT

Everybody wants to be right. Sounds like an obvious statement. I’m mean, really, who doesn’t want to be right? But for some people, not being wrong is more important than being right. This subtle, yet significant, difference is in part, driven by our DISC style.

You may find, for example, that people with the Dominant (D) or Interactive (I) styles like to generate new and out-of-the-box ideas. They crank out innovative thoughts and possibilities, while simultaneously acknowledging that their ideas may not work. However, with a barrage of creativity, they assume that something is bound to stick. D’s and I’s are likely to be the ones to come up with the ideas, but if they are bad ideas, no worries, they can always generate more. But make no mistake, D’s and I’s like being right and when they share the ideas, the D confidence and I enthusiasm will make them sound pretty darn convinced that the ideas will work. D’s and I’s may just be described by the statement, “Often wrong, but never in doubt.”

People with the Conscientious (C) style think through their ideas before they share them. They subscribe to the philosophy of, “Measure twice, cut once.” C’s usually offer fully-formed ideas, rather than the half-baked ones that I’s tend to share….or at least half-baked from the C’s perspective. C’s are vested in doing things right and abhor the idea of being wrong. And if something goes bad and C is wrong, they take it personally and internally ask, “What did I miss?”

Supportive (S) styles are fundamentally concerned that others will be impacted by their decisions. S’s would be mortified if they were wrong and consequently created more work for others. For S’s it’s less about them being right or wrong and more about everyone being in consensus about a decision or idea. They don’t need to be the one to get the credit for an idea and actually prefer the anonymity of getting everyone onboard so that it’s a group decision. But like the C’s, if an S is wrong, they internalize the mistake and question their own process or ability.

So, sure, nobody likes to be wrong, our DISC style has a big impact on how we make decisions and how willing we are to risk making a mistake.

Accuracy by Style

Daniel Silvert — Fri, 27 Jul 2012 05:00:00 GMT

In DISC training programs I often turn to a group of C’s and ask, “When you’re working on a project, what is the most important aspect of it to you?” The response is almost always: “It’s got be right.”

For Conscientious styles, accuracy is of paramount concern, because without it, chaos can quickly follow. C’s spend the vast majority of their energy constructing precise processes and systems that ensure support this goal of precision. Does this mean that other styles do not value accuracy? Not at all, but there are degrees.

A D is likely to think: “Ok, it wasn’t completely accurate, but we got it done! Let’s move on.”

An I is likely to say: “Ok, it wasn’t totally accurate. But since we got it done, lets celebrate!”

An S is likely to say: “While it’s true that it wasn’t completely accurate, what’s really important is that we did it together and we all got along. Times are stressful and the team pulled through intact.”

By understanding what each style priorities most in their work, we gain key insights into their behavior and needs.

S-Style Leaders

Merrick Rosenberg — Wed, 25 Jul 2012 05:00:00 GMT

When many people think of leaders, they picture hard-driving, take charge visionaries or if we utilize the language of the DISC system, we visualize people with the Dominant or D style, such as Donald Trump. Others envision motivational, charismatic and optimistic leaders who embody the Interactive I DISC style like Richard Branson. Or maybe, they describe a leader who has innovated an industry by creating quality products driven by a Conscientious C style leader, such as Bill Gates.

But what about the S’s? Those with the Supportive DISC style are often undervalued as leaders and that’s a mistake. S leaders create organizations without rigid boundaries. They seek input from people at every level, drive consensus, and generate wide-spread support for organizational decisions. They are willing to share authority and have a democratic leadership style. In such a laid-back, friendly atmosphere, employees are given the space to bring out their best, collectively driving high morale and productivity.

So the next time you encounter an S and wonder if they can be a great leader, consider that Abraham Lincoln did a pretty good job…and he was an S.

An S Never Forgets

Daniel Silvert — Thu, 19 Jul 2012 05:00:00 GMT

Ever notice that some people have more trouble letting go of difficult experiences than others? From a DISC system perspective, this is not surprising. I’s, for example, don’t dwell upon negativity or stress. Their optimistic nature quickly finds silver linings and looks forward to the next interesting or creative experience.

Supportive styles, by contrast, do not just have memories, they build memory museums. An S can recall a difficult experience they had with you from 9 years ago. Why? Because when it happened they framed the incident and hung it on a memory museum wall. Research into memory shows that attaching emotion to a fact or experience significantly increases it’s recall capacity . Supportive styles are wired for intense emotional experiences. They seek to build trusting relationships that value sincere appreciation and pursue harmony in everything they do. A careless comment, argument, or mistake triggers a deeper emotional response from S’s than for other styles. This can create a burden on relationships as S’s can hold private grudges. While they will outwardly forgive, they’re unlikely to forget!

Daniel Silvert, is a sought-after facilitator, executive coach, and speaker. As the VP of Learning & Development for Team Builders Plus, Daniel designs and leads training programs at every level on teamwork, accountability, and transformational change. Daniel is the co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships…Your Life. You can follow Daniel on Twitter @DanielSilvert or on Facebook, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.

Meeting in Style

Merrick Rosenberg — Tue, 17 Jul 2012 05:00:00 GMT

We talk about the DISC styles in terms of people, but meetings can have a style too…and the style of the meeting usually correlates with the style of the person running it. The irony is, we don’t even realize that we are running meeting that satisfy our internal needs, but what about everyone else?

Given that D’s are direct and results-driven, D style meetings tend to be formal and to the point. D meetings are all about making quick decisions and moving on to the next topic. I’s are enthusiastic and social, so meetings tend to be casual and can easily get off track. I meetings are seen as a time to bring the group together and generate energy and excitement for the team’s vision. The harmonious and empathetic S nature tends to result in meetings in which everyone has the opportunity to contribute and consensus is sought. S meetings are inclusive and give everyone an opportunity to get involved and contribute. And since C’s are process-oriented and organized, their meetings are structured and follow pre-determined agendas. C meetings have a plan and adhere to the plan.

So what kind of meetings do you run? And do you run them based upon your style or the styles of the people in attendance?

Email

Daniel Silvert — Fri, 13 Jul 2012 05:00:00 GMT

The next time you start crafting an e-mail, think about the DISC styles of the sender (you) and the receiver (someone who you hope will actually read and digest what you have written.) If you’re writing to a D, let brevity and clarity be your guiding lights. D’s will not wade through paragraph after paragraph of ideas or analysis. Simply starting with the bottom-line up front will make them very happy. If more detail is necessary, providing the big picture first gives D’s the context and motivation to read further.
If you’re writing to an I, focus on what’s fresh, innovative, or impactful about the project. I’s are experiential by nature. Putting your information in the context of how it affects people will maintain an I’s interest. Be sure to add an exclamation point or two and feel free to use more casual language, emphasizing what’s fun or creative about what you’re sharing.
Steady styles appreciate a methodical approach to communication. Their patience and curiosity makes them the ideal recipient for longer e-mails that describe how a project will unfold, step by step. S’s also appreciate being appreciated – so a warmer tone and a few thank you’s thrown in will connect with this DISC style well.
C’s are interested in the data. All of it! Honestly, I don’t know if it’s possible to give a high C too much information. C’s appreciate a systematic, logical presentation that outlines each step, anticipates alternative solutions to potential setbacks, and is otherwise focused on the details. Emotional content, either positive or negative, will essentially be ignored by C’s.
What if you are sending an email to many people representing all of the styles? Simply follow the DISC system. Start with the bottom-line – that’s for the D’s. The second paragraph can focus on the more interesting aspects of the project. Further down, include which aspects will affect team members and express empathy and understanding. Save the nitty gritty details for the end of the e-mail. D’s and I’s will probably not get passed paragraph two. S’s will read the whole thing and C’s will skim the top and feast on the bottom.
For many, e-mail is both an important, yet frustrating tool. By tailoring your e-mails to suit the recipient’s DISC style, you are very likely to better get your message across.

Daniel Silvert, is a sought-after facilitator, executive coach, and speaker. As the VP of Learning & Development for Team Builders Plus, Daniel designs and leads training programs at every level on teamwork, accountability, and transformational change. Daniel is the co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships…Your Life. You can follow Daniel on Twitter @DanielSilvert or on Facebook, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.

Selling with Style

Daniel Silvert — Fri, 29 Jun 2012 05:00:00 GMT

What is personality? Essentially, it’s a bundle of perspectives and behaviors that form an identifiable pattern that others can discern. Our personality is reflected in everything we do. We can observe our DISC style in how we communicate, lead people, manage stress, deal with change, and influence others. So, it stands to reason that salespeople will have a selling style that links to their DISC style.

Consider the strengths and challenges of each of the DISC styles in a sales environment:

Those with the Dominant DISC style, simply referred to as D’s, bring tremendous drive and focus towards achieving their sales goals. With an innate ability to cut through the clutter and highlight the primary benefit their product or service can provide the customer, D’s are direct and persuasive in their communication. D’s respect the customer’s decision making power and are careful not to waste their time with side issues or trivialities. Employing inexhaustible persistence, D’s will not hesitate to go the extra mile to enable the client to make a positive choice for their product. In overuse, however, D’s can come across as too intense to more introverted customers. In addition, they may neglect the details of a deal for the bigger picture and display impatience if the process gets bogged down.

Interactive I style salespeople bring tremendous enthusiasm to the selling process and are adept at putting potential clients at ease. Their enthusiastic curiosity about the client as a whole individual (personal hobbies and interests), can transform a mere transaction between wary advisories into a vibrant partnership. Naturally articulate, I’s project confidence without appearing self-important. Their optimistic, big picture focus keeps the process moving towards a mutually beneficial conclusion. Areas that I’s should be careful about include their tendency to be overly optimistic and promise too much, overlooking a more analytically inclined client’s need to study the details, and making the incorrect assumption that a smiling prospect foreshadows a successful conclusion.

Building trust is a crucial component of the sales process and those with the Supportive S style are built for trust. S’s make a sincere effort to fully understand their clients needs through attentive listening. S’s are naturally friendly and positive. By not feeling the internal need to rush through any phase of the sales process, S’s allow potential clients the time they need to build confidence in their approach and expertise. Challenges that are unique to S’s in a sales context include a reluctance to be assertive in the closing phase, a personal humility that may come across as a lack of confidence to other styles, and avoiding candid conversations when clarity would be beneficial to both sides.

Salespeople with the Conscientious DISC style focus upon quality and accuracy presents a very reassuring presence to potential customers. By demonstrating an expert’s grasp of their product or service and employing probing questions to fully understand the client’s situation, C’s are very adept at making logical connections and bridging gaps. Additional strengths include careful follow-up and thoroughness in delivering on promises. Sales challenges that C’s should be mindful of include an over-dependence upon logic and analytics when a more personal touch is required to connect, a reluctance to bring passion and enthusiasm to the process, and a tendency to put intensive energy into the details of the process at the expense of the bigger picture, which the client may require in order make a decision.

Understanding how your DISC style influences your sales presence with clients reveals important insights about how you may come across to others. By harnessing your personal strengths while borrowing the capabilities of complimentary styles, you can significantly broaden your appeal to potential customers.

Mistakes and the DISC Styles

Merrick Rosenberg — Thu, 28 Jun 2012 05:00:00 GMT

We all know that mistakes are a part of life, but not everyone deals with mistakes in the same way. In fact, our DISC style has an impact on how willing we are to make mistakes and how we respond after we’ve made them.

People with the take charge, direct and confident Dominant (or D style) are prone to making big mistakes because they take big risks. For the D, with risk comes reward, so they are willing to take their chances to achieve a big payoff. And if it doesn’t work, D’s don’t internalize the mistake and feel like a failure. They chalk it up to a learning opportunity and move on.

Like the D’s, enthusiastic, optimistic, social Interactive people (I’s) recover quickly when they make mistakes. They do not view mistakes as a reflection of who they are or what they are capable of, but rather it was just something that did not play out as expected. Better luck next time.

Soft-spoken, harmonious, stable Supportive individuals (S’s) seek to maintain the status quo. Therefore, mistakes are minimized by avoiding big risks. The S desire to utilize existing systems and go with what works shields them from risk. And when mistakes are made, they tend to internalize them as poor judgment, rather than unfortunate circumstances that drove the mistake to occur.

Just as the S’s don’t make big mistakes, logical, accurate, process-oriented Conscientious people (C’s), avoid making errors as well. They minimize mistakes by thoughtfully thinking through all possibilities before they act. And when they do make an uncharacteristic mistake, they will search out what they missed to have caused such an error.

So, the next time you are dealing with someone who just made mistake, remember that how they respond to that mistake is linked to their DISC style.

Merrick Rosenberg, MBA, President & Chief Learning Officer, Team Builders Plus
Merrick cofounded Team Builders Plus, in Marlton, NJ in 1991. He is co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships...Your Life. Merrick is an award-winning entrepreneur, speaker, author, executive coach, and management consultant. He specializes in the DISC behavioral styles, team building, and leadership development. You can follow Merrick on Twitter @MerrickR or Facebook, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at htwww.TakingFlightwithDISC.com.

Celebrating the Styles

Merrick Rosenberg — Wed, 13 Jun 2012 05:00:00 GMT

One of the wonderful insights revealed by the DISC personality test is that while we each have a ‘home base’ style, the remaining three temperaments are still hard-wired into our brains. This means that we have the capacity to practice the best qualities of each style, adding depth and versatility to our behavioral repertoires. It is said, “The greatest good we can do for others is to reveal their riches, not revel in ours.” So, let’s examine some of the brightest qualities of each style.

D’s understand that a life filled with meaning requires goals to be set, pursued, and achieved. D’s relish the opportunity to challenge themselves to greater and greater heights of success. If you find yourself languishing in a project that saps your spirit – tap into what a D would do: Create a set of objectives that give you a sense of accomplishment, even if the work itself is not that interesting to you. In other words, it’s the accomplishment, not the work itself, that can energize and propel you forward. D energy is confident that persistent effort leads to resourceful solutions, achievement and success. If you doubt this, observe a D in action and you may find yourself inspired.

I’s are fantastic at collaborating with others. I’s enjoy meeting new people and finding out what makes them tick. I’s are hungry for new ideas that lead to breakthroughs in how established practices can be improved or even revolutionized. The fuel for an I’s openness, both to people and ideas, is optimism. If you are stuck with a problem that is weighing you down with stress and frustration, take a step back and ask yourself, “What would an I do?” The chances are fairly good that an I would inject some humor into the situation to relax a bit. An I would then start brainstorming with other people for a fresh infusion of ideas. Inevitably, the I will happen upon an approach that improves the situation. I’s are just as excited about the ideas that they borrow as they are the ones they generated themselves. Tap into your brain’s I’s openness for collaboration and optimism, and your situation is bound to improve.

S’s possess a secret weapon that no one can resist: Patience. In a world that demands multi-tasking our way through each day, an S’s re-assuring nature is a soothing balm to our hectic lives. If you are the kind of person who revels in the hustle and bustle of life, take a moment to consider how adding S-inspired patience would enhance your ability to be more effective at work, be a better friend, spouse, or parent. Taking the time to slow down, to be fully present with someone who will benefit from your undivided attention may surprise you with the intensity of reward that flows back in your direction. Being patient with an annoying co-worker may give him the opportunity to figure out a problem by himself, instead of being addicted to you for answers. Being patient with yourself when forced to make a difficult decision may save you from a serious mistake. The S’s natural ability to win the trust of others through patience and sincerity is a powerful tool in the service of influencing and leading others. Exercise your patience muscle, and reap the benefits of S energy in your life.

C’s have an invaluable knack for paying attention to the small stuff. According to the DISC system, C’s are accuracy focused, systematic, and logical. These are very handy tools when planning your next project with the team, or ensuring you have all the necessary supplies for that camping trip with the kids. Tapping into C energy means reveling in the security that proper planning – patient, detailed, organized planning – can bring to any important venture you embark upon. On another level, if you find yourself engaged in an emotionally charged situation, taking a step back to exhale and logically analyze the situation may very save you a lot of unneeded drama and frustration. Utilize C energy to prevent unnecessary mistakes through careful preparation, and de-escalate emotional volatility through a more rational approach. That’s the C way, and it works.

What if everyone wore a button identifying their DISC style?

Merrick Rosenberg — Fri, 08 Jun 2012 05:00:00 GMT

While I’m not suggesting that we all go out and buy buttons containing our DISC style... it would make interactions at work and at home a lot easier. We wouldn’t have to figure out if we need to be direct or if such directness will be perceive as abrasive. We wouldn’t have to guess if we should focus on the big picture or patiently provide a lot of details.

Fortunately, there is a less invasive solution. Body language and tone of voice are as much of a descriptor of style as a button. If you observe that someone has a strong handshake, confident eye contact, and a direct tone, you are likely talking with a D. If the person has a booming laugh, big smile, and animated gestures, you are sensing I energy. A friendly tone, quiet volume, and sincere listening indicate that you may just be in the presences of an S. And if you notice restrained movements, businesslike manner and an even tone, you are picking up the C style in action.

While buttons may be a great conversation-starter, once you truly understand the DISC styles, everyone’s style will be right there for you to see…if you pay attention to their body language and tone.

Merrick Rosenberg, MBA, President & Chief Learning Officer, Team Builders Plus
Merrick cofounded Team Builders Plus, in Marlton, NJ in 1991. He is co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships...Your Life. Merrick is an award-winning entrepreneur, speaker, author, executive coach, and management consultant. He specializes in the DISC behavioral styles, team building, and leadership development. You can follow Merrick on Twitter @MerrickR, learn more about Team Builders Plus at htwww.TeamBuildersPlus.com, and discover the DISC system atwww.TakingFlightwithDISC.com.

What is the DISC style of your company?

Daniel Silvert — Wed, 06 Jun 2012 05:00:00 GMT

Every organization has a culture, a set of behaviors that define ‘how things are done around here.’ Some cultures are very formal, (e.g. investment banks), others celebrate a more casual approach (e.g. internet start-ups). If your DISC style is very different from your company’s culture, over time you will find yourself adjusting to the demands of the environment. For many, this adaptation is a healthy process that adds versatility to a person’s personality. For others, working in a culture that contrasts sharply with one’s own nature can create stress that is difficult to resolve.

Which DISC style combination best encapsulates your company’s work culture?

Cultures that embody the Dominant DISC style are extremely outcome-oriented. How you arrive at a result is less important than your overall success. D cultures stress ambitious goals, rapid response to market changes, big picture thinking, and a can-do spirit that steers the company towards rapid growth. Decision making in D cultures typically flows from the top down in an established hierarchy. D cultures do not place a high emphasis on people-oriented issues such as the tone that people use when communicating under stress. Likewise, work-life balance is not a major focus. In a D culture, your total immersion in the success of the company is assumed and expected.

I style Interactive cultures embrace innovation and change and believe that happy employees create the best environment for success. I cultures seek to unleash innovation by de-emphasizing traditional boundaries when it comes to decision making and planning. In an I culture, employees have more access to strategic plans and vision. Cross-functional project teams working within a matrix structure replace top down decision making. In an I culture, celebrating success is a top priority and flex time options that promote work- life balance are woven into the culture. I cultures will also place an emphasis on corporate social responsibility – seeking ways to better the world in some way outside the scope of the business model itself.

Supportive cultures place a premium upon consensus decision-making and an absence of conflict. This is an environment where the highest value is placed on established processes that promote a calm atmosphere and deliver consistent outcomes. S oriented work cultures are not eager to launch change initiatives that shake things up. Change is, at best, incremental and well thought out before implemented. An S oriented company is likely to have events that enable employees to get to know each other’s families and interests outside of work. These experiences build trust between co-workers and promote personal support during stressful times. Finally, S cultures strive to retain long-term employees to ensure an orderly transfer of knowledge and values from one long standing generation of employees to the next.

Conscientious work cultures are very task-oriented. Communication centers around processes that ensure the highest levels of quality and accuracy. Unlike S oriented cultures that trust spoken communication, C oriented environments place a higher value on written communication to ensure consistency and the ability to fact check should an issue arise down the road. Decision making is based upon intense planning and data analysis. C cultures set goals based upon observable facts and rigorous logic. C oriented companies are unlikely to take large risks, choosing to work within established paradigms that ensure consistent results.

Each culture has strengths and challenges that will be reflected by the prism of your own style. High I’s working in a C culture will find themselves forced to focus on detail and process oriented tasks that are not natural to their nature. This will either expand their skills, exhaust them, or both. An S working in a high D company will need to adjust to a fast-paced environment where quick decision making and shifting priorities may pose real challenge to that individual. In addition, most cultures are a combination of styles – D/C, I/S, I/D, D/I, just like people who run them. Comparing your style(s) with what your work environment values and minimizes may provide valuable insights in how you can best adjust to get the most out of your work.

Daniel Silvert, is a sought-after facilitator, executive coach, and speaker. As the VP of Learning & Development for Team Builders Plus, Daniel designs and leads training programs at every level on teamwork, accountability, and transformational change. Daniel is the co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships…Your Life. You can follow Daniel on Twitter @DanielSilvert, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.

Seek Excellence, Not Perfection

Merrick Rosenberg — Wed, 30 May 2012 05:00:00 GMT

The Oracle at Delphi advised, “Everything in moderation.” This can be applied to many aspects of our world, from enjoying a glass to of wine versus getting drunk or showing someone love versus smothering them. If we apply this concept to personality, we’d find that when we overuse our strengths, they become our weaknesses.

Let’s take a look at one such behavior: The desire for excellence versus the need for everything to be perfect. Or in other words, perfectionism.

But how could having a quality-mindset and seeking to do things right be bad? The answer is that it’s not…at a healthy level. But in overuse, the desire to do things right becomes a never-ending quest for perfection.

Within the mind of the perfectionist is the underlying belief that, “I am not worthy of being appreciated or even loved unless I am perfect.” Anything less than a perfect outcome brings out the terror that they will lose. Lose what? Everything. Perfectionists fear losing their jobs, their relationships, their ability to take care of themselves - you name it. One mistake and they are doomed for all eternity to experience the loss of what they hold so dear.

For the perfectionist, being perfect is the key to their very survival. The thought process goes something like this, “If I do everything perfectly, I won’t be criticized. I will be accepted and I will be safe.”

Ironically, when the perfectionist is perfect, the end seems to justify the means. They feel vindicated because they now feel safe and therefore, their perfectionism has served them. But has it really?

Perfectionism takes time…sometimes too much time. The perfectionist does not want to miss deadlines, so they put pressure on themselves to get it done right and within the deadline. This internal pressure can feel overwhelming to the perfectionist that their stress gets imposed on others. For the perfectionist to be perfect, they require the people around them to be perfect as well. They require others to strictly adhere to all rules, processes, structures, and systems. And when they don’t, they externalize their stress on the people around them because those people are going to create an outcome that is less than perfect and “that will reflect poorly on me!”

As the Oracle at Delphi advocated, “Everything in moderation.” Perfectionists need to shift from seeking perfection to seeking excellence. This subtle, yet important, shift can make the difference between a life filled with stress and a life filled with pride and satisfaction.

Merrick Rosenberg, MBA, President & Chief Learning Officer, Team Builders Plus
Merrick cofounded Team Builders Plus, in Marlton, NJ in 1991. He is co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships...Your Life. Merrick is an award-winning entrepreneur, speaker, author, executive coach, and management consultant. He specializes in the DISC behavioral styles, team building, and leadership development. You can follow Merrick on Twitter @MerrickR, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.com.

Respect

Daniel Silvert — Fri, 18 May 2012 05:00:00 GMT

Respect. We all want it. How we earn respect may just depend upon who we’re trying to earn it from. So, let’s take a look at how to win the respect of others from a DISC system perspective.

Capturing a D’s respect requires candor and clarity. For example, if you make a mistake, one that you know your D boss will be particularly unhappy with, your best course of action is to be prompt in reporting the situation and completely upfront about the impact of your error. Follow this up with what you learned, how the team got smarter because of it, and what safeguards you’ve put in place to prevent it from happening again. By stepping up and taking ownership, you will most likely have earned precisely what you feared had been lost: Your D boss’s respect.

I’s are natural risk-takers and admire those who go out on a limb to experience something new. Whether or not you can point to a tangible result is of secondary concern to an I. The fact that you faced your fears and just went for it is exhilarating enough. This doesn’t mean one needs to go bungee jumping to impress an I, (although it will). Simply stretching yourself socially or choosing a challenging or unique project to tackle reveals an internal optimism that I’s gravitate towards.

To win an S’s respect takes time. S’s are very careful about who they let into their lives beyond casual acquaintances and co-worker relationships. S’s appreciate sincerity and stability in others. Break a commitment with an S, whether cancelling a meeting at the last minute without notifying them or speaking carelessly about them to someone else, and the S will draw inward and be very careful about trusting you in the future. Patience and stability win an S’s trust and respect.

To win a C’s respect, plan ahead. Nothing turns off a C more quickly than being unprepared or sloppy in executing projects. C’s go to great pains to ensure that their work has been well thought-out and tested before involving others. Otherwise, you would be letting them down, something a C takes very personally. Your attention to the details and especially preparing for unexpected consequences will engender a C’s respect.
In a nutshell, we tend to value in others what we value in ourselves. This is one reason why a personality test can be so revealing. By applying the DISC behavioral styles, we can better understand the needs of others and discover a direct pathway to earning respect.

Daniel Silvert, is a sought-after facilitator, executive coach, and speaker. As the VP of Learning & Development for Team Builders Plus, Daniel designs and leads training programs at every level on teamwork, accountability, and transformational change. Daniel is the co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships…Your Life. You can follow Daniel on Twitter @DanielSilvert, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.

What if everyone wore a button identifying their DISC style?

Merrick Rosenberg — Wed, 16 May 2012 05:00:00 GMT

Merrick Rosenberg, MBA, President & Chief Learning Officer, Team Builders Plus
Merrick cofounded Team Builders Plus, in Marlton, NJ in 1991. He is co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships...Your Life. Merrick is an award-winning entrepreneur, speaker, author, executive coach, and management consultant. He specializes in the DISC behavioral styles, team building, and leadership development. You can follow Merrick on Twitter @MerrickR, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.com.

What Drives each Style

Daniel Silvert — Fri, 11 May 2012 05:00:00 GMT

What is personality when it comes to motivation and drive? We all have different needs and desires that shape our behaviors. Given that how we think drives how we act, if we understand an individual’s needs, we can understand and possibly even predict how he or she will act in given situations. The DISC System helps us to understand these needs and therefore, guide our awareness of what drives each style.

Let’s start with the Dominant style. D’s are driven by results and sincerely believe that they will succeed at anything they put their minds to. This, combined with their natural confidence, spurs their quest for roles of authority. Climbing the corporate ladder gives D’s the autonomy and resources (meaning you) to accomplish larger and larger goals. To other styles, such unbridled ambition makes it easy to label D’s as power-hungry or egomaniacal. However, most D’s are much more interested in earning the respect of the few they admire than the adoration of everyone else. It’s about accomplishment for D’s, pure and simple.

Interactive I’s often make themselves the center of attention for a reason. It’s not just because they are charismatic, articulate, and wildly enthusiastic. Those qualities serve a deeper purpose: I’s love to be loved. Making new friends and finding ways to have fun with everyone you encounter is a great way to enjoy life. And I’s are all about encouraging others to enjoy life as much as they do. What is I’s biggest fear? Anonymity. To be ignored or unnoticed is the negation of self to an I.

Supportive styles cope with the pressures and distractions of modern life by seeking to create deep harmony in all relationships and environments. Through self-sacrifice, patience, and empathetic listening, S’s forge strong personal bonds and unshakable commitments to those they care about. Nothing makes an S feel more alive and connected to their purpose than to help others be fulfilled, safe, and happy. If you’ve ever wondered why an S in your life will avoid difficult conversations or conflict nearly at all costs, it’s because they have a deeply rooted need to reinforce what bonds us together, rather than what pulls us apart.

Conscientious style’s have a tremendous need to reinforce accuracy and logic in all aspects of their lives. They prefer careers that are grounded in established practices, where high performance can be measured and verified. C’s are most comfortable when communication with others is guided by rationality and steeped in information. They provide facts and details because this is what they seek in return. The more data, the more opportunity there is to validate a process or an opinion. C’s are sometimes labeled as ‘control freaks’ when delegating projects to others. However, they are just trying to be helpful by providing as many facts and details as they can to support a successful outcome.

By paying close attention to what drives people with different DISC styles, we can adapt our behaviors and better satisfy their needs…which ultimately, helps us to better satisfy our own.

Daniel Silvert, is a sought-after facilitator, executive coach, and speaker. As the VP of Learning & Development for Team Builders Plus, Daniel designs and leads training programs at every level on teamwork, accountability, and transformational change. Daniel is the co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships…Your Life. You can follow Daniel on Twitter @DanielSilvert, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.com.

Grammar by Style

Merrick Rosenberg — Wed, 09 May 2012 05:00:00 GMT

The DISC behavioral styles reflect themselves in many aspects of the world around us. People and cultures have captured the four styles in many ways throughout history. The Chinese described four elements. The Greeks explained the four humours. The Native Americans used the Medicine Wheel and its four directions, seasons, times of the day, and animals.

Metaphors, such as the four birds in the DISC fable, Taking Flight!, are a useful tool to help us remember the DISC styles. And given that the styles provide a user-friendly language to help people make sense of human behavior, the punctuation of our language offers yet another interesting metaphor. Consider:

• The Dominant (D) style is like the period. They are direct. They are decisive. They are confident. They are bottom-line. They care about results. Period.

• The Interactive (I) style loves fun, excitement, and adventure! The exclamation mark embodies their charisma, enthusiasm, and unbridled optimism! Go I’s, go!!!

• The Supportive (S) style seeks harmony, connection, cooperation, status quo, consistency, calm, and peace. They don’t want to leave anyone out or make anyone feel unimportant, so the comma is symbolic of the S’s inclusiveness.

• Why is the Conscientious (C) style represented by the question mark? Why do they ask so many questions? Why do they need to plan before they act? C’s just want to understand everything so that they can ensure accuracy and compliance with existing rules and structure.

You may be more like a period, exclamation mark, comma or question mark…or more likely, you are a combination of all of them at varying degrees… but just as they are all needed in writing, they are all needed in life if you are to be an effective communicator.

Merrick Rosenberg, MBA, President & Chief Learning Officer, Team Builders Plus
Merrick cofounded Team Builders Plus, in Marlton, NJ in 1991. He is co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships...Your Life. Merrick is an award-winning entrepreneur, speaker, author, executive coach, and management consultant. He specializes in the DISC behavioral styles, team building, and leadership development. You can follow Merrick on Twitter @MerrickR, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.com.

I's in Overuse

Daniel Silvert — Fri, 04 May 2012 05:00:00 GMT

Ever notice that I’s are a teensy-weensy bit self-centered? My wife has.

Here’s a recent example: After a great training session with a new client, I arrived at home brimming with good cheer. I regaled my life partner about the dawn of awakening I had inspired. How I could see the light bulbs going off above heads. Now they understood why their coworker said such things and acted the way they did! Now they could predict their boss’s behavior under stress!

“You don’t say,” my wife said in a tone that should have stopped me cold.

“And…” I concluded in absolute triumph, “One of them declared that now he understands his wife!”

“Does the great wisdom giver understand his wife at this moment?” she asked.

My mind was racing. I must have missed something. A visual cue of some kind. “Excuse me?” I croaked.

“Did the Great One happen to notice that while he was sharing his genius his soul mate cleared the table, washed the dishes and swept the floor?"

“Oh,” I responded with a smile, recognizing my own obliviousness, "I guess I’m just in I mode!”

The DISC test I failed that night: Style is not an excuse for clueless behavior.

Daniel Silvert, is a sought-after facilitator, executive coach, and speaker. As the VP of Learning & Development for Team Builders Plus, Daniel designs and leads training programs at every level on teamwork, accountability, and transformational change. Daniel is the co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships…Your Life. You can follow Daniel on Twitter @DanielSilvert, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.com.

What is the best combination of styles in a team?

Merrick Rosenberg — Tue, 01 May 2012 05:00:00 GMT

Over the years, as the cofounder of Team Builders Plus, I have led my fair share of team building programs. In many team events I have incorporated DISC profiles and DISC styles training and have often been asked, “What is the best combination of styles in a team?”

It’s an interesting question, as it implies that there is an optimal makeup for a group. What’s more, I know that there is really a question that lies behind their question. They are really asking, “Do we have a good mix of styles on our team?”

So let’s answer both questions. First, is there an optimal combination of styles. The answer is no.

If a group of people is self-aware enough to recognize their strengths and potential blind spots and they proactively take steps to make sure that their blind spots don’t become a reality, the combination of styles will play less of a role in driving the team’s success. Consider a team comprised of D’s, I’s and S’s, but lacking anyone who naturally displays the C characteristics. If this team acknowledges that they don’t have members who intensely focus on careful planning, creating and following established processes, and ensuring quality outcomes, they can take proactive steps to make sure that they demonstrate these qualities. Thus, the lack of a having a team member with the C style will not significantly impact the team’s success. If, however, the team lacks self-awareness, they may come up with a revolutionary idea and just start doing it without considering its long-term implications. In this situation, the combination of styles will have a detrimental impact on success, not because of the lack of a C, but rather because of the lack of self-awareness.

When answering the second question about whether their own team has the right mix of DISC styles, we simply need to consider whether their styles help them or hinder them. Do they capitalize on their strengths and proactively take steps to minimize their blind spots from becoming actual weaknesses? If a team has very little I style in its makeup, I’d want to know if they take the time to provide positive feedback to each other finding ways to add positive energy to the work environment. If they do these things, I would not be concerned that the team lacks the I style…because they are consciously filling that void with I behaviors. If they simply ignore the style, they may find that morale will suffer. In this case, the team is not at optimal effectiveness because team members are not as engaged as they could be.

When consider team dynamics, there are no absolutes. There is no such thing as the “perfect mix” of DISC styles. Just like with individuals, self-awareness and flexibility drive team success.

Styles Under Stress

Daniel Silvert — Thu, 26 Apr 2012 05:00:00 GMT

Ever notice how stress can bring out surprising behavior from co-workers and friends we thought we knew well? Being aware of the DISC system enables you to predict how they will react under stress. This gives you an opportunity to choose your response instead of reacting defensively.

It’s not difficult to tell when someone with the D style is under stress. D’s often become visibly agitated, their tone can get aggressive and even loud. D’s set clear, often ambitious goals for themselves and those they work with. Circumstances that prevent progress or create ambiguity around what can be accomplished are frustrating for D’s to deal with. However, while D’s are the quickest of the four styles to demonstrate their stress, they are also the quickest to let it go. So, if you’re concerned that bad news will upset a D, remember that while their initial reaction may be strong, they’ll rapidly move on to the next challenge.

I’s under stress will verbalize everything about their stress. Already prone to working on many things at once, high anxiety will intensify the I’s difficulty with focus and follow through. The best way to help an I is to simply let them vent and outwardly deal with the situation. After all, it doesn’t take much to get this style talking. Like D’s, I’s do not dwell on negativity. They’ll deflect tension with humor, and then find something else to get excited about.

How can one tell when an S is under stress? You can’t! Well, maybe that’s overstating it a bit, but make no mistake, S’s are very reluctant to reveal their true emotions when under stress. While S’s are often an open repository for everyone else’s complaints and worries, they are reluctant to share their own issues with others. The most effective way to help an S under duress is to genuinely connect with them. S’s will confide in those they completely trust, and that takes time to establish.

Introverted by nature, C’s are also less likely to be demonstrative when under stress. C’s typically work through difficult issues by accumulating more information in the hopes of arriving at a logical solution to a problem. In overuse, this often leads to analysis paralysis. Stressed out C’s ratchet up their intensity through hyper-focus and near obsessive data analysis. Perhaps the best way to help a C de-compress is to guide them to the bigger picture, where the impact of even their worse case scenario is probably not nearly as bad as they had thought. Offering out-of-the box ways to approach the issue is also helpful, given that C’s tend to focus on what is, rather than what could be.

Effective DISC management means understanding what situations are likely to create stress for each style and recognizing the behavioral cues that follow will enable you offer help that is tailor-made to their perspective. This is a wonderful way to improve just about any relationship in your life.

Daniel is a sought-after facilitator, executive coach, and speaker. As the VP of Learning & Development for Team Builders Plus, Daniel designs and leads training programs at every level on teamwork, accountability, and transformational change. Daniel is the co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships…Your Life.

Humor is a Funny Thing

Merrick Rosenberg — Wed, 25 Apr 2012 05:00:00 GMT

The other day, I was watching an episode of Big Bang Theory with my wife. Throughout the show, I found myself laughing hysterically. Now I’m not just talking about a quiet chuckle. I was belly laughing out loud. I turned to my wife (who contrasts my Interactive I DISC style with her Conscientious C DISC style) and said, “Don’t you find this funny?” To which she replied, “Yes, I’m laughing inside.”

To an I, there’s no such thing as “laughing inside.” If it’s funny, you’ll see it will be written all over their faces and you’ll hear it in their hearty laugh. I couldn’t determine whether she found the humor as funny as I did or she was just expressing it differently. That, I’ll never know, but I do understand that what’s funny to one person isn’t necessarily funny to another.

Humor, it seems, is subjective. We can even see the different forms of humor in the various types of comedians.

In fact, the four DISC styles are easily visible when we consider the type of humor that D’s, I’s, S’s, and C’s tend to display. For example:

• People with the Dominant style occasionally get themselves in trouble for being too caustic or direct. Don Rickles and Andrew Dice Clay display this D type of humor.
• Interactive I style people tend find humor everywhere they go. They don’t necessarily tell a lot of jokes, as their humor usually comes in the form of witty responses to what they are experiencing. I’s can even use humor to deflect stress. You can observe the spontaneity of I humor in people such as, Robin Williams, Jim Carrey, and Ellen DeGeneres.
• S’s (those with the Supportive style) don’t usually make jokes and would never do so at someone else’s expense. Their humor tends to be self-deprecating, as in the case of Bob Newhart or Rodney Dangerfield.
• Conscientious C’s can be sarcastic and often have a deadpan delivery. Sometimes, others have a difficult time determining if the C is making a joke or is being serious. Jerry Seinfeld is a perfect example of a C comedian. Note that his humor is based on questioning, a core skill of the C style. You can hear him saying, “Have you ever noticed…?” Or, “Did you ever wonder why…?”

Humor is a part of what makes us human and we each approach it and respond to it differently.

Note to self: Just because my wife isn’t laughing out loud at Big Bang Theory, it doesn’t mean that she doesn’t find it funny…because she swears she does…which I still find hard to believe. ;-)

Merrick Rosenberg, MBA, President & Chief Learning Officer, Team Builders Plus
Merrick cofounded Team Builders Plus, in Marlton, NJ in 1991. He is co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships...Your Life. Merrick is an award-winning entrepreneur, speaker, author, executive coach, and management consultant. He specializes in the DISC behavioral styles, team building, and leadership development. You can follow Merrick on Twitter @MerrickR, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.com.

And the Best Style for Time Management is…

Daniel Silvert — Tue, 24 Apr 2012 05:00:00 GMT

How do you manage your time? Each style has their own perspective according to the DISC system. D’s are natural at prioritizing. Those with a Dominant DISC style will simply decide which task is the most important or can be accomplished the quickest, and move aggressively to accomplish their goals. I’s love to multi-task and will typically start with the most fun or interesting aspect of a project, saving harder tasks for later. S’s prefer a methodical approach, working steadily through and finishing one task before moving on to the next.

C’s are intensive planners. They will meticulously organize their projects from top to bottom before commencing the actual work.

Where does each style struggle with time management?

The S’s methodical nature is often at odds with fast-paced environments where priorities quickly change. Also, S’s care about the relationship behind the task. Simply dropping a commitment made to Person A for Person B’s ‘hotter fire’ runs counter to a Supportive style’s deep sense of loyalty to Person A. S’s need to remind themselves that it’s not personal, it’s just business.

Because C’s hold themselves to exacting standards, they often stress over not completing every task at the highest level of quality. Their deep seated fear of making a mistake prevents C’s from prioritizing their time. Thus, mission critical issues receive the same amount of focus as far lesser items. C’s need to remind themselves that if everything is important, then nothing is important.

The I’s strong preference for multi-tasking and enjoying their work often results in the more mundane but important aspects of their work being left undone. I’s need to remind themselves that finishing projects is just as important as starting them.

D’s are so wired to focus on the ‘biggest bang for the buck’ that they can sometimes overlook more tedious tasks that take longer to complete, but will have greater strategic value over time. D’s need to remember that a momentous journey is accomplished one step at a time.

So the next time you’re working with someone whose time management skills test your patience, think about their DISC profile and you will be less likely to judge them, and perhaps, even more likely to help.

Sing Dammit!

Merrick Rosenberg — Mon, 23 Apr 2012 05:00:00 GMT

There's an old expression, "Don't try to teach the pig to sing. It will frustrate you and annoy the pig." So often, we try to change the people around us and all that we change in the end is the relationship.

Every time we try to change others, we are sending the message that you are not okay the way they are. Every time we tell someone that they, "Should do things this way," or "Shouldn't do it that way," we are conveying that their natural approach to the world is wrong.

Here's where the DISC styles come into play. When we understand another person's DISC style, we understand why they are doing what they doing. We get a glimpse into the motivation behind the behavior. This simple awareness of intention can help to remove the sting of behaviors that previously pushed our buttons. For example, Interactive I style people realize that Conscientious C's are not questioning the details of an idea because they don't believe in it, they simply want to make sure that it is well thought out and will work. Likewise, when S's understand that D's are simply being direct when they don't sugarcoat their feedback and they don't mean to be offensive in any way, they stop judging the D for being insensitive.

We can't change others, but we can change our understanding of their intentions by understanding their style. And when sometimes, simply by knowing a person's DISC style, it helps us to understand why that individual is doing what they're doing. This simple awareness can be crucial in driving our acceptance of not only their behaviors, but of them as an individual.

So the next time you try to teach a pig to sing, accept that the pig is not a parrot and let them be who they are.

Merrick Rosenberg, MBA, President & Chief Learning Officer, Team Builders Plus
Merrick cofounded Team Builders Plus, in Marlton, NJ in 1991. He is co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships...Your Life. Merrick is an award-winning entrepreneur, speaker, author, executive coach, and management consultant. He specializes in the DISC behavioral styles, team building, and leadership development. You can follow Merrick on Twitter @MerrickR, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.com.

Creating a Thrive-Environment

Merrick Rosenberg — Wed, 18 Apr 2012 05:00:00 GMT

We tend to create an environment in which we will thrive as opposed to an environment in which others will thrive. This is not done out of selfishness or ill intent. It’s just that we tend to create a culture that we’d like to work in.

People with the Dominant or D DISC style like formal environments that are focused on achieving results. They like candid and direct interactions, so it stands to reason that they would create such an environment if they had the authority to do so. Those with the Interactive I style prefer an unstructured and upbeat atmosphere that is filled with positive energy. So what do they create?: A motivational, enthusiastic culture that is grounded in inspiring others to be their best. Supportive S styles like a laid-back, friendly atmosphere, so it’s unlikely that you’ll experience a lot of conflict in an environment created by S. Instead, look for consensus decision-making in a world where people are rewarded for being helpful and cooperative. Finally, those with Conscientious C DISC style prefer a structured work environment with clearly defined systems, guidelines and expectations. Therefore, you are likely to find a workplace with well-established rules and processes with quality as a major focus.

And all of this would be well and good if every manager’s direct reports shared the manager’s DISC style. But of course, we know this is not the case. If we apply the DISC styles to leadership, we would recognize that different people have different needs. If we want to create a thrive environment for each individual, we need to consider the personal needs, desires and motivations of everyone, not just ourselves. Does this make being a leader more complicated? You bet it does. But great leaders know that if they create a dynamic environment that engages everyone, the team will be happier and more productive.

Merrick Rosenberg, MBA, President & Chief Learning Officer, Team Builders Plus
Merrick cofounded Team Builders Plus, in Marlton, NJ in 1991. He is co-author of Taking Flight!: Master the Four Behavioral Styles and Transform Your Career, Your Relationships...Your Life. Merrick is an award-winning entrepreneur, speaker, author, executive coach, and management consultant. He specializes in the DISC behavioral styles, team building, and leadership development. You can follow Merrick on Twitter @MerrickR, learn more about Team Builders Plus at www.TeamBuildersPlus.com, and discover the DISC system at www.TakingFlightwithDISC.com.