Reserved and people-oriented—Supportive style
Reserved P e o p l e
• Status quo
• Seeking security
• Sensitive
Reserved and task-oriented—Cautious style
Reserved T
a s k
• Careful
• Consistent
• Contemplative
You can be a remarkable leader with any style. There is no good, bad, right, or wrong behavior style.
d i s c m o d e l o f h u m a n b e h av i o r 121 high DISC types and two low DISC types in their style blends. This means that one DISC type may be highest in a given individual’s style blend, and that person probably also has a secondary DISC type that is also high. The secondary high type usually supports and influences the predominant type in his or her style blend. The shorthand notation we use to write these blends lists the strongest DISC type, a forward-slash, and then the secondary DISC type. For example:
❍A person who has the D type highest and C as a secondary high type, would be a D/C style blend.
❍A person who has the D type highest and I as a secondary high type, would be a D/I style blend.
Although both of the people in the example have strong Dominant traits, the difference in their secondary traits would make them behave, communicate, and interpret the world very differently.
Another type of style blend occurs when people have one predominate trait and two strong secondary traits (for example, D/CS, I/SC, S/CI, or C/DI). These types of blends happen for approximately 15 percent of people.
When you consider blending of the four main behavior styles and the different possible intensities of the behavior styles in each person, you can see how using four basic style descriptors can help you understand all of the different people you will encounter.
In reading the behavior style descriptive words, many people can relate to some of the words in several, in rare cases all, of the DISC type descriptions. Most people notice that they relate well to the words in one or two of the style quadrants and do not relate well to the descriptive words of the other quadrants. This is completely normal. It is just a reflection of their unique style blends.
If there is one style that definitely does not describe your perspec- tive or your most common behavior and communication style, that quadrant is most likely your lowest style trait and the diagonally
opposite quadrant isprobablyyour highest style trait. (For example, Guy absolutely does not relate to the Inspiring trait description, and his highest style traits come from the Cautious quadrant—and Kevin is just the opposite!)
We hope our explanation of the model makes it clear that we see these drives as tendencies and not as absolutes. We do not present this model as a way to label, box in, or categorize people. Rather, we offer it as a way to get a better understanding of people who have different viewpoints and perspectives from our own so that we can find better and more effective ways to connect and communicate with them.
Go to the Bonus Bytes page at
BudToBossCommunity.com and click on the Free Assessment button to take a quick, free behavior style assessment.
For specific insights on how you can use this free assessment with your team, click on the Team Style button.
Your Now Step
1. Take the free assessment mentioned in the Bonus Byte above so that you get a clear picture of your primary style traits.
19
H O W Y O U C A N C O N N E C T A N D C O M M U N I C AT E B E T T E R
W I T H P E O P L E
Although it is fun and interesting to learn about the DISC model and to start learning about ourselves and other people, the model becomes useful when we begin to look at what it shows us about the interactions between people. Specifically, the interactions we focus on here are the communications that involve the various aspects of your role as a leader. Here are four specific examples:
❍Task assignments
❍Goal setting
❍Performance management
❍Conflict resolution
Each of these situations will have better outcomes when you learn to understand and apply a practical mental model such as the DISC model to understand style differences between you and those you are communicating with.
123
For example, the common approach to task accomplishment for each DISC style is
Outgoing T
a s k
Dominant style The fast or direct way
Outgoing P e o p l e
Inspiring style The fun or interactive way
Reserved P e o p l e
Supportive style The easy or proven way
Reserved T
a s
k Cautious style The right or proper way
Lack of understanding about these differences can lead to misinter- pretations and negative labeling of people and their motivations. For example, people with Dominant traits who want to do things the fast way might view people with Supportive traits who want to do things the easy way as ‘‘weak.’’ And in return, people with Supportive traits might view people with Dominant traits as ‘‘rude.’’
Notice that the interpretations are negative in both cases. This tendency toward negative labeling of people who are different from us extends to all of the other style interaction combinations. This
h ow yo u c a n c o n n e c t a n d c o m m u n i c a t e 125 negativity often comes from a simple misunderstanding about the other person’s drives and motivations.
For deeper insights into the how each style trait tends to interpret the world and what that means about the way we interact with each other, go to the Bonus Bytes page at BudToBossCommunity.com and click on the DISC Interactions button.
Beware of how the differences you might have with other people can be misunderstood and misinterpreted on both sides of the interaction:
❍How you interpret others and their motivations
❍How others interpret you and your motivations
understanding differences in style and perspective
Kevin has significant levels of both Inspiring and Dominant traits. Guy has high levels of Cautious, Supportive, and Dominant traits.
We share Dominant traits. So we both like to get things done and get results. Kevin likes to interact and to make work fun. Guy likes to isolate himself and work alone. Both of us do what we do with the desire to reach our common goal. However, if we did not understand the differences in our work approaches, our interpretations could start to sound something like (this is purely hypothetical) this:
Kevin thinking of Guy: ‘‘Why does he go off on his own so much and act so serious all the time? Can’t he just relax and go with the flow?’’
Guy thinking of Kevin: ‘‘Why does he make decisions so quickly? Doesn’t he ever consider all of the facts before he decides?’’
Fortunately, we do understand our differences, and we find ways to appreciate and respect what the other person brings to the table rather than judge and criticize. So instead of the negative interpretations of each other’s actions that could develop without this information, we actually think like this:
Kevin thinking of Guy: ‘‘He must be tired from training and interacting with people all day. I think I’ll give him a chance to reenergize and recoup. I’m sure he will reengage when he has had a chance to rest a bit.’’
Guy thinking of Kevin: ‘‘I really like the fact that Kevin can decide on a course of action and get results quickly.
It’s good to work with someone who has fresh, creative ideas and doesn’t overanalyze every situation.’’
Remember that differences in perspective can lead to negative inter- pretations of intention or character. To guard against this tendency:
1. Unless you have definite, concrete knowledge that someone had a negative intention for his behavior, choose to make a positive interpretation of his motives and drives. (This connects to our earlier discussion about the reticular activating system—do you see what you are looking for?)
2. Take proactive steps to communicate in ways that improve the odds of connecting with the other person. Learn to change your approach to better fit how she communicates.
As a leader, it is important to do this for yourself, model this behavior for others, and use these insights when coaching others, helping them work through conflict, improve their team interactions, and more.