Selecting your fantasy JGR Team Assignment

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Management Profile Edward Williams Tuesday, May 10, 2022

This report is provided by:

www.Discprofile.com Email: [email protected] Phone: (877) 344-8612 Your Trusted Source for Everything DiSC

EDWARD WILLIAMS

Introduction WELCOME TO EVERYTHING DiSC®

Edward, have you ever wondered why connecting with some people is easier for you than with others? CORNERSTONE PRINCIPLES

Maybe you’ve noticed that you have an easier time managing people who focus on dependability and stability.

Or, maybe you’re more comfortable working with those who take a steady, sensible approach than those who fly by the seat of their pants.

Or, perhaps you relate best to people who are more supportive than competitive.

Everything DiSC® is a simple tool that offers information to help you understand yourself and others better—and this can be of tremendous use as a manager. This report uses your individual assessment data to provide a wealth of information about your management priorities and preferences. In addition, you’ll learn how to connect better with people whose priorities and preferences differ from yours.

• All DiSC styles are equally valuable, and people with all styles can be effective managers.

• Your management style is also influenced by other factors such as life experiences, education, and maturity.

• Understanding yourself better is the first step to becoming more effective with your employees and your manager.

• Learning about other people’s DiSC styles can help you understand their priorities and how they may differ from your own.

• You can improve the quality of your management experience by using DiSC to build more effective relationships.

OVERVIEW OF THE DiSC® MODEL

Dominance

• Direct • Firm • Strong-willed • Forceful • Results-oriented

influence

• Outgoing • Enthusiastic • Optimistic • High-spirited • Lively

Conscientiousness

• Analytical • Reserved • Precise • Private • Systematic

Steadiness

• Even-tempered • Accommodating • Patient • Humble • Tactful

EDWARD WILLIAMS

Your DiSC® Overview YOUR DOT This report is personalized to you, Edward. In order to get the most out of your Everything DiSC Management® Profile, you’ll need to understand your personal map.

As you saw on the previous page, the Everything DiSC® model is made up of four basic styles: D, i, S, and C. Each style is divided into three regions. The picture to the right illustrates the 12 different regions where a person’s dot might be located.

Your DiSC® Style: S

Your dot location indicates your DiSC style. Because your dot is located in the middle of the S region, you have an S style.

Keep in mind that everyone is a blend of all four styles, but most people tend strongly toward one or two styles. Whether your dot is in the center of one style or in a region that borders two, no dot location is better than another. All DiSC® styles are equal and valuable in their own ways.

CLOSE TO THE EDGE OR CLOSE TO THE CENTER? A dot’s distance from the edge of the circle shows how naturally inclined a person is to encompass the characteristics of his or her DiSC style. A dot positioned toward the edge of the circle indicates a strong inclination toward the characteristics of the style. A dot located between the edge and the center of the circle indicates a moderate inclination. And a dot positioned close to the center of the circle indicates a slight inclination. A dot in the center of the circle is no better than one on the edge, and vice versa. Your dot location is about halfway between the edge of the circle and the center, so you are moderately inclined and probably relate fairly well to the characteristics associated with the S style.

WHAT’S NEXT?

Now that you know more about the personalization of your Everything DiSC Management Map, you’ll read about the management priorities and preferences associated with the S style. Using this knowledge, you’ll learn how to use Everything DiSC principles to improve your ability to direct, delegate, motivate, and develop others more successfully. Finally, you’ll explore ways to work more effectively with your own manager.

EDWARD WILLIAMS

Your S Style YOUR DOT TELLS A STORY Because you have an S style, Edward, you’re likely a cooperative manager who takes pride in doing your part to help the team. You probably don’t need to win to feel good about yourself. In fact, when you receive credit for a job well done, you may be quick to share it with the people you manage.

You’re probably fairly accommodating, and you may find it important to maintain the approval of others. Consequently, you’re likely to put a fair amount of energy into catering to other people. In fact, at times you may have difficulty saying no, and you may fail to let people know when you’ve been inconvenienced.

Since you have a need for harmony, conflict is probably difficult for you. Most likely, you’re troubled by the idea of hurting someone’s feelings, and you may spend time dwelling on incidents that other people wouldn’t think twice about. As a manager, you may prefer the role of peacemaker, but when things become heated, you may shut down and simply wait for the tension to pass.

In terms of time management, you prefer predictable routines and well-defined procedures for getting things done. Therefore, you probably work with people to develop clear timelines and expectations. Similarly, since you don’t want to let anyone down, you probably feel most secure when you’ve perfected a set of specialized skills that you can perform reliably.

When it comes to making decisions, you tend to be on the careful side, avoiding risk when possible. Because you assume that rules and traditions are there for a reason, you probably dislike shortcuts. When considering bold changes, you may focus more on the possibility of failure than on the potential benefits. You may require quite a bit of certainty before making major decisions, and this indecisiveness can stand in the way of progress.

Most likely, you’re fairly comfortable working quietly behind the scenes. While you like to feel appreciated, you may get somewhat embarrassed if the praise is too public or gushing. And, because you sometimes downplay your own performance, others may fail to recognize your contributions altogether.

Because you’re often trusting, you probably give people the benefit of the doubt. Likewise, when people present new ideas, you may try to keep an open mind and show support. And, if someone fails to meet your expectations, you’d sometimes rather redo the work than give negative feedback because you don’t want to damage the relationship.

You tend to be soft-spoken, and your fear of speaking out of turn may cause you to keep ideas to yourself. And, because you sometimes speak hesitantly and qualify your statements, the people you manage may find your ideas unconvincing. However, because filtering your responses comes so naturally to you, you may not realize how much more efficient it would be to say exactly what you’re thinking.

Edward, like others with the S style, your most valuable contributions as a manager may include your acceptance of others, your dependability, and your ability to be a team player. In fact, these are probably some of the qualities that others admire most about you.

EDWARD WILLIAMS

Shading & Priorities YOUR SHADING EXPANDS THE STORY

Edward, while your dot location and your DiSC® style can say a great deal about you, your map shading is also important.

The eight words around the Everything DiSC map are what we call priorities, or the primary areas where people focus their energy. The closer your shading comes to a priority, the more likely you are to focus your energy on that area. Everyone has at least three priorities, and sometimes people have four or five. Having five priorities is no better than having three, and vice versa.

Typically, people with the S style have shading that touches Support, Reliability, and Collaboration.

Your shading stretches to include Encouragement, which isn’t characteristic of your style.

WHAT PRIORITIES SHAPE YOUR MANAGEMENT EXPERIENCE?

Giving Support Edward, like other managers with the S style, you may find satisfaction in accommodating others. You’re usually patient and agreeable, and people probably know that you’re happy to listen or help out whenever they need it. Because you place a high value on giving support, you may help create an atmosphere of openness and mutual respect.

Valuing Collaboration You probably strive to include others in important activities and decisions and do your best to make sure everyone is able to contribute. And because you tend to see others’ points of view, you’re able to provide the empathy that makes people feel understood and accepted. Most likely, you encourage collaboration because you believe cooperation and interaction will lead to better outcomes.

Achieving Reliability Managers with the S style often have a bit of a cautious side. Since you like to know what to expect, you probably focus on avoiding surprises and keeping things predictable. Likewise, you do your best to provide consistency, and the people you manage probably know they can count on you to follow through. You put your energy into maintaining stability to help create a calm, secure environment for your team.

Providing Encouragement In addition, unlike most others with the S style, you tend to recognize the importance of providing encouragement to the people you manage. Because you want members of your team to feel good about their contributions, you often jump at the opportunity to give people recognition and to celebrate group victories. Most likely, you believe boosting group morale will ultimately lead to better results.

EDWARD WILLIAMS

Your Management Preferences WHAT DO YOU ENJOY ABOUT MANAGING? Different people find different aspects of their work motivating. Like other people with the S style, you may enjoy that managing allows you to help other people grow and succeed. Because you genuinely care about the people around you, you can use your time as a manager to understand people’s needs and give them the support and resources to do their best work. Furthermore, you may also enjoy encouraging people to feel good about their work, and this is less typical of the S style.

You probably enjoy many of the following aspects of your work:

• Creating a calm, stable atmosphere • Showing people that you genuinely care about their

success • Creating helpful systems and procedures • Supporting people when they express their concerns and

frustrations • Complimenting people on a job well done • Helping people work together • Helping a team progress steadily toward a goal • Inspiring others to do their best • Encouraging optimism in others

WHAT DRAINS YOUR ENERGY AS A MANAGER?

Then there are those management responsibilities that are stressful for you. Because you may feel uncomfortable confronting the people who report to you, it may be difficult for you to give tough feedback, even when necessary. Furthermore, you may find it stressful to work with people who are too aggressive or combative. At the same time, unlike others with the S style, you may dislike an atmosphere that feels dull or pessimistic.

Many of the following aspects of your work may be stressful for you:

• Dealing with angry, pushy, or argumentative people • Making decisions without input from the group • Managing a chaotic, rapidly changing environment • Correcting or reprimanding people • Negotiating power struggles • Being forceful or insistent with others • Giving orders • Giving people unpleasant feedback • Being unable to express yourself

EDWARD WILLIAMS

Directing and Delegating YOUR DIRECTING AND DELEGATING STYLE As a manager, you may find that effectively directing and delegating to your employees is more complex than simply handing off an assignment with a “please” and “thank you.” Perhaps you’ve noticed that individual employees respond positively to different types of instruction and feedback. Some want specific directions and welcome objective feedback, while others want just the opposite. Based on your DiSC® style and priorities, you have a natural approach to directing and delegating. However, to maximize satisfaction and productivity, it’s important to consider how effective your approach may be with employees of different styles.

Edward, because you tend to be supportive, you may assume the best in people, and you’re probably relatively lenient about mistakes. You may be too quick to trust people when they make excuses for work that’s late, sloppy, or simply off track.

Your focus on collaboration means that you’d probably rather work with people on a project than direct them. Having power over people isn’t important to you. Therefore, you may give guidance in an unassuming, non-authoritarian manner that encourages acceptance and cooperation.

Because you emphasize reliability, you provide information clearly and systematically, giving the people you manage a dependable method for proceeding with the task. Most likely, you verify their comprehension and check in frequently to see how they’re doing.

Furthermore, you tend to be encouraging, which isn’t typical for someone with the S style. Most likely, you like to get people energized about their tasks, and they may appreciate your enthusiasm for their efforts.

HOW DO YOU APPROACH DIRECTING AND DELEGATING?

Strengths Challenges

• Understanding when extenuating circumstances affect performance

• Making yourself available to help • Giving direction in an agreeable, methodical manner • Taking the time to listen to people’s concerns about

assignments • Ensuring that people understand their responsibilities • Generating enthusiasm

• Pushing people to complete their tasks • Judging people’s abilities or competencies,

without overestimating them • Giving clear, detailed explanations • Analyzing options before assigning a task • Pushing people for results • Establishing ambitious outcomes

EDWARD WILLIAMS

Directing and Delegating to the D Style

HOW DOES THE D STYLE LIKE TO WORK? People with the D style prioritize the bottom line and are driven to get results. They want a high degree of autonomy, probably more so than you, and like making their own decisions without having to ask for input from others. And because they’re so independent, they probably don’t need as much reassurance as you naturally provide. More than anything, they keep an eye on the prize and want to know how their effort will contribute to success.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER People with the D style are often challenging and skeptical, and they may openly question your command if they disagree with your decisions. They can be blunt or aggressive when expressing their thoughts, which contrasts with your tendency to be diplomatic and polite. People with the D style will expect decisiveness from you and may feel you’re being wishy-washy when you exercise a sense of caution. Be prepared to stand up to their challenge of your authority, as they often have strong opinions. At times, they may assume they know how to do things better than you or anyone else.

HOW TO BE EFFECTIVE WITH THE D STYLE

People with the D style are fast-paced and want to work on exciting projects that will make a big impact. They may become restless if you keep things moving at a steady, predictable pace without leaving room for them to spread their wings. Therefore, allow them to tackle adventurous tasks, and show them how their efforts will contribute to innovative results. However, if they are inexperienced, remember that their self-assurance may compel them to make decisions they aren’t qualified to make. Given your S style, you may have to work at being more firm and direct with them.

If they’re less experienced If they’re more experienced

• Check in often enough to make sure they are on track.

• Check their understanding of assignments before allowing them to move ahead.

• Clearly outline the boundaries of their authority, giving them options within those boundaries.

• Have them check with you before any risky decisions are made.

• Let them know that they will be given more autonomy as they gain experience.

• Make sure you see eye to eye on the goal of the assignment.

• Provide them with a broad overview rather than detailed tasks.

• Be direct about the results you expect. • Set a deadline and let them figure out how to

proceed. • Make sure they understand the consequences of

their shortcuts.

EDWARD WILLIAMS

Directing and Delegating to the i Style

HOW DOES THE i STYLE LIKE TO WORK? People with the i style tend to be upbeat and value encouragement, characteristics you share even though it’s not typical of someone with the S style. They’re usually full of energy and excitement, and you can probably identify with their positive outlook and sense of enthusiasm. However, while you may share their optimistic approach, you probably don’t express yourself as openly as they do, and you may find their liveliness to be a bit overwhelming at times.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER Like you, people with the i style want to work in a friendly environment where people are more important than the bottom line. They like to channel their high energy into collaborative efforts and dislike assignments that may isolate them. However, they tend to be more extroverted than you are, and they may be easily distracted by the social aspects of work. Because you tend to be patient and accommodating, you may neglect to push them or hold them accountable.

HOW TO BE EFFECTIVE WITH THE i STYLE

These individuals move quickly, in contrast to your moderate, more deliberate pace. As a result, they want to get the gist of an assignment and dive right in. Because they like excitement and spontaneity, they may become bored if directed to perform the same tasks in the same way every time. You may have to work at holding them accountable for staying on point. For those with more experience, encourage creativity without abandoning reasonable expectations for practical results.

If they’re less experienced If they’re more experienced

• Let them collaborate when possible. • Help them keep track of details. • Ensure that they follow through on their tasks. • Check their understanding since their enthusiasm

might hide a lack of clarity. • Hold them accountable for missed deadlines or

skipped steps.

• Allow them to take the lead in group settings. • Make time to review the details with them. • Set clear expectations ahead of time. • Acknowledge their contributions publicly. • Let them try out new ways to look at problems.

EDWARD WILLIAMS

Directing and Delegating to the S Style

HOW DOES THE S STYLE LIKE TO WORK? People who share your S style are accommodating and flexible. Because they look for reassurances that they are doing a good job, they’ll appreciate that you tend to offer support and encouragement. Like you, they tend to be non-confrontational, so frank discussions may be equally uncomfortable for you both. Furthermore, you may find that they accept direction easily, although they may be hesitant to take initiative or point out problems. Rather, they prefer to maintain harmony and keep a low profile.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER Like you, these individuals tend to rely on well-established procedures and traditional methods. They like to focus on their tasks and work steadily without being interrupted by sudden changes or radical developments. However, because you both are likely to avoid risks, the two of you may downplay innovation in favor of what has worked in the past. As a result, creativity may suffer, and you could end up directing them toward predictable or bland results.

HOW TO BE EFFECTIVE WITH THE S STYLE

Like you, people who also have an S style may be most comfortable in friendly, cooperative environments. They share your desire to collaborate and form personal relationships, so they’ll appreciate opportunities to contribute within a unified group. Be prepared to answer questions and reassure them that they’re on the right path. If they have more experience, give them as much responsibility as you can, but make it clear that you’re always available for clarification or to act as a sounding board.

If they’re less experienced If they’re more experienced

• Give clear, step-by-step directions. • Ask enough questions to confirm their

understanding. • Check in with them frequently. • Refrain from giving them too much responsibility too

quickly. • Provide enough reassurance to make them

comfortable with their role.

• Ask for their input. • Keep them from getting bogged down when

deadlines are tight. • Give them additional responsibilities when they

seem ready for more challenges. • Encourage them to help structure the overall

plan. • Ask them directly what kind of support they

need.

EDWARD WILLIAMS

Directing and Delegating to the C Style

HOW DOES THE C STYLE LIKE TO WORK? People with the C style relate best to clear objectives and fact-based ideas. They share your tendency to go over options and proposals carefully and appreciate having time to analyze their work. However, while you tend to emphasize a spirit of collaboration, they are less likely to appreciate group efforts. In fact, they usually prefer to spend time alone with a problem so they can examine it logically and try out solutions. They prefer to be given a task and allowed the time and space to complete it.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER Like you, these individuals want to produce dependable outcomes, so they tend to thoroughly consider the consequences before choosing a plan. While you share their tendency toward caution, they are likely to be more reserved than you and may become impatient if you try to devote time to small talk before getting to the point. Also, because you tend to be supportive and accommodating, you might fail to create the sense of urgency needed to keep them from getting bogged down in the details.

HOW TO BE EFFECTIVE WITH THE C STYLE

People with the C style are more skeptical than you tend to be, but keep in mind that their questioning nature is just their way of processing new information. Those with less experience may spend too much time analyzing and perfecting their work, so be sure to check in frequently enough to keep them on track. Those with more experience may challenge traditional methods for completing assignments, but avoid letting your own distaste for change keep you from hearing their suggestions and concerns.

If they’re less experienced If they’re more experienced

• Allow them to work independently whenever possible.

• Help them achieve quality without putting deadlines at risk.

• Give them tasks that require logic. • Make sure they have the resources they need. • Check in to make sure they aren’t getting bogged

down.

• Check in with them only to ensure forward progress.

• Ask them if they need more direction. • Encourage them to study the overall plan for

defects. • Let them work independently when possible. • Give them opportunities to help solve complex

issues.

EDWARD WILLIAMS

Motivation MOTIVATION AND THE ENVIRONMENT YOU CREATE You can’t motivate people. They have to motivate themselves. As a manager, however, you can create an environment where it’s easy for people to find their own natural motivation. This means building an atmosphere that addresses employees’ basic needs and preferences so they can do their best work, and you may naturally create a certain type of environment for those around you. It’s important to understand the nature of this environment because it has a major impact on the motivation of the people you manage.

Edward, by offering support you help create a trusting environment where people feel comfortable coming to work every day. Just knowing that someone cares about them can be extremely motivating for many people. Further, you readily offer credit and compliments so that others feel a greater sense of ownership in team success.

Most likely, you also provide a predictable atmosphere where others have a sense of consistency. People can feel comforted knowing what to expect and where they stand. And by ensuring that people have the information and resources to do their job, you help maintain a sense of security.

Your focus on collaboration motivates people by building trust among coworkers. For many, being part of a cooperative team boosts their enjoyment and energy at work. People who feel that group efforts are appreciated are more likely to seek opportunities to brainstorm together and make improvements, without concern for who receives the credit.

Furthermore, unlike others with the S style, you have an extra priority that may influence motivation and the environment you create. Because you tend to be encouraging, your direct reports may be more optimistic about their contributions.

THE ENVIRONMENT YOU CREATE • Because you are understanding, people waste less energy worrying about mistakes. • People are less frustrated when trying new things because you are patient with them. • Because you build teams, workers feel a sense of camaraderie and mutual support. • Because you provide stability, people don’t need to worry about unwanted surprises. • When you provide people with the information they need, it helps eliminate confusion and frustration. • Because of your encouragement, people feel enthusiastic about their work.

EDWARD WILLIAMS

Motivation and the D Style WHAT ARE THE MOTIVATIONAL NEEDS OF THE D STYLE? Employees with the D style are motivated to win, so they probably care more about the bottom line than how they get there. They’re driven to achieve, probably more so than you, so they often thrive in competitive environments and can sometimes turn the most collaborative task into a contest. Furthermore, they want to move quickly and make a big impact with innovative or daring ideas, a desire with which you may not identify. In fact, they may be so focused on individual career growth that they disregard the needs of others, and you may have trouble understanding their challenging approach.

What demotivates the D style? How does conflict affect the motivation of the D style?

• Routine • Foot dragging • Being under tight supervision • Having their authority questioned or overruled • Feeling like their time is being wasted • Having to wade through a lot of details

• Employees with this style may embrace conflict as a way to create win-lose situations.

• They may be energized by the competitive aspects of conflict.

• They may waste energy dwelling on who is at fault.

How can you help create a motivating environment for the D style?

• Allow them to control their work environment, provided that they deliver the results you need. • Let them work independently when possible. • Tap into their competitiveness by framing some assignments as friendly competitions. • Set aside your own desire for stability to encourage their ambition and desire to advance. • Emphasize the big-picture, results-oriented purpose of a project. • Be flexible about allowing them to complete projects using innovative methods.

What’s the best way for you to recognize and reward the D style?

• Thank them for meeting goals consistently, and outline clear expectations for increasingly impressive results. • Compliment them by focusing on results, goals, and impact. • Reward top performances by giving them more opportunities to take projects and run with them. • Recommend them for advancement opportunities when they’ve outgrown their role.

EDWARD WILLIAMS

Motivation and the i Style WHAT ARE THE MOTIVATIONAL NEEDS OF THE i STYLE? Employees with the i style look for high-energy environments where adventurous or groundbreaking ideas are valued. They’re eager to collaborate, as you probably are, so they’re likely to put a lot of energy into socializing and maintaining relationships. Because they like fun, vibrant settings, they often work at a fast pace and indulge in a variety of tasks, an approach with which you may not identify. Those with the i style are also motivated by public recognition, and like you, they appreciate a warm and encouraging environment.

What demotivates the i style? How does conflict affect the motivation of the i style?

• Being isolated from others • Working in a reserved, slow-paced setting • Having their contributions go unrecognized • Performing routine or repetitive tasks • Wading through a lot of details • Working with pessimistic or critical people

• Conflict may make them emotional or angry, and as a result may negatively affect their performance.

• They may take conflict personally, which could de- energize them.

• They may dwell on the conflict rather than focus on their tasks.

How can you help create a motivating environment for the i style?

• Let them collaborate with others, but remain the leader in group situations. • Encourage their spontaneity without allowing them to ignore important methods or systems. • Limit the predictability and routine of their tasks when possible. • Give them opportunities to be in the limelight. • Provide opportunities to socialize without letting them get carried away. • Acknowledge their need to maintain a fast pace.

What’s the best way for you to recognize and reward the i style?

• Reassure them that you and their colleagues find their contributions valuable. • Acknowledge their best work with enthusiastic public praise, even if you avoid this type of attention personally. • Recognize their strong people skills by giving them increased visibility within the organization. • Reward solid performance by recommending them for awards or advancement opportunities.

EDWARD WILLIAMS

Motivation and the S Style WHAT ARE THE MOTIVATIONAL NEEDS OF THE S STYLE? People with the S style prefer a calm, structured atmosphere where tension and conflict are rare. Like you, they tend to be supportive, and may even withhold their own opinions to accommodate or please other people. In addition, they like to connect with colleagues on a personal level by working in a collaborative setting, and you may appreciate their affinity for teamwork. Furthermore, because they share your desire to be seen as reliable, they want enough time to perform their duties without being rushed or stressed.

What demotivates the S style? How does conflict affect the motivation of the S style?

• Competitive environments • Having to change direction abruptly • Being rushed into quick decisions • Dealing with cold or argumentative people • Being forced to improvise • Being in chaotic situations

• They may compromise on things they care about but remain frustrated beneath the surface.

• They may waste energy worrying that people are mad at them.

• They may become fearful about making mistakes, limiting their effectiveness or ability to take chances.

How can you help create a motivating environment for the S style?

• Let them collaborate with others. • Be clear about their tasks and responsibilities. • Give them plenty of warning when changes are coming. • Give them the structure and security they need to feel comfortable. • Show them that you care about their feelings. • Ask for their ideas, which they might not share without encouragement.

What’s the best way for you to recognize and reward the S style?

• Reward them by trusting them with increasingly important projects. • Validate their strengths, including steadiness, support, and helpfulness. • Thank them for reliable performance by giving warm and sincere praise in a one-on-one setting. • Monitor their level of comfort, and suggest advancement opportunities when they’ve outgrown their current

role.

EDWARD WILLIAMS

Motivation and the C Style WHAT ARE THE MOTIVATIONAL NEEDS OF THE C STYLE? Employees with the C style look for an environment where they will have time to analyze ideas and ensure flawless outcomes. Like you, they want to produce work that’s reliable, so they prefer to maintain a moderate pace and exercise a sense of caution. Because they tend to be even more objective than you are, they like to weigh all the options and gather all the facts before making decisions. Also, they want to master their responsibilities, so they often challenge ideas to ensure accuracy, an approach you probably don’t share.

What demotivates the C style? How does conflict affect the motivation of the C style?

• Being required to work collaboratively • Receiving vague or ambiguous directions • Having to deal with strong displays of emotion • Being forced to let errors slide • Having to make quick decisions • Being wrong

• They may become resentful and unyielding, limiting their productivity.

• They may withdraw from the situation to avoid having to deal with emotional reactions.

• Their unexpressive manner may conceal a tendency to worry excessively.

How can you help create a motivating environment for the C style?

• Give them time to ensure quality results, but enforce deadlines. • Explain the purpose of tasks and assignments logically. • Allow them to help define quality standards. • Listen to their questions about projects or tasks, but keep them moving forward. • Provide opportunities for independent work rather than focusing on collaboration. • Convey your expectations clearly and specifically.

What’s the best way for you to recognize and reward the C style?

• Praise them in private and list project-specific examples rather than providing generalized compliments. • Thank them for the unique role they play in contributing to team success by ensuring accuracy. • Reward quality work by granting more freedom to complete complex assignments independently. • Recognize their gifts for logic and analysis by calling on their expertise when problems arise.

EDWARD WILLIAMS

Developing Others YOUR EMPLOYEE DEVELOPMENT STYLE One of the most important but often overlooked areas of management is employee development. By development, we don’t mean day-to-day direction on current job duties. Instead, we’re talking about supporting employees’ long- term professional growth by providing resources, environments, and opportunities that capitalize on their potential.

Certainly, your employees will need to work through those limitations that are significant obstacles to their growth. Research shows, however, that you’ll be most effective as a manager if you can help your employees identify and build on their strengths, rather than trying to fix all of their weaknesses. Each manager has a natural approach to this development task, and your approach is described below.

Edward, the people you manage probably recognize that you genuinely care about them. To you, development is about giving support and being there to assist people when they need it. Most likely, people know that you will help them find their strengths, and because you’re so non-judgmental, they are likely to trust you with their struggles. Since you tend to provide a structured environment where people can reach their potential in a systematic way, they are able to see their development as a predictable, ongoing process. Overall, you listen to others and are empathetic, providing a safe place to help them find opportunities that suit their needs.

Furthermore, unlike others with the S style, you also have an extra priority that might influence your approach to developing others. By offering encouragement, you may give people the confidence they need to identify their talents and capitalize on them.

HOW DO YOU APPROACH DEVELOPING OTHERS?

Advantages Disadvantages

• Creating reliable, concrete plans for development • Taking the time to listen to people’s real concerns • Giving feedback in a gentle manner • Providing regular, informal follow-up on people’s

development • Using structured methods that are easy for another

person to repeat • Boosting others’ self-confidence with your belief in

their abilities

• Neglecting to visualize people’s big-picture development needs

• Failing to recognize less obvious opportunities that are available for others

• Being too tolerant when people fail to meet your expectations

• Insisting things be done the way they always have, regardless of a person’s strengths and limitations

• Being so accepting that you don’t let yourself see obstacles holding people back

• Being unrealistically optimistic about some people’s development plans

EDWARD WILLIAMS

Developing D Style Employees AREAS WHERE THEY HAVE STRONG POTENTIAL Consider ways that these employees and the organization can take full advantage of the following strengths:

• Willingness to take risks and challenge the status quo • Comfort being in charge • Confidence about their opinions • Persistence through failure or tough feedback • Competitive spirit and drive for results • Ability to create a sense of urgency in others • Comfort being direct or even blunt • Restless motivation to take on new challenges • Ability to find effective shortcuts • Willingness to speak up about problems

OBSTACLES AND STRATEGIES IN THE DEVELOPMENT PROCESS Drive

People with the D style are usually quite driven, so it may be important to ensure that their energy is channeled in the right direction. They may stubbornly decide on a path that doesn’t contribute to the organization’s goals or their own long-term interests. You may need to be more firm and direct than is natural for you to encourage flexibility and get them to look at their goals within the big picture.

• Review all of the different opportunities that are available to them. • When discussing an opportunity, show them how it will immediately benefit them. • After reviewing the big picture, let them be in charge of coming up with goals.

Action

People with the D style appreciate an immediate payoff, while you are more deliberate. Therefore, you may create step-by-step development plans whereas they would prefer to take shortcuts and cut right to the chase. They may be dismissive of plans that require a lot of patience and methodical follow-through.

• Remember that they like things to move at a faster pace than you. • Take a results-oriented approach to development. • When making long-term development plans, lay out milestones and concrete benefits.

Challenge

These individuals are also autonomous, and they may resist your role in their development. Your patient style may be too understated to affect their strong-willed plans. Even though you are not challenging by nature, you might have to do some pushing before they will reconsider the direction they’re heading.

• Be direct about what’s working for them and what’s not, putting it in terms of results. • Enable them to create new opportunities and competitive challenges for themselves. • Give them opportunities to exercise authority.

EDWARD WILLIAMS

Developing i Style Employees AREAS WHERE THEY HAVE STRONG POTENTIAL Consider ways that these employees and the organization can take full advantage of the following strengths:

• Ability to build a network of contacts • Willingness to accept new ideas • Interest in working with others • Comfort taking the lead • Persistence through optimism • Tendency to create enthusiasm • Ability to empathize with others • Willingness to experiment with different methods • Tendency to give praise and encouragement to others • Ability to rally people around an idea

OBSTACLES AND STRATEGIES IN THE DEVELOPMENT PROCESS Encouragement

While it’s not typical for the S style, you tend to give encouraging feedback, which is the type of reinforcement people with the i style thrive on. However, because you are so focused on encouragement and harmony, you may fail to offer them completely truthful insights. This could cause them to be overly optimistic about their growth and to overlook behaviors that are holding them back.

• Look for situations where they can mentor or help people. • You may need to offer tougher feedback at times. • Start with positive feedback, but don’t ignore problems.

Action

They are interested in fast-paced innovation, so they may avoid development opportunities that require a great deal of analysis or study. They prefer adventurous projects, and they may fail to follow the more dependable processes that you tend to create. Encourage their big ideas, but help them see how methodical, step-by-step work can get them where they want to go more quickly and reliably.

• Show them the value of systematic developmental work, even if it’s tedious in the short term. • Be aware that their tendency to move rapidly may cause them to overlook promising options. • Allow them to pursue some development opportunities that involve lots of action.

Collaboration

People with the i style may look for development opportunities that allow them to work with others. Because you also appreciate team efforts, you may fail to push them to take advantage of opportunities for individual growth. Remember that independent efforts are often as important as teamwork when it comes to personal development.

• Allow them to lead small groups. • Encourage them to pursue opportunities that involve working with others. • Remind them that their growth will also depend on independent work.

EDWARD WILLIAMS

Developing S Style Employees AREAS WHERE THEY HAVE STRONG POTENTIAL Consider ways that these employees and the organization can take full advantage of the following strengths:

• Ability to work with different types of people • Interest in maintaining steady progress • Tendency to be diplomatic • Willingness to support team goals • Ability to empathize with others • Persistence to work on routine or highly detailed projects • Tendency to follow through on commitments • Ability to calm upset people • Understanding of others’ perspectives • Willingness to be flexible to others’ needs

OBSTACLES AND STRATEGIES IN THE DEVELOPMENT PROCESS Support

People who share your S style often want to be part of the team’s success more than they want to achieve great personal goals. Because, like them, you prefer a supportive environment, you may encourage these individuals to continue doing what makes them comfortable, which could limit their individual development.

• Look for situations where supporting others can boost their own development. • Remind them that they have to address their own needs as well. • Push them gently to grow and develop.

Reliability

Like you, these individuals are leery of development opportunities that require fast-paced innovation or an element of risk. In your mutual pursuit of dependable solutions, however, you may discourage them from stretching or taking reasonable chances in their professional growth.

• Encourage them to maintain their focus on reliable progress. • Let them know that development often means moving in new directions. • Refrain from letting your mutual interest in stability limit creative ideas.

Collaboration

People with the S style enjoy working with others, and you both may rely too heavily on developmental opportunities that focus on collaboration. Also, because you both strive to maintain friendly, harmonious relationships, you may have trouble giving them tough feedback. Trying to avoid hurting their feelings may deprive them of constructive criticism that could help them down the line.

• Encourage them to pursue collaborative opportunities while furthering their own development. • Show them that they have the skills to work independently. • Offer constructive feedback when necessary.

EDWARD WILLIAMS

Developing C Style Employees AREAS WHERE THEY HAVE STRONG POTENTIAL Consider ways that these employees and the organization can take full advantage of the following strengths:

• Insistence on quality • Ability to look at ideas logically • Comfort with studying the specifics • Interest in maintaining error-free work • Ability to pinpoint potential problems • Persistence in analyzing solutions • Willingness to work alone • Tendency to avoid letting personal feelings interfere with

work • Ability to exercise caution and manage risks • Interest in developing a systematic approach

OBSTACLES AND STRATEGIES IN THE DEVELOPMENT PROCESS Objectivity

These individuals use logic rather than emotion to guide their actions. They are less likely than you are to consider team unity and others’ feelings when planning their development. Further, they may prefer to work in a “cave,” not letting you or others in on their developmental needs.

• Steer them toward analytical development opportunities. • Respect their independence, but remind them to fill you in on their progress. • Give them a rational basis for including you in their developmental planning.

Reliability

Like you, people with the C style want development opportunities that are well planned and reliable. For this reason, they will appreciate that you emphasize steady progress and cautious decisions over quick fixes or risky choices. They may, however, become inflexible once they’ve decided on a logical course of action.

• Put development opportunities into a clear, well-organized framework. • Be aware that they may have trouble admitting their limitations once they’ve started. • Avoid getting stuck in a rut of safe or traditional development plans.

Challenge

These individuals are often skeptical, so they may probe ideas for flaws even after others have accepted them. Their habit of questioning solutions may be frustrating as you work with them to create a development path. Because you are more accepting in nature, you may have difficulty pushing back against their skepticism.

• Present your ideas with logical explanations that address their concerns. • Field their questions, but rein them in if their resistance becomes unreasonable. • Maintain your authority and come to a resolution after considering both perspectives.

EDWARD WILLIAMS

How Your Manager Sees You One of the most important but often overlooked aspects of management is sometimes called “managing up.” This refers to effectively working with and influencing your own manager. Understanding how your manager sees you is important, but sometimes difficult. This page provides insight into how your manager might see you.

Supportive Edward, since you have an S style, you probably come across as agreeable and receptive. Your manager may appreciate your flexibility and willingness to buy in to new initiatives without much pushback. On the other hand, some managers may think that you’re unwilling to make the tough or unpopular decisions required of leaders.

• Some managers are more likely to respect someone who shows more persistence than patience.

• Your manager may see you as overly lenient with people who are underperforming.

Collaborative Many managers will appreciate that you want to create an environment where teamwork is valued. They may also like that you’re willing to put the needs of the group above your own. There are some situations, however, in which your tendency to work in the background may be seen as problematic for someone in a management role.

• Your manager may think you’re too focused on consensus. • Your manager may want you to act independently and decisively.

Reliable Because of your calm, steady nature, your manager probably feels comfortable that you’ll follow through on your responsibilities. Furthermore, many managers are likely to appreciate your careful approach and cautiousness about taking risks. Some managers, however, may see your steady pace as a sign that you lack passion for growth.

• Your manager may see your soft-spoken manner as too mild to create a sense of urgency. • Some managers may see you as too cautious or unassertive to make big decisions.

Encouraging Also, while unlikely for the S style, you tend to be encouraging, and many managers may see you as someone who can make anyone feel good about their contributions. However, some managers may think you appear to overestimate people’s abilities.

• Your manager may worry that you allow your enthusiasm to cloud your judgment. • Some managers may not identify with your emphasis on a lively work environment.

EDWARD WILLIAMS

Working with D Style Managers Most of us would like to understand our own manager a bit better. If your manager tends toward D, here are some insights for working more effectively together.

THEIR PRIORITIES AND PREFERENCES Managers with the D style put a strong emphasis on drive and are active in pursuing bottom-line results. They can be demanding and blunt and won’t hesitate to voice their skepticism. Overall, they respond best to people who can quickly help them achieve success.

• Unlike you, their drive for results may cause them to overlook people’s feelings or make compromises to quality.

• Unlike you, they prioritize action and want to keep progressing at a rapid pace.

• Unlike you, they tend to openly challenge the status quo and pressure others to meet their high standards.

ADVOCATING AND GETTING BUY-IN

Managers with the D style tend to make firm decisions and can be very strong-willed. Because you may be less certain about your choices, they may think your ideas aren’t compelling enough to merit their buy-in, and you may have trouble “sticking to your guns” if you disagree with these managers’ conclusions. If you want their attention, explain how your ideas can bring concrete, bottom-line results. Furthermore, they push for forward progress at a rapid pace, so your steady, cautious advancement may frustrate them. Still, your natural, tactful approach may ease their fear of manipulation. Remember that they want to feel in control, so acknowledge their authority and offer them an ownership stake in the solution.

• Project confidence in your ideas. • Don’t let your accommodating nature keep you from being a strong advocate. • Frame discussions in terms of the concrete results that they can expect.

DEALING WITH CONFLICT Managers with the D style can become competitive in conflict, creating win-lose scenarios in which compromise is seen as a sign of weakness. They may be very direct and aren’t inclined to avoid confrontation. This differs quite a bit from your more diplomatic, indirect approach. When working with these managers, be careful not to give in just to avoid conflict. While their tactics can feel forceful, remember not to take it personally. State your points in a matter-of-fact, objective manner, and don’t bury your feelings or you may end up feeling resentful.

• Don’t hesitate to speak up and let your feelings be heard. • Avoid taking their bluntness or candor personally. • Be aware that hiding your feelings could be more harmful than speaking candidly.

EDWARD WILLIAMS

Working with i Style Managers Most of us would like to understand our own manager a bit better. If your manager tends toward i, here are some insights for working more effectively together.

THEIR PRIORITIES AND PREFERENCES Managers with the i style tend to be energetic and encourage others to do their best. Overall, they want to lead a fast-paced but friendly team, and they will likely respond best to people who like to create an optimistic team spirit.

• Like you, they give lots of recognition and celebrate group victories.

• Like you, they prefer to work with others and prioritize teamwork.

• Unlike you, they focus on action and move quickly while striving for forward progress.

ADVOCATING AND GETTING BUY-IN

Managers with the i style look for cooperation and want to know how your solutions will affect other people. Like you, they’re interested in finding ways to interact, so explain how team members can work together to reach your goals. If you want their buy-in, lay out the big picture, and show them that your solution has the power to invigorate people. Furthermore, they’re interested in fast movement and groundbreaking solutions, but don’t be intimidated by their quick pace. If you fail to assert yourself, you may be unable to advocate effectively for your ideas or the needs of your team. Also, remember that if you explain things in a systematic way, it may leave them feeling uninspired, so don’t be afraid to show excitement for your plan’s potential.

• Assert yourself to make your needs known. • Show how your ideas can quickly energize people. • Discuss the effect of your ideas on other people.

DEALING WITH CONFLICT Unlike others with the S style, you share the i manager’s priority on encouragement, so you both may initially try to remain upbeat when things get tense. However, self-expression is very important to them, so they may demand to be heard and even become emotional when a conflict arises. This differs from your approach, which is probably more diplomatic and indirect. When working with them, avoid giving in just to avoid a confrontation. Express your concern for their feelings and a desire to work through the conflict quickly but thoroughly. Let them know that you want to maintain a good relationship.

• Try not to take any anger personally. • Acknowledge the importance of everyone’s feelings. • Reassure them that your relationship is still strong.

EDWARD WILLIAMS

Working with S Style Managers Most of us would like to understand our own manager a bit better. If your manager tends toward S, here are some insights for working more effectively together.

THEIR PRIORITIES AND PREFERENCES Managers with the S style tend to be accommodating and dependable. Overall, they want to lead a team in a calm setting where tension is rare, and they will likely respond best to people who are friendly team players.

• Like you, they emphasize supporting others and have empathy for people’s needs.

• Like you, they prioritize collaboration and want people to work together harmoniously.

• Like you, they want to avoid chaos and maintain a dependable setting.

ADVOCATING AND GETTING BUY-IN

Managers who share your S style want to see how your ideas can contribute to steady progress and reliable results. Therefore, they need time to prepare for any changes you might suggest. They often look at both sides of an issue, so they may want plenty of space to consider your proposal. And because they share your caution, it’s important to show confidence in your proposal. Ask them for feedback, and let them know that you genuinely value their opinion. Furthermore, like you, they’re interested in collaboration and team unity, so specify how your solution can bring the group together and the positive impact it could have on people. Present your ideas clearly and methodically, and be ready with details to address their concerns.

• Lay out your plan in a step-by-step manner. • Make sure to address any doubts they have about your idea. • Emphasize how your proposal helps other people.

DEALING WITH CONFLICT Like you, managers with the S style want to avoid conflict whenever possible, so they may gloss over differences or even deny there is a problem. Because you also dislike addressing issues head-on, you may need to take a more direct approach to avoid letting bad feelings between the two of you persist. Don’t assume their silence means the matter is resolved. Express your concern for their feelings and a desire to work through the conflict quickly but thoroughly. If the two of you bury your feelings, resentment may build.

• Address the situation directly rather than masking your differences. • Acknowledge the importance of everyone’s feelings. • Know that withholding your opinions could be more harmful than speaking candidly.

EDWARD WILLIAMS

Working with C Style Managers Most of us would like to understand our own manager a bit better. If your manager tends toward C, here are some insights for working more effectively together.

THEIR PRIORITIES AND PREFERENCES Managers with the C style put a strong emphasis on logic and maintaining a stable environment. Overall, they want to lead by setting high standards, and they will likely respond best to people who share their concern for high- quality outcomes.

• Unlike you, they spend a lot of time on objective analysis to ensure accuracy.

• Like you, they want to think through all of the consequences to deliver a reliable outcome.

• Unlike you, they tend to show open skepticism for ideas that aren’t backed up by facts.

ADVOCATING AND GETTING BUY-IN

Managers with the C style want to see how your ideas can lead to a high-quality solution. They want to anticipate potential complications, so they’re likely to ask a lot of skeptical questions. To be an effective advocate, prove your competence by utilizing facts and logic. Furthermore, they’re more interested in reliability than speed, so your methodical pace may convince them that you’ve thought through all of the consequences of your plan. To get their attention, present your ideas clearly and systematically. By giving them the information they want and the time to process it, you will be much more likely to get them on your side.

• Present information in a clear and methodical way. • Avoid being flustered by their questions. • Rely on logic and data for support.

DEALING WITH CONFLICT Managers with the C style may try to overpower opposing viewpoints with logic. If emotions begin to run high, however, they might withdraw. Because you also avoid conflict, you may give in and allow disagreements to end unresolved. When working with them, be more assertive about your needs. They assess things logically and could have trouble recognizing when your feelings are hurt. You both need time to process, but don’t allow the situation to linger or resentment could build. State your position objectively and give them time to present their side.

• Support your opinion with logic and facts. • Assert your own position instead of just giving in. • Avoid emotional displays.

EDWARD WILLIAMS

Overview of DiSC® The graphic below provides a snapshot of the four basic DiSC® styles.

Dominance Influence Priorities: displaying drive, taking action, challenging self and others

Motivated by: power and authority, competition, winning, success

Fears: loss of control, being taken advantage of, vulnerability

You will notice: self-confidence, directness, forcefulness, risk-taking

Limitations: lack of concern for others, impatience, insensitivity

Priorities: providing encouragement, taking action, fostering collaboration

Motivated by: social recognition, group activities, friendly relationships

Fears: social rejection, disapproval, loss of influence, being ignored

You will notice: charm, enthusiasm, sociability, optimism, talkativeness

Limitations: impulsiveness, lack of follow-through, disorganization

Conscientiousness Steadiness Priorities: ensuring objectivity, achieving reliability, challenging assumptions

Motivated by: opportunities to use expertise or gain knowledge, attention to quality

Fears: criticism, slipshod methods, being wrong

You will notice: precision, analysis, skepticism, reserve, quiet

Limitations: overly critical, tendency to overanalyze, isolates self

Priorities: giving support, achieving reliability,

enjoying collaboration

Motivated by: stable environments, sincere appreciation, cooperation,

opportunities to help

Fears: loss of stability, change, loss of harmony, offending others

You will notice: patience, team player, calm approach, good listener, humility

Limitations: overly accommodating, tendency to avoid change, indecisiveness

STAY CONNECTED

Active Fast-paced Assertive Dynamic

Bold

Questioning Logic-focused

Objective Skeptical

Challenging

Accepting People-focused

Empathizing Receptive Agreeable

Thoughtful Calm

Methodical Moderate-paced

Careful

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