What’s DiSC?

Leadership consists not in degrees of technique but in traits of character; it requires moral rather than athletic or intellectual effort, and it imposes on both leader and follower alike the burdens of self-restraint (and awareness).
— Lewis H. Lapham

Words matter; styles and behaviors also matter. Are you familiar with the DiSC model and how our behaviors and preferred styles impact our degree of effectiveness?

The DiSC theory was developed by psychologist William Marston and focuses on four different personality traits: Dominance (D), Influence (I), Steadiness (S), and Conscientiousness (C). An assessment was then created that identifies and provides an understanding of our preferred behaviors in specific environments.

There are four basic dimensions of behavior in the DiSC profile.  They are:

D –   DOMINANCE   People who display the Dominance behavior shape their environment by overcoming opposition and challenges in order to accomplish results.  They like control, and they don’t like being taken advantage of.

I –     INFLUENCE  People who display the Influence dimension enjoy interacting with others. They shape their environment by persuading and influencing others and by building alliances. They like being involved and being recognized, and they don’t like rejection or loss of approval.

S –   STEADINESS  People with the Steadiness dimension of behavior are accepting of other people’s ideas, and they like a predictable environment with methodical approaches. They like security and stability, and don’t like sudden change or the loss of security.

C –   CONSCIENTIOUSNESS  People with a high Conscientiousness behavior value quality and accuracy, they analyze situations, and seek tactful, diplomatic interactions. They like accuracy and order, dislike a lack of procedures and standards, and may not be open to critical feedback.

If you’re thinking that all four behaviors add value, you’re absolutely right. Each of us has elements of each, but to differing degrees, and an ideal, well rounded team would be comprised of all 4 styles.

This is a very brief overview, but now you have a baseline understanding of “What’s DiSC”?. What behavior(s) do you most identify with? What about your colleagues? Do you want to take it to the next level?

The DiSC model is a very practical and user-friendly theory of human behavior. It creates a common language and a framework to better understand ourselves and others. It is completely non-judgmental with no good or bad categories, or high or low scores.

Why Career Coaching?

Coaching Is The Universal Language of Change and Learning.–CNN

Why is Career Coaching gaining in popularity? Generally speaking, the value of coaching is now being realized.

20 some years ago, companies most often utilized a coach to help manage/address toxic behaviors. That still exists, but more commonly today, career coaching engagements occur so high-potential performers become high performers as well as more influential, inspiring, and impactful leaders.

Joy McGovern, Ph.D shares:

  • Career coaching translates into doing
  • Doing translates into impacting the business
  • This impact can be quantified and maximized

Coaches frequently help their clients with leadership/management skills and behaviors, and with enhancing communication styles. The coaching engagement includes having a clear purpose, exploring improvement opportunities, agreements for action, and a commitment for change.

The coach validates perceived strengths, and will likely discuss behaviors that may be under-used or over-used. They listen, they inquire without passing judgment, and they increase awareness levels.

The coach/client engagement also includes exploring possibilities. The coach provides guidance for moving forward, they are a sounding board, and they remind the client of their purpose and commitments.

The value and benefits of coaching have been reported as:

TANGIBLE BUSINESS IMPACTS
Productivity
Quality
Organizational Strength
Fewer customer complaints

INTANGIBLE BUSINESS IMPACTS
Improved Relationships (with direct report reports, senior leaders, peers)
Improved Teamwork
Reduced Conflict
Increased Organizational Commitment

In summary:
Career Coaching=Career Development=Organizational Bench-Strength=Greater Results

A willing executive/leader is someone who enters into coaching voluntarily, with enthusiasm and the desire to examine their gaps as well as their assets. This implies that willing executives/leaders are those who are open to self-discovery and personal growth, and who want to be coached; otherwise, coaching is a dead-end street.—Christine Turner

 

Career coaching is valuable. PeopleTek offers other valuable leadership tips each week. Sign up today to take your leadership skills to the next level.

Toxic People

When you notice someone does something toxic the first time, don’t wait
for the second time before you address it or cut them off. . .  Shahida Arabi

Let’s be honest. We all know, or have worked with, toxic people who create workplace conflict. Toxicity covers a lot of territory; some examples include poor attitude, lack of commitment and accountability, taking credit for the work of others, whiners/complainers, finger pointing, intentionally misleading others, and having a closed mindset. (Any others come to mind?).

Author Dr. Travis Bradberry provides 12 ways to manage toxic people who create workplace conflict (excerpts are):

Set limits
A great way to set limits is to ask complainers how they intend to fix the problem. They may stop complaining to you!

Choose your battles
Stand your ground, pick the “right time” to address the conflict, and use your emotional intelligence skills to keep conversations healthy.

Rise up
Don’t allow yourself to respond emotionally and get sucked in; remain fact based.

Stay aware of your emotions
Recognize when your buttons are being pushed. Take the time you need to regroup.

Establish boundaries
Decide when and where you’ll engage a difficult person, this allows you take control.

Don’t let anyone limit your joy
Emotionally intelligent people don’t let anyone’s opinions or snide remarks take away their sense of accomplishment or “happy” feelings.

Don’t focus on problems—only solutions
Quit thinking about how troubling your difficult person is, and instead focus on how you’re going to go about handling them.

Don’t forget
Emotionally intelligent people are quick to forgive, but that doesn’t mean that they forget.

Squash negative self-talk
Negative self-talk is unrealistic, unnecessary and self-defeating.

Limit your caffeine intake
Caffeine triggers the release of adrenaline and is the source of “fight-or-flight”.

Get some sleep
Sleep has a direct link with increasing emotional intelligence and managing stress.

Use your support system
Recognize the weaknesses in your approach with toxic people and tap into your support system to gain their perspectives.

What can you do to better manage toxic people who create workplace conflict?

Toxic people attach themselves like cinder blocks tied to your ankles,
and then invite you for a swim in their poisoned waters.― John Mark Green

Top Leadership Challenges

When leaders are doing their best, they Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart.–James M. Kouzes

Many studies have been conducted about leadership challenges, and most have quite a few commonalities:

  • Developing effective leadership skills
  • Managing through change
  • Consistently recognizing and rewarding accomplishments
  • Inspiring others
  • Communicating goals and how they can, and must be, supported
  • Building trust within teams and across organizations
  • Being aware of, and having the skills, to address conflict

That’s a relatively short list.  Which do you find most troublesome? Which challenges would you add?

As leaders, we need to be self aware. How do we see ourselves? How do we show-up? Next is the tough part, how do others see us? Answering these questions may add to our personal list of challenges.

To SELF ASSESS, ask yourself:

1.    What’s the purpose of my leadership?
2.    Would my staff feel that I’m committed to their improvement?
3.    Do I feel I make a real difference and feel valued? Would my staff agree?
4.    Do I create and maintain relationships that help the organization thrive and obtain results?
5.    Do I know what’s expected of me and do I deliver on those expectations?
6.    Do others know what I expect of them?
7.    Are my priorities clearly communicated and supported?
8.    Do I take sufficient action to improve individual and team performance?
9.    Am I committed to self development?
10.  Is going to work enjoyable? (at least most of the time?)
11.  What keeps me up at night?
12.  What are my challenges and what am I doing do address them?

As we’ve said before, being a leader is not easy and requires courage. Did you discover anything new from the assessment?

Name at least one leadership challenge you’ll begin to develop, starting today!

If you want to have a significant impact on people, on organizations, and on communities, you’d be wise to invest in learning the behaviors that enable you to become the very best leader you can.
—James M. Kouzes