Welcome to the Enhancing

Performance through Understanding

Yourself and Others
Objectives
Understand behavioral tendencies and how your
behavior affects others
Respect, appreciate, understand, and value
differences
Enhance strategies for working together to
increase productivity
Increase your effectiveness by improving your
relationships with others
Successful People
Understand themselves and how
their behavior affects others
Understand their reactions to
other people
Know how to maximize on what
they do well
Have a positive attitude about
themselves
Know how to adapt their behavior
OH-4
Introductions
Find a partner and ask the following:
Name
Position/Job/Division
Most Frustrating Behaviors

Introduce Partner
Perception
OH-D
Johari Window


Solicits Feedback

Known To Me Not Known To Me
























Arena




Blind Spot




Facade



Unknown
G
i
v
e
s

F
e
e
d
b
a
c
k

o
r

S
e
l
f
-
D
i
s
c
l
o
s
e
s


N
o
t

K
n
o
w
n

t
o

O
t
h
e
r
s




K
n
o
w
n

T
o

O
t
h
e
r
s

Johari Window




Solicits Feedback


Known To Me Not Known To Me
G
i
v
e
s

F
e
e
d
b
a
c
k

o
r

S
e
l
f

-
D
i
s
c
l
o
s
e
s


N
o
t

K
n
o
w
n

t
o

O
t
h
e
r
s




K
n
o
w
n

T
o

O
t
h
e
r
s







Blind Spot




F

Facade






Unknown
Arena

Genuine
Reflection


Assessment

Tools





Straight Talk Risk Taking
Honest Feedback
Motivating Principles
You cannot motivate other people.
All people are motivated.
People do things for their reasons, not
your reasons.
A persons strength, when overused, may
become a limitation.
OH-B
Marstons Model
Perceives Self as More Powerful than the Environment More Powerful than the Environment
Dominance Influence
Perceives a
Favorable Favorable
Environment
Steadiness
Perceives Self as Less Powerful than the Environment Less Powerful than the Environment
Conscientiousness
Perceives an
Unfavorable Unfavorable
Environment
DiSC

Model
Questioning
Logic Focused
Challenging
Skeptical
Accepting
People Focused
Accepting
Receptive
Conscientiousness Steadiness
Influence
Active, Fast Paced
Assertive, Bold
Calm, Careful
Moderate Paced, Thoughtful
Dominance
Behavior Is
Observable
Situationally-based
Flexible
Dynamic
Based on thoughts and beliefs
OH-7
Recognizing Strengths
Vignettes: Notice each actors behavioral style,
preferred interactions and behaviors they find
frustrating in others

Holly

Rebecca

Eric

Jesse
Behavioral Keys
Fears: loss of control,
being manipulated
Desire to overcome,
change, or fix
Fears: social rejection
Fears: criticism of their
work, being incorrect
Fears: chaos, instability
Desire to be
accommodating,
cooperative or supportive




D i
C S
Desire to operate within
rules, guidelines and
procedures
Desire to persuade,
promote, or influence
Behavioral Styles





High D
Sees an unfavorable environment that they
want to overcome
Tries to change, fix, or control things
OH-29
High i
Sees a favorable environment in which they can
influence others
Tries to persuade, promote, or influence others
OH-30
High S
Sees a favorable
environment that they want
to maintain
Tries to be cooperative,
supportive, and agreeable
while keeping things stable
OH-31
High C
Sees an unfavorable environment that they do
not want to try to change
Tries to work within established rules,
guidelines, and procedures to ensure accuracy
and quality
OH-32
The Green Tail
If someone says you have a green tail,
the person is crazy.
If two people say you have a green tail,
it is a conspiracy.
If seven people say you have a green tail,
you turn around and look.
OH-36
DiSC Team Activity (pg. )
1. Strengths of your Style
2. Weaknesses of your Style
3. Behaviors we find frustrating in others
4. Prefer interactions
5. How this style may be misunderstood
6. Slogan or Motto
7. Song or Mascot


Tendencies:
Emphasis
Dominance
OH-16
Shapes the environment by overcoming opposition to
accomplish results.
Getting immediate results
Causing action
Accepting challenges
Making quick decisions
Questioning the status quo
Taking authority
Managing trouble
Solving problems
Dominance
Power and authority
Prestige and challenge
Direct answers
A wide scope of operations
Opportunities for individual
accomplishment

Opportunities for
advancement
Freedom from controls
and supervision
Many new and varied
activities

OH-17
Preferred Environment
Tendencies:
Emphasis
Influence
OH-18
Shapes the environment by influencing or persuading others.
Contacting people
Making a good
impression
Being articulate
Creating a motivational
environment
Entertaining people
Being optimistic
Participating in a group

Influence
Popularity, social recognition
Public recognition of ability
Freedom of expression
Group activities outside of job
Freedom from control and detail
Coaching and counseling
Favorable working conditions

OH-19
Preferred Environment
Tendencies:
Emphasis
Steadiness
OH-20
Cooperates with others within existing circumstances to
carry out tasks.
Demonstrating patience
Developing specialized
skills
Helping others
Performing in a
consistent manner
Showing loyalty
Being a good listener
Creating a stable work
environment

Steadiness
Maintenance of status quo
Predictable routines
Credit for work accomplished
Minimal work infringement on home life
Sincere appreciation
Identification with a group
Minimal conflict
OH-21
Preferred Environment
Tendencies:
Emphasis
Conscientiousness
OH-22
Works conscientiously within existing circumstances to
ensure quality.
Concentrating on key
details
Being diplomatic
Checking for accuracy
Adhering to key
directives and standards
Thinking analytically
Using indirect approaches
to conflict
Using a systematic
approach to situations

Conscientiousness
Control of those factors that affect their performance
Cleary defined performance expectations
Values on quality and accuracy
A reserved, business-like atmosphere
Recognition for specific skills and accomplishments
OH-23
Preferred Environment
Compatibility
Work and Social Compatibility
DiSC Styles
Excellent Good Fair Poor
1 2 3 4 5 6 7 8
D-D S W
D-i S W
D-S W S
D-C W S
i-i S W
i-S W S
i-C W S
S-S S W
S-C S W
C-C S W
Intensity Index
Rules About Others
There is richness in diversity!
OH-46
Different Wrong
Different = Different