Dynamic Communication

Why Haven’t We Solved Our Communication Problems? In order to understand our relationships with other people we must first understand our-self.” Bill Bonnstetter

Key to Success: Understanding Yourself Dynamic Communication was designed to help people win, and to achieve a greater degree of success in life and work. Achievers throughout history have had one thing in common—they know themselves. Achievers don’t underestimate what they can do. They don’t sell themselves short. They know their own limitations and, by realizing their weaknesses, are able to develop plans to overcome their shortcomings and take full advantage of their strengths.

Have you ever been mismanaged? If so, b. What effect did it have on your personal energy level (i.e. frustration, family life, etc.)? c. If continued over an extended period of time, what did you do about it? a. What effect did it have on your personal productivity and the quality of your work?

“ Success in the knowledge economy comes to those who know themselves,their strengths, their values, and how they best perform.” ref. Peter Drucker “ Our old strengths offer little protection against the new world.” ref. Joel Barker

Dynamic Communication Seminar Objectives At the end of this seminar you will:  Know the benefits of applying a behavioral model.  Understand your own behavioral design.  Recognize, understand and appreciate others behavioral designs.  Adapt for enhanced communication, understanding and relationships.  “ People Read” all four factors: Tone of Voice Body Language Words Pace — Emotions of Normal People - 1928 — William Moulton Marston

Behavioral Profile (DISC) Dominance (“D” Factor) - How you handle problems and challenges Influence (“I” Factor) - How you handle people and influence others Steadiness (“S” Factor) - How you handle change and pace yourself Compliance (“C” Factor) - How you handle rules and procedures set by others 4 Dimensions of Normal Behavior

DISC Measures Observable Behavior & Emotions The “how” of your life: How you walk, talk, shop, drive and play. It is the language of people watching. You can “read” and know all four factors of a person’s behavioral design just through observing or listening.

Behavioral Power Points DISC is the doorway to communication. The uniqueness of each person extends far beyond the DISC model. Therefore, behavioral models should NOT be referred to as “personality tests.” The use of a behavioral model is to create win/win relationships, not in any way to manipulate “pigeonhole” or label a person. Every person has the potential to be a winner. We all win in different ways. One behavioral design is NOT a better leader than another. Your behavioral design is the combination of the Highs and Lows of all four factors. (DISC) Every person has the ability and can adapt to any profile. Adapting does require increased energy. How long a person can adapt is unique and different to each person. The DISC model identifies for you, your natural tendencies and gives you the knowledge to CONSCIOUSLY adapt as the situation requires. “ We see the world not as it is, but as we are.” — Stephen Covey

READING THE GRAPHS GRAPH I GRAPH II What Others Expect Your Mask or Game Face Adapted Style Reaction to Present Circumstances Conscious Behavior Most Changeable “ Battery Pak” What you are like most of the time Response To Pressure Your Gut Reaction Natural Style Reaction Based on Past Experiences Unconscious Behavior Least Changeable “ Plugged In” What you are like when you can be you OR when you are under stress pressure or fatigue. D I S C 100 75 50 25 0 100 75 50 25 0 D I S C 100 75 50 25 0 100 75 50 25 0

When a person is under stress, pressure or fatigue, they will usually move from Graph I behavior to Graph II behavior & the “mask” or “game face” will come off.

DOMINANCE VALUE TO THE TEAM: Bottom-line organizer Forward-looking Challenge-oriented Initiates activity Innovative IDEAL ENVIRONMENT: Freedom from controls, supervision and details An innovative and futuristic-oriented environment Forum to express ideas and viewpoints Non-routine work Work with challenge and opportunity General Characteristics—Dominance TENDENCY UNDER STRESS: Demanding Nervy Aggressive Egotistical POSSIBLE LIMITATIONS: Overuse of position Set standards too high Lack tact and diplomacy Take on too much, too soon, too fast EMOTION OF THE HIGH D: Anger DESCRIPTORS: Adventuresome Competitive Daring Decisive Direct Innovative Persistent Problem Solver Result-oriented Self-starter D

INFLUENCE VALUE TO THE TEAM: Optimism and enthusiasm Creative problem solving Motivates others toward goals Team player Negotiates conflicts IDEAL ENVIRONMENT: High degree of people contacts Freedom from control and detail Freedom of movement Forum for ideas to be heard Democratic supervisor with whom he can associate General Characteristics—Influence TENDENCY UNDER STRESS: Self-promoting Overly optimistic Gabby Unrealistic POSSIBLE LIMITATIONS: Inattentive to details Be unrealistic in appraising people Trust people indiscriminately Situational listener EMOTION OF THE HIGH I: optimism DESCRIPTORS: Charming Confident Convincing Enthusiastic Inspiring Optimistic Persuasive Popular Sociable Trusting I

STEADINESS VALUE TO THE TEAM: Dependable team player Work for a leader and a cause Patient and empathetic Logical step-wise thinker Service-oriented IDEAL ENVIRONMENT: Stable and predictable environment Environment that allows time to change Long-term work relationships Little conflict between people Freedom from restrictive rules General Characteristics—Steadiness TENDENCY UNDER STRESS: Non-demonstrative Unconcerned Hesitant Inflexible POSSIBLE LIMITATIONS: Yield to avoid controversy Difficulty in establishing priorities Dislike of unwarranted change Difficulty dealing with diverse situations EMOTION OF THE HIGH S: Non-emotional DESCRIPTORS: Amiable Friendly Good Listener Patient Relaxed Sincere Stable Steady Team Player Understanding S

Compliance VALUE TO THE TEAM: Maintains high standards Conscientious and steady Defines, clarifies, gets information and tests Objective – “the anchor of reality” Comprehensive problem solver IDEAL ENVIRONMENT: Where critical thinking is needed Technical work or specialized areas Close relationship with small group Familiar work environment Private office or work area General Characteristics—Compliance TENDENCY UNDER STRESS: Pessimistic Picky Fussy Overly critical POSSIBLE LIMITATIONS: Be defensive when criticized Get bogged down in details Be overly intense for the situation Appear somewhat aloof and cool EMOTION OF THE HIGH C: Fear DESCRIPTORS: Accurate Analytical Conscientious Courteous Diplomatic Fact-finder High Standards Mature Patient Precise C

Famous Examples Can you think of some public figures or people you work with on a regular basis that you now recognize as having D, I, S or C tendencies? “ D” – Dominance “I” – Influence “ S” – Steadiness “C” – Compliance

Recognizing, Understanding and Appreciation Now that you understand yourself and can see the validity of this model to your own life, it is time to apply it. Behavioral styles may vary widely; therefore, one of the skills you will need to develop is the art of observing and listening. People may give us many clues to understanding and recognizing their behavioral styles. However, it is very important not to read just one signal and jump to conclusions. (Remember, all of us are a combination of all four factors, but we will tend to use one, two or three of them more often.) We all have one of these factors that is our “food for survival” and it is the one need that has to be met on a daily basis. In addition, most people have learned to use one or two of the other styles without much discomfort or energy loss. However, one of the four D, I, S or C factors will be your “Achilles Heel” – this is the one behavior that you will find the most difficult, stressful and/or de-energizing for you to deal with when someone has that style as his/her core. It will also be the style that you find the most difficult to emulate or to work in an environment with that behavioral bias. For example, a person who likes to make decisions quickly with limited data would find it very difficult working for someone who wants all the facts researched and written up in a report before making a decision. If others can feel a sense of rapport has been established between you and them, they will more likely want to interact or spend time with you. So let’s look at some of the clues that others give us on a regular basis.

A Precise Accurate Concern for Quality Critical Listener Non-Verbal Communicator Attention to Detail Creative Slow Start / Fast Finish Vacillating Temperamental Competitive Confrontational Direct Results-Oriented Sense of Urgency Change Agent Product-Oriented Slow to Change Self-Disciplined Pessimistic Accommodating Dislikes Confrontation Persistent Controls Emotion Adaptable Good Listener Good Supporter Team Player Persistent Cooperative Sensitive to Other’s Feelings High Trust Level Not Fearful of Change Contactability Rather Talk than Listen Verbal Skills Projects Self-Confidence Process-Oriented Quick to Change Independent Optimistic SUCCESS INSIGHTS ® WHEEL N N = Natural A = Adapted

A B Precise Accurate Concern for Quality Critical Listener Non-Verbal Communicator Attention to Detail Creative Slow Start / Fast Finish Vacillating Temperamental Competitive Confrontational Direct Results-Oriented Sense of Urgency Change Agent Product-Oriented Slow to Change Self-Disciplined Pessimistic Accommodating Dislikes Confrontation Persistent Controls Emotion Adaptable Good Listener Good Supporter Team Player Persistent Cooperative Sensitive to Other’s Feelings High Trust Level Not Fearful of Change Contactability Rather Talk than Listen Verbal Skills Projects Self-Confidence Process-Oriented Quick to Change Independent Optimistic A = Person A B = Person B SUCCESS INSIGHTS ® WHEEL

A B Clever Educated Guess Experimental Feeling Perception Your Opinion Frequent Interruptions Follow Directions In My Opinion New Revolutionary Cutting Edge Substantial Change Innovative Play to Win Complex Abstract Override the People Theoretical The Same for Everyone Sophisticated Requires Study Standardized Structured Uniform WORDS THAT DON’T WORK A = Person A B = Person B SUCCESS INSIGHTS ® WHEEL

People Reading Process Task Oriented Cool/Distant Precise About Use of Time Thinking Creative People Oriented Warm/Close Imprecise About Use of Time Feelings Fast Acting High Risk Direct Extroverted Task Through People Logical Slow Acting Low Risk Introverted Inquires Sensing Logical

Needs-Driven Behavior of DISC High need to follow rules and policies High need for control High need to Verbalize ideas High need to accommodate

BLUE Emotion: Fear Fear: Criticism of Work RED Emotion: Anger Fear: Being Taken Advantage of GREEN Emotion: Non-Emotional Fear: Loss of Security YELLOW Emotion: Optimism Fear: Social Rejection EMOTIONS ON THE WHEEL SUCCESS INSIGHTS ® WHEEL

Connecting the Plan Thinking and Implementing Creative Ideas Getting Results Implementing and Fine-Tuning the Plan Implementing the Plan Promoting and Implementing Ideas Promoting Ideas Getting Results Through People SUCCESS INSIGHTS ® WHEEL VALUE TO THE TEAM

Do You Recognize This Person? CASE STUDY #1 Known for his loyalty to friends and as a team player. Hard worker and a thorough researcher. Puts a premium on friendship, sometimes to a fault. A man at peace with himself. Relates easily and warmly in small groups but freezes in public forums. Is a worrier. Top achiever who is cool under pressure. Family is sacred. Shortcoming may be his inability to act quickly to unexpected turn of events. CASE STUDY #2 This person is motivated to be amiable, easy-going and relaxed. Is a natural team player and enthusiastic. Likes to get results through others. May make some decisions without gathering all the facts necessary. Usually very optimistic, may be seen as unrealistic. Dislikes conflict. Comfortable talking with all types of people; may tend to judge others by their verbal skills. Shortcomings may be lack of time control and his natural tendency to trust others, may cause him to trust the wrong people. CASE STUDY #3 Highly competitive and somewhat egotistical, is always looking for a new challenge. High energy level may keep many co-workers frustrated trying to keep up. True visionary in his thinking, always looking at the big picture. Well informed on many subjects, can talk spontaneously on almost anything and has an opinion on everything. Is seen as a risk-taker and charismatic, especially where women are concerned. Has very private side to his personality that few people see and therefore, requires a special place where he can be alone to think periodically. Shortcoming may be his inability to sustain energy for project completion after the challenge has been conquered. Secondary Tendency: Primary Tendency: Secondary Tendency: Primary Tendency: Secondary Tendency: Primary Tendency:

Do You Recognize This Person? (cont.) CASE STUDY #4 Very empathetic and patient. A good listener. Needs private time and is well-disciplined. Tremendously objective and unemotional. May not display a sense of urgency that others may feel is necessary to win. Can be rigid and may resist change, but very spontaneous and friendly in familiar social environments. Prefers not to “rock the boat” and may conceal grievances to maintain harmony in the work team. Adds stability to any work group. Is consistent, dependable and remains calm under pressure. CASE STUDY #5 Want to be seen not only as a team player but a leader as well. Is gregarious and talkative. Wants freedom from restrictive time controls, but may sometimes let time get away from him. Always thinking of fifty different things at the same time. Needs social recognition and likes to collect mementos of important milestones in his career or remembrances of special people in his life. His shortcoming may be that of going in too many different directions and not taking time to focus and set priorities. CASE STUDY #6 Like to do things “his” way. Needs structure and control. Doesn’t like surprises; therefore, may develop elaborate plans to prevent them. May be seen as cool and aloof by others because of his private nature. Can be overly critical of himself and others. May have difficulty developing a sense of team cohesiveness. Is pragmatic, but may resist change unless given reasons. Under pressure may become overly autocratic. Can be very intuitive but may not know how to express feelings. May become possessive of people he lets inside his “wall”. Secondary Tendency: Primary Tendency: Secondary Tendency: Primary Tendency: Secondary Tendency: Primary Tendency:

Tone of Voice: Monotone, precise, cool aloof Volume: Quiet volume, deliberate SUCCESS INSIGHTS ® WHEEL RECOGNIZING OTHERS Body Language: Very few, if any hand gestures, direct eye contact, controlled Tone of Voice: Strong, clear, confident, fast-paced Volume: Loudest, forceful Body Language: Uses direct eye contact, points finger, leans towards you Tone of Voice: Animated, friendly, rambling explanations Volume: Fairly loud, casual Body Language: Smiles a lot, uses expressive gestures Tone of Voice: Low voice tone, warm detail-oriented Volume: Soft volume, methodical Body Language: Small hand gestures, relaxed, non-emotional

Voice: Slow pace Competent Do’s for Communicating: Expect them to want a lot of information Do respond logically SUCCESS INSIGHTS ® WHEEL UNDERSTANDING OTHERS Don’ts for Communicating: Don’t be too personal or informal Don’t get too close to them Don’t be disorganized Voice: Rapid pace Limit emotion Do’s for Communicating: Expect them to be blunt Be quick Don’ts for Communicating: Don’t ramble or chitchat Don’t waste time Don’t offer assurances you can’t deliver Voice: Rapid pace Friendly Do’s for Communicating: Expect them to show emotions Be empathetic Don’ts for Communicating: Don’t be curt or cold Don’t be too businesslike Don’t be impersonal or talk down to them Voice: Slower pace Warm Do’s for Communicating: Expect them to be calm and methodical Do listen attentively Don’ts for Communicating: Don’t force a quick response Don’t interrupt them Don’t mistake their willingness to go along for satisfaction

Natural systems developers Good quality control people SUCCESS INSIGHTS ® WHEEL APPRECIATING THE DIFFERENCES OF OTHERS Willingness to dig for information Ability to make decisions quickly Willingness to state unpopular positions Risk Taking Natural optimism Trusting of others Ability to make others feel welcomed or included Tenacity for order Natural ability to organize tasks Record-keeping skills

Tone of Voice: Controlled Direct Thoughtful Little modulation Pace (Speech & Action) Slow-Methodical SUCCESS INSIGHTS ® WHEEL Body Language: Keep your distance Firm posture Direct eye contact No gestures Word and Content “ Here are the facts” “ No Risks”, “Proven”, “ Analysis”, “Guarantees” Tone of Voice: Warm Soft Steady Low Volume Pace (Speech & Action) Slow-Logical Body Language: Relaxed Methodical Lean Back Friendly eye contact Small gestures Word and Content “ Step-by-step”, “Help me out”, “ Guarantee”, “Promise”, “ Think about it” Tone of Voice: Enthusiastic High and low modulation Friendly Energized Pace (Speech & Action) Fast-Skip around Body Language: Get close Use touch Relaxed , humor Friendly eye contact Expressive gestures Word and Content “ Fun”, “I feel”, “ Sociable”, “ Will make you look good”, “ Exciting” Tone of Voice: Strong Clear, loud Confident Direct Pace (Speech & Action) Fast-Abrupt Body Language: Keep your distance Strong handshake Direct eye contact Controlled gestures Lean forward Word and Content “ Win”, “Lead the field”, “Results”, “ Now”, “New”, “Challenge” ADAPTING YOUR STYLE FOR DYNAMIC COMMUNICATION

Appreciating Others This activity has been created to improve your awareness and understanding of others. 1. What tendencies do other people exhibit that you wish were easier for you to exhibit also? How come? 2. List some ways of showing appreciation to D, I, S, C’s D I S C

Adapting Your Style When communicating with one of the other four styles, check for the signals they are giving you to adapt your style of communication. “ D” Style: Look at their watch Leaning back in their chair Challenging or disagreeing with you “ I” Style: Looking around the office or room Skepticism Negativity “ S” Style: Asking you to repeat the information Trying to gently end the meeting “ C” Style: Evasiveness Almost no verbal communication Difficult questions so you will end the meeting

The Question of Balance At Best (Good News) At Worst (Bad News) D – Dominance – Directness High ego strength Gets things done quickly Seeks change Want to win Wants direct answers Can move/act fast I – Inducement – Influencing People-oriented Open-willing to share feeling Doesn’t need to be neat Wants to be liked Optimistic Verbal S – Submission – Steadiness Loyal – predictable Family and group oriented Very well organized Created stability – safety Makes changes carefully C – Compliance – Competence Follows rules/expectations Watches people carefully Motivated to be accurate Values work Asks careful, thoughtful, questions Egotistical – resists criticism Never slows down Changes without planning Fear losing – being taken advantage of Impatient listener Sometimes move too fast Has difficulty staying focused Can talk too much about themselves Can be very disorganized Fears not being liked/easily led Pollyanna – out of touch Verbose Holds on too long/can be stuck Martyr/takes on others’ problems Sometimes lacks creativity Afraid to take risks Procrastinates - paralysis Perfectionist/never satisfied Overly sensitive Nit-picky/efficient – not effective Fears criticism of work Self-questioning “ Most weaknesses are often our strengths overused” — John Geier

Communication Exercise To communicate more effectively with _____________________ I need to do the following: ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ _____________________________ is probably a _______________________________ (D,I, S or C) Benefits I will receive by adapting my style to communicate more effectively with __________________________________ are: ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________

“ People don’t get up in the morning thinking about how they can make it a bad day for you.” — Judy Suiter

“ Effective people don’t just do things differently; they do different things.” — Stephen Covey

“ It’s not what style you are: it’s what you do with what you are.” — Bill J. Bonnstetter

Keys to Success Understanding Yourself Recognizing, Understanding and Appreciating Others Adapting Your Style Practice the Keys Often Suggested Follow-up

Dynamic Communication

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Dynamic Communication