Oct 27 ml module 1 disc for teacher hub

Middle Leaders Course
Module One
Understanding My Leadership Style
Getting a Gauge on my Team
Communication: Facilitating Teams
Module One
Understanding My Leadership Style
Getting a Gauge on my Team
Communication: Facilitating Teams
Bec Clements, Sandra Hite, Samantha Rodgers
Presented by: Bec Clements, Sandra Hite, Samantha Rodgers
1
Middle Leaders
Leading Myself and Others

Session One (8.30 - 10.00)
1. Understand what DISC is
2. Identify your personal communication
style
3. Be able to recognize others’ styles
4. Be able to adapt your style to improve
results
5

Leadership Capability
3
Leadership Capability
L1.2 Displays a sense of self-efficacy and
personal identity
L 2.5 Understands people

Confidence Continuum –
Leading Teams
What experience and knowledge are we
bringing to the session today?
Huh? Somewhat confident Fairly confident Got it!

Invitation to learning – turn and talk?

Tracking your thinking
What question are you
going to carry with you
today?
What are you curious
about?
Share with someone at your table

Underline
statements that
help you be
successful in your
role at school.
Circle statements
that may be
barriers to your
success in school.
Put things you
don’t agree with in
brackets.
7

The DISC Model…
A four quadrant model that helps us identify
different communication/behavior styles and
adapt our style to improve results.
 Dominance – how we approach problems
 Influence – how we approach people
 Steadiness – how we approach pace
 Compliance – how we approach procedures
4

Insights2improvement.com
DISC Overview
Things
C D
S I
People
E
x
t
r
ove
r
t
Int
rover
t
Copyright © 1998. Target Training International, Ltd.

What Does DISC Measure?
HHOOWW
BEHAVIOR
SKILLS
EDUCATION
VALUES
INTELLIGENCE
& TRAINING
NNOOTT WWHHYY & EXPERIENCE
NNOOTT WWHHAATT

DISC Language Rules
RULE #1 Use and discuss the language with only those
who know the language
RULE #2 Exhibit your knowledge of the language by
knowing your behavioral style, silently
recognising other people’s style and then
adapting for greater communication
RULE #3 Teach others the language in a setting where
appropriate time is available for understanding
RULE #4 Don’t use DISC as an excuse for ineffective
behaviour 13

UNDERSTANDING THE DISC GRAPHS p. 21

Behavioral Style Analysis Graphs
16

What do people need
to understand about
your core style?
(pp.3-13)

General Characteristics -- DDoommiinnaannccee
Needs driven behavior… Stress reliever… Expectations of others… Conflict
20
Copyright © 2004, Target Training International, Ltd.

21
Relating to the Dominance Style
• Be direct, brief and to the point
• Stick to business
• Results-oriented approach
• Identify opportunities/challenges
• Provide win/win situations
• Use a logical approach
• Touch on high points; do not overuse data!
• Do not touch; keep your distance
Be prepared for:
• Blunt talk
• Demands
• Lack of empathy
• Little interest in social interaction

General Characteristics -- IInnfflluueennccee
22

23
Relating to the Influence Style
• Allow time for relating and socializing
• Lighten up; have fun
• Ask for feelings and opinions
• Use touch (forearm and back)
• Friendly, non-threatening environment
• Involve in brainstorming new ideas and approaches
• Expect quick decisions
• Provide opportunities for recognition and reward
Be prepared for:
•Hunger for the limelight
•Overly optimistic
•Overselling ideas and points of view
•Takes rejection hard

General Characteristics -- SStteeaaddiinneessss
24

25
Relating to the Steadiness Style
• Be patient
• Draw out their opinions
• Provide a logical approach to the facts
• Relax- allow time for discussion
• Show how solutions will benefit them
• Clearly define all areas
• Involve them in planning
Be prepared for:
• Friendliness to colleagues
• Resistance to change
• Difficulty prioritizing tasks
• Difficulty with deadline pressures

General Characteristics -- CCoommpplliiaannccee
26

27
Relating to the Compliance Style
• Use data and facts
• Examine argument from all sides
• Keep on task- don’t socialize
• Disagree with the facts, not the person
• Focus on quality
• Avoid “new” solutions; stick to proven ideas
• Do not touch!
• Allow time for them to think
Be prepared for:
•Discomfort with lack of clarity
•Resistance to general or vague info
•Strong urge to check and double- check
•Little need to affiliate with others

What have you learned?
Table Quiz
RULE #2
Exhibit your knowledge of the language by
knowing your behavioral style, silently
recognising other people’s style and then
adapting for greater communication
www.insights2improvement.com

Job Opening
A new job opening has been posted in another department.
“Since I’ve only been in this job for 10 years, I
don’t see any reason to change.”
“I’ve decided to take the job.”
“I’ll decide whether to apply after I thoroughly
investigate the pros and cons of the new job.”
“I’ll call my friend in that department to see if the
new boss is nicer than mine.”
D
i
S
C
S
D
C
i
PPT 11-9

Company Meeting
At a company-wide meeting, a manager praises her team for
outstanding results and promises more great things to come.
D
Already planning the next steps in her head.
i
Annoyed because he wasn’t mentioned by name.
Proud, but worried about what’s coming next.
S
C
D
i
S
C
Concerned that they don’t have a plan for what
the manager is promising.
PPT 11-10

Team Reassignment
Client-support teams have been
reassigned within an organization.
Asks for a few weeks to prepare her customers
for the change.
Asks for a few weeks to work out the details of
the new system.
Calls his new clients to set up lunch dates.
D
i
S
C
S
C
i
Suspicious because she thinks the
reassignments may be a bad deal for her.
D PPT 11-11

Rearranging the Office
A department manager has asked for a
proposal for rearranging the office.
“Can we pick who we sit by?”
“Is it OK if I don’t move?”
“I’ll have some alternatives drawn up by next
week.”
D
i
S
C
i
S
C
“Don’t worry, I’ll take care of the whole thing.” D
PPT 11-12

Session Two (10.30 - 12.00)
Getting a gauge on your team:
Interpersonal relationships
Appreciating the similarities and differences
35
of your team

Adapted Style
Look at the differences
between your natural
style and your adapted
style. What has
changed?
How/ Why?
29

31
I over C represents self-confidence
and being relaxed
with others. Feels able to
persuade others in any
situation.
D over S represents a sense of
urgency with the need to
respond quickly to challenges
and have flexibility in approach.

DiSC Interaction Guide
Dominance Influence
Questioning
Logic Focused
Objective
Skeptical
Challenging
i
Accepting
People Focused
Empathizing
Receptive
Agreeable
D
S
C
Active
Fast Paced
Assertive
Dynamic
Bold
Extraverted
Introverted
Thoughtful
Moderate Paced
Conscientiousness Steadiness
Calm
Methodical
Careful
People
Task

Communication Do’s & Don’ts Tips p7
S Compliance Do’s
Dominance Do’s
 Clear, specific, to the point
 Be prepared, stay on task
 Focus on results/outcomes
Dominance Don’ts
 Ramble & waste time
 Focus on personal stuff
 Force into a “losing” argument
D Influence Do’s
 Relate and socialize
 Discuss people and their goals
 Compliment and ask for opinion
Influence Don’ts
 Cut-off or be “cold”
 Talk down to them
 Be too task oriented
I
Steadiness Do’s
 Connect personally, break ice
 Be sincere with interest
 Patient with discussing ideas
Steadiness Don’ts
 Rush (into business)
 Focus on changing or quick response
 Interrupt as they speak-listen
C
 Prepare and have the facts/data
 Be logical and stick to agenda
 Discuss all options
Compliance Don’ts
 Be disorganized
 Force a quick decision on anything
 Be try to win them with warmth

Precise
Accurate
Concern for Quality
Critical Listener
Non-Verbal Communicator
Attention to Detail
Creative
Slow Start / Fast Finish
Vacillating
Temperamental
RED
Emotion: Anger
Fear: Being Taken
Advantage Of
Competitive
Confrontational
Direct
Results-Oriented
Sense of Urgency
Change Agent
BLUE
Emotion: Fear
Fear: Criticism
of Work
Accommodating
Dislikes Confrontation
Persistent
Controls Emotion
Adaptable
Good Listener
Good Supporter
Team Player
Persistent
Cooperative
Sensitive to Others’ Feelings
Process-Oriented
Quick to Change
Independent
Optimistic
High Trust Level
Not Fearful of Change
Contactability
Rather Talk than Listen
Verbal Skills
Projects Self-Confidence
Product-Oriented
Slow to Change
Self-Disciplined
Pessimistic
YELLOW
Emotion: Optimism
Fear: Social Rejection
GREEN
Emotion: Non-Emotional
Fear: Loss of
Security
Evaluating
Investigating
Planning
Critical
Reacting
Efficient
Decisive
Harsh
Supporting
Trusting
Experimenting
Appeasing
Observing
Reflecting
Applying
Avoiding
DIRECTS
TOO MUCH
TALKS
TOO MUCH
QUESTIONS
TOO MUCH
AGREES
TOO MUCH

Clever
Educated Guess
Experimental
Feelings
Perception
Your Opinion
Frequent Stoppage
Follow Directions
In My Opinion
New
Revolutionary
Cutting Edge
Substantial Change
Innovative
Play to Win
Complex
Abstract
Override the People
Standardized
Structured
Uniform
Theoretical
The Same for Everyone
Sophisticated
Requires Study
Communication Don’t’s
26
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Working with a team member…
In what ways might
you choose to adapt
your behaviour
when working with
your team member?

Your take away…
Choose one thing
you can do back in
your teams that
from your learning

To influence and form a strong bond
with a conductor you need to include
words or phrases such as:
Your opinion counts
Advancement
Be able to take advantage of
opportunities
Be in a high visibility position
Making a big contribution
Challenging
Keep getting the results you want
Being involved in all the important
decisions
Lead the pack
Right in line with the direction you
are taking
Get people to start listening
No interruptions
CONDUCTOR
29

Make change work for you
Be able to take advantage
of opportunities
Rewards should be automatic
You’re important to your
company’s success
Be accepted for who you
are and what you do
with a persuader you need to include
Make the business run your way
Call your own shots
Being respected for what you do
You’re doing important work
Being your own person
PERSUADER
30

Exciting
Getting recognition
Gain respect
Builds on what you have
already accomplished
New
Unique
with a promoter you need to include
Get your point across
Creating the right image
Blend in well with everyone
Committed to a team approach
Easy to adapt for your purpose
PROMOTER
31

Good team players
Resolve everyone’s concerns
You probably do a lot more
than you get credit for
Relationship-oriented
with a relater you need to include
Achieve consensus
Integrated without disrupting
anything
Create a solid foundation
Have the security of knowing
Widely accepted
RELATER
32

No-nonsense / Down to earth
Nothing complex about it
Hassle-free relationship
Fighting never resolved anything
Staying in the mainstream
No conflicts / Free of controversy
with a supporter you need to include
In line with the industry standard
Keeps people off your back
Make the business run predictably
Establish fail-safe predictability
Tested / Proven
Easy for people to use
SUPPORTER
33

Spread the risk
Don’t get stuck in the middle
Reasonable goals and tasks
Change does not
need to be unpredictable
with a coordinator you need to include
Not subject to wide swings
Not be in a big hurry
Know how things are
supposed to be done
Keep everything on a safe course
No more chaos
COORDINATOR
34

Have everything running like
clockwork
Keep things on track
Operates predictably
You need your privacy
Great accuracy
Proven through research
Minimize your risk
with an analyzer you need to include
Knowing is better than guessing
No radical change
Be able to quantify everything
Tested / Proven reliability
Not dependent on the “human factor”
ANALYZER
35

Have complete
control over your business
Be able to use your
assets to your fullest potential
Maintain control over
what is really important to you
Designed to be easily controlled
Gives you control over outcome
with an implementor you need to include
Designed with finances
and operations in mind
Put the standards in the right place
Thought through
Minimize the “human factor”
IMPLEMENTOR
36

Session Three
47
Session Three (12.45 – 3.30)
The Art of Facilitation
Professional Learning Communities

Facilitating
Practical
Application
Tools

A Toolkit
● Norms
● The Why and How of meetings
● Processes and Protocols

Professional Learning
Communities

GROUP MEMBER CAPABILITIES
• Know one's intentions and choose
congruent behaviors.
• Set aside unproductive patterns of listening,
responding and inquiring.
• Know when to self-assert and when to
integrate.
• Know and support the group’s purposes,
processes, topics, and development.

lead collaborate teaching practices deprivatized practice
relational trust in one another, in students and in parents
individual and group learning based on ongoing assessment
and feedback compelling purpose, shared standards
academic Focus collective efficacy shared responsibility for
student learning collaborative culture communal
application of effective teaching practices deprivatized
practice relational trust in one another, in students and in
parents individual and group learning based on ongoing
assessment and feedback lead collaborate compelling
purpose, shared standards academic focus collective
efficacy shared responsibility for student learning
collaborative culture communal FACILITATE application
of effective teaching practices deprivatized practice
relational trust in one another, in students and in parents
individual and group learning based on ongoing assessment
and feedback lead collaborate compelling purpose, shared
standards academic focus collective efficacy

Are you making things easier?
To facilitate means “make easier.” A facilitator is
one who conducts a meeting in which the purpose
may be dialogue, shared decision-making, planning,
or problem-solving. The facilitator directs the
procedures to be used in the meeting,
choreographs the energy within the group, and
maintains a focus on meeting standards. The
facilitator should rarely be the person in the
group with the greatest role or knowledge
authority.

The beginning-a
well constructed
Agenda

Dialogue, shared decision making,
planning and problem solving
Dialogue, shared decision
making, planning and
problem solving

Maintains a focus on meeting
standards
Maintains a focus
on meeting
standards

60
Questions
Some are
invitational

61
Questions
Some are
exploratory
and open
ended

62
Questions
Examples
What are some ideas we haven’t heard yet?
Can you help me understand your thinking?
Given your experience in inquiry, what might be some of your assumptions about
Why this is not working?
You know, I need to test an inference here. . . I am seeing some head shaking.
Are you in disagreement?
How might we identify our assumptions on this?
I’m curious about what we have not achieved with the current structure?

Directs
procedures
…and
choreographs
the energy

So, do you feel you will be
making things easier?
A facilitator is one who conducts a
meeting in which the purpose may be
dialogue, shared decision-making,
planning, or problem-solving. The
facilitator directs the procedures to be
used in the meeting, choreographs the
energy within the group, and maintains a
focus on meeting standards.

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