Everyone is misunderstood at some point. This happens because we are typically judged on our behavior – not our intentions. And our intentions are always good…right?
So what are the biggest misperceptions based on style?
High D – Most people assume High D’s feel no fear. They are known to be big risk takers. However, most have just learned to act in the face of fear. They subscribe to the philosophy, “Feel the fear and do it anyway.”
High I – Aren’t High I’s happy and bubbly all of the time? As soon as a High I is quiet, people will be asking them “What’s wrong? Are you okay?” Even the highest I’s need to have their downtime.
High S – People make the mistake of assuming that High S’s are wimpy or weak. Big mistake! Just think of some of the most notable High S’s and judge for yourself: Gandhi, Tiger Woods, Kevin Costner, and Bill Gates.
High C – There is a misperception that High C’s are never silly or fun. While it may not be their normal modus operandi, when they are comfortable and with friends or family, they can be just as goofy as the rest of us!
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Monday, March 8, 2010
Wednesday, March 3, 2010
Which DISC style makes the best manager?
That's a trick question because each style has its strengths and weaknesses when it comes to managing. So let's just focus on one aspect of management - acknowledging and encouraging staff.
One of the hardest things for Low I managers to do is compliment and acknowledge their staff. High I managers tend to be better at it because they themselves thrive on appreciation and are more expressive with all of their feelings.
High D Managers - they don't need the acknowledgement so they don't feel the need to give it. People are just doing what is expected of them - that's what they get paid for - why make a fuss about it?
High S Managers - they tend to silently appreciate people's efforts. Since they aren't expressive with any of their feelings and may feel vulnerable when praising others, they tend to keep the accolades for the performance review.
High C Managers - they tend to notice what's missing and what's wrong, rather than what's right. Their keen attention to detail and accuracy may make them overly critical and miss opportunities to acknowledge their team.
No matter the style, employees need to hear praise and appreciation. The principle here is "what you focus on expands." When you recognize great performance - you usually get more of it.
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One of the hardest things for Low I managers to do is compliment and acknowledge their staff. High I managers tend to be better at it because they themselves thrive on appreciation and are more expressive with all of their feelings.
High D Managers - they don't need the acknowledgement so they don't feel the need to give it. People are just doing what is expected of them - that's what they get paid for - why make a fuss about it?
High S Managers - they tend to silently appreciate people's efforts. Since they aren't expressive with any of their feelings and may feel vulnerable when praising others, they tend to keep the accolades for the performance review.
High C Managers - they tend to notice what's missing and what's wrong, rather than what's right. Their keen attention to detail and accuracy may make them overly critical and miss opportunities to acknowledge their team.
No matter the style, employees need to hear praise and appreciation. The principle here is "what you focus on expands." When you recognize great performance - you usually get more of it.
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