DISC and MOTIVATOR

LEADERSHIP MANAGEMENT
Nguyen Phuong Thuy

1
 Objectives
• Explain the benefits of applying the DISC
behavioral style analysis model in their work
environment
• Explain the benefits of understanding your
behavioral style as a leader
• Describe the purpose of the Johari Window
• List the benefits of using the Johari Window
Model in the work environment

2
 Objectives (cont.)
• Explain the benefits of understanding your
employees' behavioral styles as a leader
• Identify the six motivators that drive people’s
behavior
• Identify how understanding motivators can
enhance a leader’s abilities
• Explain how motivators interact with behavioral
styles

3
Old Woman or Young Girl?

4
 Knowledge Check Question
Question:
Some benefits one will realize when applying the _____ behavioral
style analysis in their work environment is that they are able to:
– better know themselves
– enhance communications
– enhance their knowledge of others basic needs
– provide their subordinates with a working climate for motivation
Possible Answers:
Answer:
a.
a. AISC
AISC
b.
b. DISK
DISK
c. DISC
c.
d.
DISC
DASC
d. DASC
5
 Effective Leadership

• UNDERSTAND SELF

• UNDERSTAND OTHERS

6
Human Development Concept
HOW
Behavior/Mask

WHY WHAT
7
What is necessary to change a person
is to change his awareness of himself.

-Abraham H. Maslow
Abraham Maslow Quote

8
 Knowledge Check Question
Question:
As a leader, the benefits of understanding your behavioral style
are many. Select the answer that “best” explains the overall
benefit of understanding your leadership behavioral style.
Possible Answers:
Answer:
a. You are better able to
to respond
respond to
to employee
employee medical
medical concerns
concerns
b.
b. You are
You are better
better able
able to to evaluate
evaluate situations
situations and and
events around
events around
them through them
your own through your own
perspective
c. perspective
You are better able to develop strategic plans
to develop
d. You are better able to
c. improvestrategic
your management
plans techniques
d. You are better able to improve your management techniques

9
 Johari Window
BLIND

OPEN

Hidden UNKNOWN

JOHARI WINDOW 10
Johari
OPEN Window - Open
• Trust
• Substantially improve
Communication, BLIND
• Job matching,
• Team building,
• Avoid disputes or
• Dispute resolution
• Problem solving

UNKNOWN

HIDDEN

JOHARI WINDOW 11
 How People Communicate
on e o rds
If your gestures and/or tone of voice
% T W
3 8 i c e 7%
s do not agree with your words, people
Vo u re
Of e s t will believe what you do before they
G
55%
believe what you say.

“You cannot not communicate.”

Source:
Dr. Albert Mehrabian
UCLA

12
 Knowledge Check Question
Question:
The Johari Window is a model used for ______.
Possible Answers:
Answer:
a. describing human interaction, which divides self-
awareness into two halves – open and blind
b.
b. describing human
describing human interaction,
interaction, whichwhich
dividesdivides
personal
personal
awarenessawareness into four
into four quadrants quadrants
– open, hidden,–blind
open,
and
hidden,
unknownblind and unknown
c. describing how employees are able to gain promotions
d.
d. describing
describing human
human interaction,
interaction, which
which divides
divides personal
personal
awareness
awareness into
into two
two halves
halves -- open
open and
and unknown
unknown
13
 Knowledge Check Question
Question:
Describe how people communicate; people communicate
through:
Possible Answers:
Answer:
a.
a. Language
Language
b. Tone, words, and gestures
b. Tone, words, and gestures
c. Volume, pitch, and inflection
c. Volume, pitch, and inflection
d. E-mail, text messages, and Facebook
d. E-mail, text messages, and Facebook

14
Have you ever been
mismanaged?

15
 Who Are You
Look at each of the following columns below. Thinking of yourself at work “most of the
time,” put an X in either the top half or the bottom half of each column based upon which

_ _ _ _
words you believe best describe you in that environment. If you absolutely cannot
decide, put an X on the midline

High Bold Optimistic Accommodating Precise

Driving Inspiring Systematic Perfectionistic
Pioneering Persuasive Logical Orderly
Direct Convincing Patient Diplomatic
Competitive Sociable Relaxed Accurate
Determined Trusting Unhurried Meticulous

Mild Objective Flexible Independent

Cooperative Critical Hurried Unconventional
Tentative Cool/Aloof Intense Reactionary
Agreeable Reflective Innovative Individualistic
Peaceful Skeptical Excited Fearless
Low Humble Distrusting Dynamic Unstructured

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 Behavioral Styles

• Compliance • Dominance

• Steadiness • Influencer
Dr. William Moulton Marston

17
 People Reading Process
ANTAGONISTIC

TASK ORIENTED

INTROVERT EXTROVERT

C D ACTIVE
PASSIVE

S I
PEOPLE ORIENTED
FAVORABLE

18
D Style
Energy Line

19
 Extroverted
E • Need to direct
x
t • Challenge
r • Desire to win
o
v • Direct in their communication
e • High risk
r
t
e
d

20
I Style
I
Energy Line

21
 E
x
t
• Trust
r • Need to interact
o
• Need to be liked
Extroverted v
e • Involvement
r
t
• Emotional
e
d

22
S Style
Energy Line

23
 Introverted
I
n • Need to serve
t
r
• Loyalty
o • Patient/relaxed
v • Long-term relationships
e • Closure
r
t
e
d
24
C Style
c
Energy Line

25
 Introverted
I
n • Need for procedures
t
r
• By the book
o • Perfectionist
v • Precise and attentive to detail
e • Proof and evidence
r
t
e
d
26
 “It is not the
strongest nor the
most intelligent
that survive, but
rather the most
adaptable.”
~Charles Darwin
Charles Darwin Quote
27
 Knowledge Check Question
Question:
As a leader, the benefits of understanding your employee's behavioral
style are many. Select the answer that “best” explains the overall
benefit of understanding your employee’s behavioral style.
Possible Answers:
Answer:
a. You are better able to communicate effectively with employees
a. Yousupervisors.
and are better able to communicate
b. effectively
You with employees
are better prepared and supervisors.
to provide fair performance appraisals
b. You recommendations
and are better prepared fortoemployee
provide fair performance appraisals
advancement.
c. andare
You recommendations for employee
better able to make employeesadvancement.
work longer hours.
c.
d. You are
You arebetter
betterable
abletotoresolve
make employees work
medical issues forlonger hours.
your employees.
d. You are better able to resolve medical issues for your employees.

28
 People Reading Process
ANTAGONISTIC

TASK ORIENTED

INTROVERT Procedures Problems EXTROVERT

C D ACTIVE
PASSIVE

S I
Pace People
PEOPLE ORIENTED
FAVORABLE

29
Key Points to Remember …

30
Assessments

31
 DESCRIPTORS OF DISC
D I S C
High Bold Optimistic Accommodating Precise
Driving Inspiring Systematic Perfectionistic
Pioneering Persuasive Logical Orderly
Direct Convincing Patient Diplomatic
Competitive Sociable Relaxed Accurate
Determined Trusting Unhurried Meticulous

Mild Objective Dynamic Radical

Cooperative Critical Hurried Individualistic
Humble Cool/Aloof Intense Unconventional
Cautious Reflective Flexible Independent
Agreeable Skeptical Progressive Fearless
Low Peaceful Distrusting Excited Non-structured

Copyright © 2014 Competitive Edge, Inc. All Rights Reserved. Reprinted with Permission by Competitive Edge, Inc.
 MÔ TẢ VỀ DISC
D I S C
Cao Táo bạo Lạc quan Đáp ứng Chính xác
Thúc đẩy Truyền cảm Có hệ thống Cầu toàn
Tiên phong hứng Lô gích Quy củ
Trực tiếp Thuyết phục Kiên nhẫn Xã giao
Cạnh tranh Dễ gần Thư thái Cẩn thận
Quyết tâm Tin người Từ tốn Tỉ mỉ

Hòa nhã Khách quan Năng động Cấp tiến

Hợp tác Phản biện Vội vã Cá nhân
Nhún Lãnh đạm Mạnh mẽ Khác thường
nhường Suy ngẫm Linh hoạt Độc lập
Thận trọng Hoài nghi Tiến bộ Không sợ
Thấp Dễ đồng ý Ngờ vực Phấn khích Không khuôn
Dĩ hòa vi quý phép

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Team & Task Force Building

34
DISC Diagnosis Exercises
Version Two

35
 Attitudes and Values

The Why Factor of People

36
 What is an Attitude?
Viewpoint
Mindset
Paradigm of Thought

“We see the world through the

windows of our attitudes.”

—Judy Suiter

37
World Leader Exercise

38
Forces at Work on the Value System
Value System Processing
Music Family

Media
Television Friends

Prejudices Religion

Textbooks
Schools

39
 Beliefs/Attitudes
How are beliefs formed?

I hear Positive view

I observe A belief
I experience Negative view

40
Example
I hear a dog barking.
I see a dog barking and
chasing someone.
I experience a dog
barking and chasing me.

Belief
All dogs are mean, bark
and chase people.
I don’t like dogs.

41
The foundation of this model is a book entitled “Types
of Men” written by Eduard Spranger in 1928.

• People see the world differently

• Identified 6 “attitudes”
• Sought to discover and understand “why” we
see the world differently

42
Example of DISC and
Attitudes Interaction

“I want to be a successful manager.”

Why = Attitudes
How = Behavior

43
 Identifying Your Motivators
Instructions:
Please look at each column and circle or put a check over
the three columns that you believe are most representative
of the things that are most important to you and reflect your
personal values.

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 The Six Values/Attitudes
Attitudes Basic Attitudes
I will use my cognitive ability to understand, discover,
Theoretical: and systemize the truth.
Every investment I make must always have a greater
Utilitarian: return.
I will enjoy and appreciate the form, harmony and
Aesthetic: beauty around me and allow it to mold me into all I
can be.
I will invest all resources into helping others to realize
Social: their potential in life.
I will achieve the highest position and wield the
Individualistic: greatest power.
From the many individual meanings of life, I will
Traditional: interpret, understand, and seek a system for living.

45
 Sáu giá trị/Quan điểm
Quan điểm Quan điểm cơ sở
Tôi sẽ sử dụng khả năng nhận thức của mình để hiểu,
Lý thuyết: khám phá và hệ thống sự thật.

Vị lợi: Mọi đầu tư tôi làm phải luôn luôn có kết quả lớn hơn.

Tôi sẽ thích và thưởng thức dáng vẻ, sự hài hòa và vẻ

Thẩm mỹ: đẹp quanh tôi và cho phép nó biến tôi thành tất cả
những gì tôi có thể.
Tôi sẽ đầu tư tất cả các nguồn lực vào giúp đỡ người
Xã hội: khác để nhận ra khả năng tiềm tàng của họ trong
cuộc sống.
Tôi sẽ đạt được vị trí cao nhất và nắm giữ quyền lực
Cá nhân lớn nhất.
Từ nhiều ý nghĩa riêng lẻ của cuộc sống, tôi sẽ diễn
Truyền thống: giải, hiểu và tìm kiếm một hệ thống sống
46
 Theoretical

“Not to know is bad, not to wish to know is worse.”

—African Proverb

47
 Utilitarian

“Money swore an oath that nobody who didn’t

love it should ever have it.”
—Irish Proverb
48
 Aesthetic

“A wildflower on the
mountain top would not
change places with a rose in
the garden.”
—Armenian Proverb

49
Social

“The best passion is

compassion.”
—Jamaican Proverb

50
 Individualistic

“Victory has a hundred fathers.

Defeat is an orphan.”
—Chinese Proverb

51
 Traditional

“A respectable death honors

the whole life.”

- George Herbert -
52
 Identifying Your Motivators

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 Xác định các động lực của bạn

Lý thuyết Vị lợi Thẩm mỹ Xã hội Cá nhân chủ nghĩa Truyền thống

Tò mò Người tiết kiệm thời Hài hòa Lý tưởng cao Chuyên chế Định hướng truyền
Lý thuyết gian Có trí tưởng tượng Nhân đức Khao khát quyền lãnh thống
Có tầm nhìn Mê làm việc Những nỗ lực nghệ Hào hiệp đạo Cơ bản
Người cả đời ham học Tốt hơn & Nhanh hơn thuật Xả thân Đứng thứ nhất Những quy định để
Học tập Thực tế Cân bằng trong đời Thương người Người quan trọng trong tuân theo
Người giải quyết vấn Căn cơ sống Tha thứ mạng lưới Kỷ luật
đề Định hướng lợi nhuận Người yêu thiên nhiên Người mà ai cũng tìm Lý tưởng
Nghe nhạc đến Duy linh
Mạnh dạn

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Facts About Attitudes

55
Values and Listening

56
Questions to Diagnose Motivators

?
?
57
 Thoughts to Live By
“Keep your thoughts positive because your
thoughts become your words. Keep your
words positive because your words become
your behavior. Keep your behavior positive
because your behavior becomes your habits.
Keep your habits positive because your
habits become your values. Keep your values
positive because your values become your
destiny.”

—Gandhi

58
 Knowledge Check Question
Question:
Select the response that best lists the types of motivators and
described by Edward Spranger.
Answer:
Possible Answers:
a.
a. Theoretical,
Theoretical,Utilitarian, Social,
Utilitarian, Aesthetic,
Social, Individualistic,
Aesthetic,
and Traditional
Individualistic, and Traditional
b. Thinking, Sensing, Understand, Discovering, and Utilizing
b. Thinking, Sensing, Understand, Discovering, and Utilizing
c. Theoretical, Utilitarian, Aesthetic, Individualistic, and
c. Theoretical, Utilitarian, Aesthetic, Individualistic, and
Traditional
Traditional
d. Utilitarian, Social, Aesthetic, Individualistic, Traditional,
d. Utilitarian, Social, Aesthetic, Individualistic, Traditional,
and Thinking
and Thinking
59
 Knowledge Check Question
Question:
When a leader effectively listens and understands what
motivates their employee:
Possible Answers:
Answer:
a.a. The
Theleader
leadercan
canmanipulate
manipulatethe
theemployee
employeetotodo dowhat
whatthethe
leader
leaderwants.
wants.
b.b. The
Theleader
leaderbetter
betterunderstands
understandsthe
thepeople
peoplethey
theylead.
lead.
c.c. The
Theleader
leaderdevelops
developsbetter
betterinfluencing
influencingand
andlistening
listeningskills.
skills.
d.d. Answers
Answersb and c c
b and

60
 Knowledge Check Question
Question:
• When a Dominant or Compliant behavioral style has a
number one Social Motivator:
Answer:
Possible Answers:
• The Social
• The motivator
Social enhances
motivator enhancesthethe
observable characteristics
observable of
characteristics
theofDominant behavioral
the Dominant style. style.
behavioral
• The Social
• The motivator
Social hashas
motivator no effect on the
no effect observable
on the observable
characteristics of the
characteristics Dominant
of the Dominant behavioral style.
behavioral style.
• The
• TheSocial
Socialmotivator softensthe
motivator softens the observable
observable characteristics of
the Dominant of
characteristics behavioral style. behavioral style.
the Dominant
• The
• The Social
Social motivator
motivator causes
causes thethe Dominant
Dominant to become
to become moremore
introverted.
introverted. 61
 Summary
• Explain the benefits of applying the DISC
behavioral style analysis model in their work
environment
• Explain the benefits of understanding your
behavioral style as a leader
• Describe the purpose of the Johari Window
• List the benefits of using the Johari Window
Model in the work environment

62
 Summary (cont.)
• Explain the benefits of understanding your
employees' behavioral styles as a leader
• Identify the six motivators that drive people’s
behavior
• Identify how understanding motivators can
enhance a leader’s abilities
• Explain how motivators interact with
behavioral styles

63
Questions?

64