Tag: training and development

13 Habits of Exceptionally Likeable People

Posted on by Anna Jones

Too many people succumb to the mistaken belief that being likeable comes from natural, unteachable traits that belong only to a lucky few—the good looking, the fiercely social, and the incredibly talented. It’s easy to fall prey to this misconception. In reality, being likeable is under your control, and it’s a matter of emotional intelligence (EQ). In a study conducted at UCLA, subjects rated over 500 adjectives based on their perceived significance to likeability. The top-rated adjectives had nothing to do with being gregarious, intelligent, or attractive (innate characteristics). Instead, the top adjectives were sincerity, transparency, and capacity for understanding (another person). These adjectives, and others like them, describe people who are skilled in the social side of emotional intelligence. TalentSmart research data from more than a million people shows that people who possess these skills aren’t just highly likeable, they outperform those who don’t by a large margin. We did some digging to uncover the key behaviors that emotionally intelligent people engage in that make them so likeable. Here are 13 of the best:

1. They Ask Questions

The biggest mistake people make when it comes to listening is they’re so focused on what they’re going to say next or how what the other person is saying is going to affect them that they fail to hear what’s being said. The words come through loud and clear, but the meaning is lost. A simple way to avoid this is to ask a lot of questions. People like to know you’re listening, and something as simple as a clarification question shows that not only are you listening, you also care about what they’re saying. You’ll be surprised how much respect and appreciation you gain just by asking questions.

2. They Put Away Their Phones

Nothing will turn someone off to you like a mid-conversation text message or even a quick glance at your phone. When you commit to a conversation, focus all of your energy on the conversation. You will find that conversations are more enjoyable and effective when you immerse yourself in them.

3. They Are Genuine 

Being genuine and honest is essential to being likeable. No one likes a fake. People gravitate toward those who are genuine because they know they can trust them. It is difficult to like someone when you don’t know who they really are and how they really feel. Likeable people know who they are. They are confident enough to be comfortable in their own skin. By concentrating on what drives you and makes you happy as an individual, you become a much more interesting person than if you attempt to win people over by making choices that you think will make them like you.

4. They Don’t Pass Judgment 

If you want to be likeable you must be open-minded. Being open-minded makes you approachable and interesting to others. No one wants to have a conversation with someone who has already formed an opinion and is not willing to listen. Having an open mind is crucial in the workplace where approachability means access to new ideas and help. To eliminate preconceived notions and judgment, you need to see the world through other people’s eyes. This doesn’t require you believe what they believe or condone their behavior, it simply means you quit passing judgment long enough to truly understand what makes them tick. Only then can you let them be who they are.

5. They Don’t Seek Attention

People are averse to those who are desperate for attention. You don’t need to develop a big, extroverted personality to be likeable. Simply being friendly and considerate is all you need to win people over. When you speak in a friendly, confident, and concise manner, you will notice that people are much more attentive and persuadable than if you try to show them you’re important. People catch on to your attitude quickly and are more attracted to the right attitude than what—or how many people—you know. When you’re being given attention, such as when you’re being recognized for an accomplishment, shift the focus to all the people who worked hard to help you get there. This may sound cliché, but if it’s genuine, the fact that you pay attention to others and appreciate their help will show that you’re appreciative and humble—two adjectives that are closely tied to likeability.

6. They Are Consistent

Few things make you more unlikeable than when you’re all over the place. When people approach you, they like to know whom they’re dealing with and what sort of response they can expect. To be consistent you must be reliable, and you must ensure that even when your mood goes up and down it doesn’t affect how you treat other people.

7. They Use Positive Body Language

Becoming cognizant of your gestures, expressions, and tone of voice (and making certain they’re positive) will draw people to you like ants to a picnic. Using an enthusiastic tone, uncrossing your arms, maintaining eye contact, and leaning towards the person who’s speaking are all forms of positive body language that high-EQ people use to draw others in. Positive body language can make all the difference in a conversation. It’s true that how you say something can be more important than what you say.

8. They Leave a Strong First Impression

Research shows most people decide whether or not they like you within the first seven seconds of meeting you. They then spend the rest of the conversation internally justifying their initial reaction. This may sound terrifying, but by knowing this you can take advantage of it to make huge gains in your likeability. First impressions are tied intimately to positive body language. Strong posture, a firm handshake, smiling, and opening your shoulders to the person you are talking to will help ensure that your first impression is a good one.

9. They Greet People by Name

Your name is an essential part of your identity, and it feels terrific when people use it. Likeable people make certain they use others’ names every time they see them. You shouldn’t use someone’s name only when you greet him. Research shows that people feel validated when the person they’re speaking with refers to them by name during a conversation. If you’re great with faces but have trouble with names, have some fun with it and make remembering people’s names a brain exercise. When you meet someone, don’t be afraid to ask her name a second time if you forget it right after you hear it. You’ll need to keep her name handy if you’re going to remember it the next time you see her.

10. They Smile 

People naturally (and unconsciously) mirror the body language of the person they’re talking to. If you want people to like you, smile at them during a conversation and they will unconsciously return the favor and feel good as a result.

11. They Know When To Open Up

Be careful to avoid sharing personal problems and confessions too quickly, as this will get you labeled a complainer. Likeable people let the other person guide when it’s the right time for them to open up.

12. They Know Who To Touch (and They Touch Them)

When you touch someone during a conversation, you release oxytocin in their brain, a neurotransmitter that makes their brain associate you with trust and a slew of other positive feelings. A simple touch on the shoulder, a hug, or a friendly handshake is all it takes to release oxytocin. Of course, you have to touch the right person in the right way to release oxytocin, as unwanted or inappropriate touching has the opposite effect. Just remember, relationships are built not just from words, but also from general feelings about each other. Touching someone appropriately is a great way to show you care.

13. They Balance Passion and Fun

People gravitate toward those who are passionate. That said, it’s easy for passionate people to come across as too serious or uninterested because they tend to get absorbed in their work. Likeable people balance their passion with the ability to have fun. At work they are serious, yet friendly. They still get things done because they are socially effective in short amounts of time and they capitalize on valuable social moments. They minimize small talk and gossip and instead focus on having meaningful interactions with their coworkers. They remember what you said to them yesterday or last week, which shows that you’re just as important to them as their work.

Bringing It All Together

Likeable people are invaluable and unique. They network with ease, promote harmony in the workplace, bring out the best in everyone around them, and generally seem to have the most fun. Add these skills to your repertoire and watch your likeability soar! Source: Dr. Travis Bradberry, TalentSmart, the world’s #1 provider of emotional intelligence 

Want to Assess your Leaders Emotional Intelligence?

Several studies have shown that emotional intelligence predicts job performance over IQ, experience, or technical ability. Assessment Leaders offers several Talent Smart Emotional Intelligence Appraisals all found here.

Top 4 Benefits of Microlearning

Posted on by Anna Jones

Microlearning is a technique that focuses on small, easily digestible lessons, instead of longer and more comprehensive teaching sessions. The benefits of microlearning are particularly well suited to the modern “on-the-go” lifestyle, especially when it comes to business environments. Whether you’re a leader in your organization or simply an interested employee, microlearning has the potential to transform your organizations’ training programs. Here’s how.

1. Microlearning is Easier to Remember

Businesses spend a huge amount of time and money on training — $156 billion in 2011 alone — but often have little to show for it. Indeed, research has shown that as much as 90 percent of newly learned skills may be lost within a year. The reasons behind that poor retention rate are likely related to the method of learning itself. In contrast to day-long teaching sessions, microlearning allows employees to focus on one “mini lesson” or skill at a time. That means that at the end of the day, when students’ brains work to process and catalog the information they learned that day, they only need to be filing away one skill, not an entire day’s worth of lessons.

2. Microlearning Emphasizes Just-In-Time Learning

One of the biggest benefits of microlearning is that it allows you to learn skills just as they’re needed. This not only makes the skill easier to learn; it makes it more likely to stay learned, since you’ll be putting it to use straight away. This immediate neural reinforcement helps you maximize the value of the lessons, and also makes it easier for students to navigate the professional responsibilities that the microlearning lesson relates to.

3. Microlearning Makes Employers Better Able to Track Course Effectiveness

Microlearning lets employers get instant feedback on how a lesson is received and retained. By consuming shorter lessons, employers can track how individual employees are responding to the lesson, and then use that information to evaluate how useful the lesson was. Lessons that multiple students struggle with can be adjusted to be more effective in the future or simply omitted entirely from future training programs. Over time, this allows employers to only focus on the lessons that provide meaningful results, allowing a degree of micromanaged course optimization that simply isn’t possible with longer learning sessions.

4. Microlearning Facilitates Increased Flexibility for Employees

In the modern workplace, asking employees to find the time to block out an entire hour or two at once for education sessions is often an exercise in frustration. With packed schedules and “always connected” work habits, there are simply too many other factors competing for attention to be able to justify such a large block of time. In contrast to longer lessons, microlearning means your employees only need to set aside 15 minutes spread out across the entire week for their lessons. The shortest microlearning sessions can even take place within the span of a single brief coffee break. This flexibility ensures that employees can schedule their learning sessions only during the times when they’re prepared to truly digest the information that’s being taught.

Microlearning for the Digital Age

While the cliché is that new employees entering the workforce have short attention spans and are addicted to their screens, the truth is that all employees regardless of age are voracious about consuming digital content. Research from the Nielsen company shows that even adults in the 50-64 age group are sharply increasing their digital media usage from year to year. In fact, in 2013, older adults increased their screen time by more than 70 percent in the second quarter alone. Now consider that research firm Deloitte has estimated that digital skills have a “half-life” of about 2.5 years. That microlearning research doesn’t just mean that any digital skill is likely to be forgotten in two and a half years — it also means that skill probably won’t be relevant at all in two and a half years. As software versions and digital work flows transform dramatically from year to year, it simply doesn’t make sense to ask your employees to learn larger lessons all at once. Bite sized microlearning lessons are a perfect fit for the kind of iterative learning that the modern workplace requires. Check out a free preview of our microlearning courses today and see if our management training courses are right for you. Source: Vital Learning, Promoting & Sustaining Healthy Organizations

Want to implement microlearning in your organization?

Check out Assessment Leaders’ training and development solutions here.

Next-Level Situational Leadership

Posted on by Anna Jones
This post is one of a series of blog posts exploring specific leadership competencies and how they fit in the various stages of the organizational life-cycle, organizational culture, and change management efforts. Your comments and suggestions are welcome to guide the areas of focus. When Hersey and Blanchard rolled out their Situational Leadership Theory in the 1970s, their premise was that strong leaders will adapt their approach to the situation in order to lead one follower. They proposed adjusting leadership styles based on the task at-hand, the relationship between the leader and the follower, and the competence and motivation of the follower. Just as Hersey and Blanchard proposed a situational leadership style approach for individuals, I propose a situational leadership approach for teams and organizations. When leading multiple followers, situational leadership needs to move to the next level, taking into consideration three critical factors:
  1. Organizational Life-Cycle
  2. Organizational Culture
  3. Change Management

Organizational Life-Cycle

As an organization matures, leaders need to possess certain attributes in order to move the organization through the different levels of growth. For example, a visionary and innovator is needed during the start-up phase, but through the growth and plateauing stages time that same leader will need to evolve into a strong decision maker and an active listener. Leaders who lack the requisite attributes at different stages of an organization’s growth often find themselves to be ineffective or even replaced. We have all heard of a company founder being replaced once the company has established itself.

Organizational Culture

Quinn and Rohrbaugh (1981) introduced the idea of a competing values framework in which organizations have four basic values that are in tension with one another: collaborate, create, control, and compete. One or two of those values will be higher in a given organization compared to a different organization. The leader’s skills and characteristics should align with the culture of the organization to maximize effectiveness. Imagine a super-driven, competitive leader who is highly disciplined and achievement oriented. Now imagine inserting that same leader into an organization with a highly collaborative and relationally intensive culture. Such a combination is a recipe for disaster – not because the leader is a “bad leader” or the organizational culture is unhealthy; rather, because there was not a match and the leader could not adjust his or her style and/or the organizational culture could not change to align with the leader’s style.

Change Management

When an organization is in the midst of a significant change initiative, it requires a certain set of attributes from a leader more so than at times of stability. Those skills include inspiring people to action, effective communication, and caring for people. If a leader cannot align his or her style to meet the unique needs of an organization during a major change effort, the change may fail and the leader may be viewed as ineffective.

Conclusion

Effective leadership is part art, part science. It is the ability of leaders to adapt, change, and align to the world in which they find themselves and the ability to identify and apply the required attributes to a given situation. Those attributes must evolve along the organization’s life-cycle, culture, and change management climate. Leaders should be self-aware of what is needed at different stages, but it is also the responsibility of the individuals who develop them (consultants, coaches, L&D professionals, etc.) to identify where the leaders excel and where there is an opportunity for development. References Hersey, P. and Blanchard, K. (1977). Management of Organizational Behavior (3rd ed). Englewood Cliffs, NJ: Prentice-Hall. Quinn, R. E. and Rohrbaugh, J. (1981). A competing values approach to organizational effectiveness. Public Productivity Review, 5(2). 122-140.

Two Questions to Ask Before Any Performance Assessment

Posted on by Anna Jones

I recently had a conversation with an L&D manager who told me that he was being asked to assess all of the Directors in his organization. It struck me at that moment how broad a request that was, and I began to ask him questions to uncover just what his leadership team needed from the assessment. It turns out they needed to assess the Directors’ performance. Again, I had more questions.

It was unclear whether the intent was to assess the Directors’ performance in their current position or to assess them for their readiness to be promoted to a Vice President position within the organization. If the Directors’ were to be assessed in their current role, the L&D manager would need to develop and administer an assessment that focused on the specific competencies required for Directors within the organization. On the other hand, if the Directors were to be assessed for their readiness for a VP position, the assessment should focus on the competencies required for that VP position. In the case of this organization, those are fairly divergent competency sets.

This conversation got me thinking about what kinds of critical questions need to be asked before engaging in a performance assessment. There are many, but here are two that must be asked every time at the outset:

1) What is the purpose?

Defining the purpose drives the content and intent of a performance assessment. Assessing the performance of a leader or contributor may be part of a normal performance management process, but may also serve other purposes. It may serve as an informal tool for an employee to gauge his or her own strengths and performance gaps, or for continuous organizational improvement. Although not ideal, it may be used for making decisions for RIFs (Reductions in Force). No matter the purpose, it needs to be clearly understood by leadership, the assessor, and those being assessed to ensure the best results.

2) What are you going to do with the results?

Understandably, the answer to this question flows in large part from the purpose, but the answer needs to be articulated clearly to all parties involved. Having a clear answer to this question allows the assessor the best chance at developing and delivering a performance assessment that achieves the purpose while mitigating factors that could bias the results (e.g. social desirability, fear, etc.). In addition, it is important to let your assessee know up front why you’re collecting the data and how you plan to use it.  Assessments can create anxiety for people at all levels within the organization. To help reduce anxiety and increase willing participation in the performance assessment process, leadership should commit to and communicate up front the level of investment they are willing to make in resources for training and development so that the assessee knows that a growth path has been established.

There is much thought and work that go into effective performance assessment development and delivery. Asking good questions is a critical part of the process.

What other questions would you ask when developing a performance assessment?

Selecting The Best Management Training Fit For Your Team

Posted on by Anna Jones

Do you see issues in your team’s performance and think that management training could be the solution? Recognizing that you need a new training program isn’t enough. For a commitment-based training program to achieve maximum effectiveness, it must speak to the typical problems your employees face and the management skills they currently lack. While some training providers push off-the-shelf solutions, it’s essential to find a professional development program that fits the specific needs of your company. Training doesn’t have a “one-size-fits-all” application. Think of the training program selection process like purchasing a tailored suit: Once you find the right style, you have to customize the fit. Select a program that matches your goals, and tailor the courses to address your company’s needs. By identifying the issues you seek to correct on the front end, your choice of training programs on the back end becomes much easier. Examine the following areas of essential leadership to determine which elements your management training program should focus on.

  • Communication: With benefits spanning your entire corporation from top to bottom, this is undoubtedly one of the most impactful training topics to include in any professional curriculum. Communication has the power to make or break your organization, so it should be a high priority. When there are gaps in communication effectiveness, employees feel confused, misguided and dissatisfied. Your managers must be able to communicate expectations, concerns and instructions in a professional, tactful and powerful way.
  • Coaching: Never undervalue managers’ ability to coach their employees. The capacity to motivate and guide workers to achieve success is the mark of a truly great leader, and the level at which your teams perform is a direct reflection on that team’s manager. Coaching employees involves knowing how to help them overcome weaknesses, refine their strengths and consistently improve.
  • Change Management: Most organizations find it difficult to enact change. In fact, about 70% of change initiatives fail. That’s why change management is a valuable area of development for your managers. The ability to lead, promote a sense of calm and maintain productivity levels during times of change is a major asset. Don’t wait until your managers are in the midst of a transition to start training them. Assess how your company has handled change in the past and where your approaches have fallen short. Then, proactively prepare your leaders for future initiatives.
  • Delegation: Do your leaders struggle to delegate tasks to their team members? When managers fail to master delegation, productivity usually suffers. Without a proper focus on strengthening delegation skills, managers are spread too thin and employees tend to underperform. It’s also important to delegate manager-level tasks to other team members if you want to identify employees with future leadership potential.
  • Talent Management: Evaluate your leaders’ success in terms of hiring and retaining winning talent. Strong managers know how to build and sustain strong teams, which results in a more stable company and increased employee satisfaction.

As you assess these areas within your organization, think critically about what your managers need in order to be truly effective, and use those insights as the building blocks for your commitment-based training program.

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Source: Vital Learning Promoting & Sustaining Healthy Organizations

When NOT to Solve a Problem

Posted on by Anna Jones
Many leaders and consultants pride themselves on being problem solvers. In fact, many job profiles name problem solving as a required skill. But is there a scenario in your organization when you should not try to solve a problem? The answer to that is “Yes!”

Problems vs. Tensions

Now that I have your attention, let me backtrack on that answer a little. Many people attempt to solve “problems” that are not really problems. Sometimes we mislabel a tension as a problem, which gets us into trouble because you can’t solve a tension. A problem, by definition, has a solution, or at least a possibility of a solution. A tension, on the other hand, is something that will never get resolved. Instead, it needs to be managed. Leaders and consultants get themselves into trouble when they spend time and energy trying to solve a problem rather than manage a tension. Barry Johnson provides a very detailed and excellent description of the differences in his book Polarity Management: Identifying and Managing Unsolvable Problems. He calls tensions, polarities.

Cultural Values in Tension

Let me give you an example that affects most organizations. Cultural values are often in tension with one another in any given organization. Cameron and Quinn discuss four major cultural values: Collaborating, Competing, Creating, Controlling. Every organization has and needs these values to a certain degree; yet, it is clear to see how they can be in tension. For example, the values of collaboration and competition sometimes oppose one another. How a leader manages that tension is a critical issue when it comes to developing a healthy organizational culture. Imagine a highly collaborative organization that has a department leader who prizes competition as a value. She might see the competition/collaboration tension as a problem to be solved, desiring to overcome the collaboration with good competition, but such an approach would be a disaster. If she tries to solve the “too much relationship and not enough healthy competition problem,” she will not only fail, she will also do damage to the climate of the entire organization. On the other hand, attempting to manage the tension more effectively could lead to a more effective balance of the two values, improving the organizational climate and performance.

Managing Tensions

The ability to effectively manage tensions in an organization is a great skill for leaders and consultants to have. Here are three tips for developing that skill. 1) Learn to recognize the difference between tensions and problems. Problems are temporary and have possible solutions. Tensions are usually more permanent and can’t be “solved.” Problems have pretty clear upside and downside components. Each side of a tension has both upside and downside elements. Going back to our example, one upside of collaboration is people developing friendships and enjoying working together. A downside of that value may be that people are unwilling to point out poor performance. A downside of the competition value could be co-workers undermining each other’s efforts, whereas an upside could be that it spurs everyone to perform at a higher level. 2) Develop a common language. As with many other areas of organizational dynamics, quality shared language can perpetuate healthy culture. Carefully define and use phrases like “problem solving” and “managing tensions” throughout the organization. Language around values (which is often ground zero of tension management) should also be very clear so that everyone knows what positive and negative examples of each value look like. Don’t forget to define what too much of a good thing can be as well. That’s the point at which a positive value becomes toxic. 3) Get clarity on the right balance for your organization. Every organization has a unique balance of the competing values named above. Do you know what your current state is? Do you know what your desired balance is? There are tools available that can help you answer those questions. It is worth the investment of time and money to gain clarity. Doing so will help you devise strategies to ensure your best chance for organizational health.

Want to learn how to find and achieve the right balance of cultural values in your organization?

Attend “Tuggs” interactive lunch and learn on Thursday, Feb 18 from 11:30 a.m.-1:30 p.m. CultureWorkshopGraphic CultureWorkshopGraphic About Tuggs Tuggs has over 20 years experience leading and developing people and organizations across a variety of industry sectors. His practical experience, coupled with his research expertise in cutting-edge learning theory and performance management, uniquely positions him to aid organizations in diagnosing performance gaps and opportunities, as well as in designing, developing, and delivering custom performance solutions. He holds an earned Ph.D. in Organizational Leadership with a Human Resource Development concentration. Mark is an experienced public speaker, learning facilitator, and researcher.

How Assessments Drive Decisions

Posted on by Anna Jones
Do people make better choices with more information?  Absolutely. “Gut” feelings are important, but making decisions without actual data to support them can lead to costly mistakes. Assessment tools provide the objective information you need to make key hiring decisions. Taking the time to gather, evaluate, and compare and contrast assessment data can dramatically increase your hiring success rate—and decrease turnover costs. In today’s leaner business climate, budgets are tighter, and there’s less room for error. But companies still don’t invest enough time, thought or resources in their hiring processes to avoid wrong hires. Assessment tools are nothing new. Since the 1940s, there have been processes to objectively identify and describe individuals’ job-related characteristics, skills, and abilities. These tools have evolved significantly over the years, but many people still don’t realize how powerful they can be. The proper use and implementation of assessment tools can provide data to assist managers in making better decisions, thus yielding better organizational results in the following areas:
  • Sourcing Talent
  • Managing/Coaching
  • Promotions
  • Building High-Achieving Teams
  • Sales Optimization
  • Learning Development
  • Succession Planning
  A well-designed assessment process identifies qualities in potential hires—as well as current employees—that can make a difference to the organization:  
  1. Are they the right person (with the right skills and talents) for the job?
  2. Do they fit into the environment (culture) of the company?
  3. Do they have the potential to grow?
  Henry Ford reportedly once complained that all he wanted from a worker was a pair of hands, but that he had to deal with the whole person instead. Given that we all need to hire “whole people,” we might as well learn as much as we can about their attitudes, personalities, and abilities ahead of time. Assessments give us the information we need to make smarter decisions.  

The DISC® Profile: It’s All About YOU!

Posted on by Anna Jones
In today’s fast-paced business world, it’s hard to keep up with all the latest trends, newest tools, and most current buzzwords. But newer isn’t always better. And in the world of assessment tools, it’s hard to match the lasting legacy and usefulness of the long-respected “DISC®” personality profile. The foundation for the DISC® assessment tool was established way back in 1928, when psychologist William Moulton Marston described four basic personality styles in his book, Emotions of Normal People. (You’ve got to love that title!) Over time, the terminology has evolved into the styles we know today: Dominance, Influence, Steadiness, and Conscientiousness. Using today’s technology, it’s easy to quickly assess an individual’s profile and determine where they fall on the DISC® grid. People with high “D” (Dominant) scores are direct and assertive, and tend to try and fix, change, or control things. High “I” (Influence) individuals are enthusiastic and sociable and are more likely to try to persuade or influence others. The high “S” (Steadiness) person is generally soft-spoken, calm, and cooperative. A high “C” (Conscientiousness) score indicates that an individual is analytical and focused on accurate, high-quality results. Of course, it’s always interesting to take the test and see well how your “score” matches your own perception of yourself. It’s often quite illuminating when the test results suggest you might not be exactly the person you think you are! At Assessment Leaders, when we implement the DISC® tool with our clients, we always encourage them to spend time reflecting on their own primary and secondary DISC® styles. Sometimes we have to remind them that there are no “good” or “bad” styles: each one has strengths that can add value to a company. Better understanding your own strengths can help you learn how to use them – and how to avoid overusing them. For example, a high “D” individual might overuse his strength of confidence and become boastful and vain, which makes him less effective in the workplace. This kind of self-DISC®overy is very important, and the quantitative results from the DISC® tool really do help people focus on what they do best. The DISC® profile also helps team leaders and managers better understand and manage their employees. A full DISC® assessment includes a number of valuable reports for management. For each individual employee, the General Characteristics Report provides the following information:
  • A quick overview of the individual’s basic behavioral strengths
  • A graph of the DISC® profile results
  • A narrative overview of the person’s behavioral style
  • Detailed descriptions of the person’s tendencies
    • Motivating factors
    • Preferred environment
    • Strategies for increased effectiveness
    • Demotivating factors
    • Behavior in conflict situations
  • A graphical representation of the “behavioral tendency continuum,” showing the respondent’s range of intensity for certain behaviors
  • Worksheets to prompt DISC®ussion and determine which action strategies would be most effective
As if all that weren’t enough, you can get even more Supplemental Reports that look not just at individual profiles but at the distribution and combination of personality styles on the whole team. That’s where it really starts to get interesting! So yes, it’s true: the DISC® assessment tool is an oldie but a goodie. But it’s still a fantastic first step for employees, managers, and companies toward better understanding the strengths and personalities of the unique individuals that make up their workforce.