Introduction Over the last few weeks, you have learned how to start ?identifying the roles and skills needed to build an effective team. You ?hav

SWA2NADMHJ

Management Profile Edward Williams Tuesday, May 10, 2022

This report is provided by:

www.Discprofile.com Email: [email protected] Phone: (877) 344-8612 Your Trusted Source for Everything DiSC

EDWARD WILLIAMS

2 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Introduction WELCOME TO EVERYTHING DiSC®

Edward, have you ever wondered why connecting with some people is easier for you than with others? CORNERSTONE PRINCIPLES

Maybe you’ve noticed that you have an easier time managing people who focus on dependability and stability.

Or, maybe you’re more comfortable working with those who take a steady, sensible approach than those who fly by the seat of their pants.

Or, perhaps you relate best to people who are more supportive than competitive.

Everything DiSC® is a simple tool that offers information to help you understand yourself and others better—and this can be of tremendous use as a manager. This report uses your individual assessment data to provide a wealth of information about your management priorities and preferences. In addition, you’ll learn how to connect better with people whose priorities and preferences differ from yours.

• All DiSC styles are equally valuable, and people with all styles can be effective managers.

• Your management style is also influenced by other factors such as life experiences, education, and maturity.

• Understanding yourself better is the first step to becoming more effective with your employees and your manager.

• Learning about other people’s DiSC styles can help you understand their priorities and how they may differ from your own.

• You can improve the quality of your management experience by using DiSC to build more effective relationships.

OVERVIEW OF THE DiSC® MODEL

Dominance

• Direct • Firm • Strong-willed • Forceful • Results-oriented

influence

• Outgoing • Enthusiastic • Optimistic • High-spirited • Lively

Conscientiousness

• Analytical • Reserved • Precise • Private • Systematic

Steadiness

• Even-tempered • Accommodating • Patient • Humble • Tactful

EDWARD WILLIAMS

3 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Your DiSC® Overview YOUR DOT This report is personalized to you, Edward. In order to get the most out of your Everything DiSC Management® Profile, you’ll need to understand your personal map.

As you saw on the previous page, the Everything DiSC® model is made up of four basic styles: D, i, S, and C. Each style is divided into three regions. The picture to the right illustrates the 12 different regions where a person’s dot might be located.

Your DiSC® Style: S

Your dot location indicates your DiSC style. Because your dot is located in the middle of the S region, you have an S style.

Keep in mind that everyone is a blend of all four styles, but most people tend strongly toward one or two styles. Whether your dot is in the center of one style or in a region that borders two, no dot location is better than another. All DiSC® styles are equal and valuable in their own ways.

CLOSE TO THE EDGE OR CLOSE TO THE CENTER? A dot’s distance from the edge of the circle shows how naturally inclined a person is to encompass the characteristics of his or her DiSC style. A dot positioned toward the edge of the circle indicates a strong inclination toward the characteristics of the style. A dot located between the edge and the center of the circle indicates a moderate inclination. And a dot positioned close to the center of the circle indicates a slight inclination. A dot in the center of the circle is no better than one on the edge, and vice versa. Your dot location is about halfway between the edge of the circle and the center, so you are moderately inclined and probably relate fairly well to the characteristics associated with the S style.

WHAT’S NEXT?

Now that you know more about the personalization of your Everything DiSC Management Map, you’ll read about the management priorities and preferences associated with the S style. Using this knowledge, you’ll learn how to use Everything DiSC principles to improve your ability to direct, delegate, motivate, and develop others more successfully. Finally, you’ll explore ways to work more effectively with your own manager.

EDWARD WILLIAMS

4 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Your S Style YOUR DOT TELLS A STORY Because you have an S style, Edward, you’re likely a cooperative manager who takes pride in doing your part to help the team. You probably don’t need to win to feel good about yourself. In fact, when you receive credit for a job well done, you may be quick to share it with the people you manage.

You’re probably fairly accommodating, and you may find it important to maintain the approval of others. Consequently, you’re likely to put a fair amount of energy into catering to other people. In fact, at times you may have difficulty saying no, and you may fail to let people know when you’ve been inconvenienced.

Since you have a need for harmony, conflict is probably difficult for you. Most likely, you’re troubled by the idea of hurting someone’s feelings, and you may spend time dwelling on incidents that other people wouldn’t think twice about. As a manager, you may prefer the role of peacemaker, but when things become heated, you may shut down and simply wait for the tension to pass.

In terms of time management, you prefer predictable routines and well-defined procedures for getting things done. Therefore, you probably work with people to develop clear timelines and expectations. Similarly, since you don’t want to let anyone down, you probably feel most secure when you’ve perfected a set of specialized skills that you can perform reliably.

When it comes to making decisions, you tend to be on the careful side, avoiding risk when possible. Because you assume that rules and traditions are there for a reason, you probably dislike shortcuts. When considering bold changes, you may focus more on the possibility of failure than on the potential benefits. You may require quite a bit of certainty before making major decisions, and this indecisiveness can stand in the way of progress.

Most likely, you’re fairly comfortable working quietly behind the scenes. While you like to feel appreciated, you may get somewhat embarrassed if the praise is too public or gushing. And, because you sometimes downplay your own performance, others may fail to recognize your contributions altogether.

Because you’re often trusting, you probably give people the benefit of the doubt. Likewise, when people present new ideas, you may try to keep an open mind and show support. And, if someone fails to meet your expectations, you’d sometimes rather redo the work than give negative feedback because you don’t want to damage the relationship.

You tend to be soft-spoken, and your fear of speaking out of turn may cause you to keep ideas to yourself. And, because you sometimes speak hesitantly and qualify your statements, the people you manage may find your ideas unconvincing. However, because filtering your responses comes so naturally to you, you may not realize how much more efficient it would be to say exactly what you’re thinking.

Edward, like others with the S style, your most valuable contributions as a manager may include your acceptance of others, your dependability, and your ability to be a team player. In fact, these are probably some of the qualities that others admire most about you.

EDWARD WILLIAMS

5 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Shading & Priorities YOUR SHADING EXPANDS THE STORY

Edward, while your dot location and your DiSC® style can say a great deal about you, your map shading is also important.

The eight words around the Everything DiSC map are what we call priorities, or the primary areas where people focus their energy. The closer your shading comes to a priority, the more likely you are to focus your energy on that area. Everyone has at least three priorities, and sometimes people have four or five. Having five priorities is no better than having three, and vice versa.

Typically, people with the S style have shading that touches Support, Reliability, and Collaboration.

Your shading stretches to include Encouragement, which isn’t characteristic of your style.

WHAT PRIORITIES SHAPE YOUR MANAGEMENT EXPERIENCE?

Giving Support Edward, like other managers with the S style, you may find satisfaction in accommodating others. You’re usually patient and agreeable, and people probably know that you’re happy to listen or help out whenever they need it. Because you place a high value on giving support, you may help create an atmosphere of openness and mutual respect.

Valuing Collaboration You probably strive to include others in important activities and decisions and do your best to make sure everyone is able to contribute. And because you tend to see others’ points of view, you’re able to provide the empathy that makes people feel understood and accepted. Most likely, you encourage collaboration because you believe cooperation and interaction will lead to better outcomes.

Achieving Reliability Managers with the S style often have a bit of a cautious side. Since you like to know what to expect, you probably focus on avoiding surprises and keeping things predictable. Likewise, you do your best to provide consistency, and the people you manage probably know they can count on you to follow through. You put your energy into maintaining stability to help create a calm, secure environment for your team.

Providing Encouragement In addition, unlike most others with the S style, you tend to recognize the importance of providing encouragement to the people you manage. Because you want members of your team to feel good about their contributions, you often jump at the opportunity to give people recognition and to celebrate group victories. Most likely, you believe boosting group morale will ultimately lead to better results.

EDWARD WILLIAMS

6 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Your Management Preferences WHAT DO YOU ENJOY ABOUT MANAGING? Different people find different aspects of their work motivating. Like other people with the S style, you may enjoy that managing allows you to help other people grow and succeed. Because you genuinely care about the people around you, you can use your time as a manager to understand people’s needs and give them the support and resources to do their best work. Furthermore, you may also enjoy encouraging people to feel good about their work, and this is less typical of the S style.

You probably enjoy many of the following aspects of your work:

• Creating a calm, stable atmosphere • Showing people that you genuinely care about their

success • Creating helpful systems and procedures • Supporting people when they express their concerns and

frustrations • Complimenting people on a job well done • Helping people work together • Helping a team progress steadily toward a goal • Inspiring others to do their best • Encouraging optimism in others

WHAT DRAINS YOUR ENERGY AS A MANAGER?

Then there are those management responsibilities that are stressful for you. Because you may feel uncomfortable confronting the people who report to you, it may be difficult for you to give tough feedback, even when necessary. Furthermore, you may find it stressful to work with people who are too aggressive or combative. At the same time, unlike others with the S style, you may dislike an atmosphere that feels dull or pessimistic.

Many of the following aspects of your work may be stressful for you:

• Dealing with angry, pushy, or argumentative people • Making decisions without input from the group • Managing a chaotic, rapidly changing environment • Correcting or reprimanding people • Negotiating power struggles • Being forceful or insistent with others • Giving orders • Giving people unpleasant feedback • Being unable to express yourself

EDWARD WILLIAMS

7 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Directing and Delegating YOUR DIRECTING AND DELEGATING STYLE As a manager, you may find that effectively directing and delegating to your employees is more complex than simply handing off an assignment with a “please” and “thank you.” Perhaps you’ve noticed that individual employees respond positively to different types of instruction and feedback. Some want specific directions and welcome objective feedback, while others want just the opposite. Based on your DiSC® style and priorities, you have a natural approach to directing and delegating. However, to maximize satisfaction and productivity, it’s important to consider how effective your approach may be with employees of different styles.

Edward, because you tend to be supportive, you may assume the best in people, and you’re probably relatively lenient about mistakes. You may be too quick to trust people when they make excuses for work that’s late, sloppy, or simply off track.

Your focus on collaboration means that you’d probably rather work with people on a project than direct them. Having power over people isn’t important to you. Therefore, you may give guidance in an unassuming, non-authoritarian manner that encourages acceptance and cooperation.

Because you emphasize reliability, you provide information clearly and systematically, giving the people you manage a dependable method for proceeding with the task. Most likely, you verify their comprehension and check in frequently to see how they’re doing.

Furthermore, you tend to be encouraging, which isn’t typical for someone with the S style. Most likely, you like to get people energized about their tasks, and they may appreciate your enthusiasm for their efforts.

HOW DO YOU APPROACH DIRECTING AND DELEGATING?

Strengths Challenges

• Understanding when extenuating circumstances affect performance

• Making yourself available to help • Giving direction in an agreeable, methodical manner • Taking the time to listen to people’s concerns about

assignments • Ensuring that people understand their responsibilities • Generating enthusiasm

• Pushing people to complete their tasks • Judging people’s abilities or competencies,

without overestimating them • Giving clear, detailed explanations • Analyzing options before assigning a task • Pushing people for results • Establishing ambitious outcomes

EDWARD WILLIAMS

8 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Directing and Delegating to the D Style

HOW DOES THE D STYLE LIKE TO WORK? People with the D style prioritize the bottom line and are driven to get results. They want a high degree of autonomy, probably more so than you, and like making their own decisions without having to ask for input from others. And because they’re so independent, they probably don’t need as much reassurance as you naturally provide. More than anything, they keep an eye on the prize and want to know how their effort will contribute to success.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER People with the D style are often challenging and skeptical, and they may openly question your command if they disagree with your decisions. They can be blunt or aggressive when expressing their thoughts, which contrasts with your tendency to be diplomatic and polite. People with the D style will expect decisiveness from you and may feel you’re being wishy-washy when you exercise a sense of caution. Be prepared to stand up to their challenge of your authority, as they often have strong opinions. At times, they may assume they know how to do things better than you or anyone else.

HOW TO BE EFFECTIVE WITH THE D STYLE

People with the D style are fast-paced and want to work on exciting projects that will make a big impact. They may become restless if you keep things moving at a steady, predictable pace without leaving room for them to spread their wings. Therefore, allow them to tackle adventurous tasks, and show them how their efforts will contribute to innovative results. However, if they are inexperienced, remember that their self-assurance may compel them to make decisions they aren’t qualified to make. Given your S style, you may have to work at being more firm and direct with them.

If they’re less experienced If they’re more experienced

• Check in often enough to make sure they are on track.

• Check their understanding of assignments before allowing them to move ahead.

• Clearly outline the boundaries of their authority, giving them options within those boundaries.

• Have them check with you before any risky decisions are made.

• Let them know that they will be given more autonomy as they gain experience.

• Make sure you see eye to eye on the goal of the assignment.

• Provide them with a broad overview rather than detailed tasks.

• Be direct about the results you expect. • Set a deadline and let them figure out how to

proceed. • Make sure they understand the consequences of

their shortcuts.

EDWARD WILLIAMS

9 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Directing and Delegating to the i Style

HOW DOES THE i STYLE LIKE TO WORK? People with the i style tend to be upbeat and value encouragement, characteristics you share even though it’s not typical of someone with the S style. They’re usually full of energy and excitement, and you can probably identify with their positive outlook and sense of enthusiasm. However, while you may share their optimistic approach, you probably don’t express yourself as openly as they do, and you may find their liveliness to be a bit overwhelming at times.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER Like you, people with the i style want to work in a friendly environment where people are more important than the bottom line. They like to channel their high energy into collaborative efforts and dislike assignments that may isolate them. However, they tend to be more extroverted than you are, and they may be easily distracted by the social aspects of work. Because you tend to be patient and accommodating, you may neglect to push them or hold them accountable.

HOW TO BE EFFECTIVE WITH THE i STYLE

These individuals move quickly, in contrast to your moderate, more deliberate pace. As a result, they want to get the gist of an assignment and dive right in. Because they like excitement and spontaneity, they may become bored if directed to perform the same tasks in the same way every time. You may have to work at holding them accountable for staying on point. For those with more experience, encourage creativity without abandoning reasonable expectations for practical results.

If they’re less experienced If they’re more experienced

• Let them collaborate when possible. • Help them keep track of details. • Ensure that they follow through on their tasks. • Check their understanding since their enthusiasm

might hide a lack of clarity. • Hold them accountable for missed deadlines or

skipped steps.

• Allow them to take the lead in group settings. • Make time to review the details with them. • Set clear expectations ahead of time. • Acknowledge their contributions publicly. • Let them try out new ways to look at problems.

EDWARD WILLIAMS

10 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Directing and Delegating to the S Style

HOW DOES THE S STYLE LIKE TO WORK? People who share your S style are accommodating and flexible. Because they look for reassurances that they are doing a good job, they’ll appreciate that you tend to offer support and encouragement. Like you, they tend to be non-confrontational, so frank discussions may be equally uncomfortable for you both. Furthermore, you may find that they accept direction easily, although they may be hesitant to take initiative or point out problems. Rather, they prefer to maintain harmony and keep a low profile.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER Like you, these individuals tend to rely on well-established procedures and traditional methods. They like to focus on their tasks and work steadily without being interrupted by sudden changes or radical developments. However, because you both are likely to avoid risks, the two of you may downplay innovation in favor of what has worked in the past. As a result, creativity may suffer, and you could end up directing them toward predictable or bland results.

HOW TO BE EFFECTIVE WITH THE S STYLE

Like you, people who also have an S style may be most comfortable in friendly, cooperative environments. They share your desire to collaborate and form personal relationships, so they’ll appreciate opportunities to contribute within a unified group. Be prepared to answer questions and reassure them that they’re on the right path. If they have more experience, give them as much responsibility as you can, but make it clear that you’re always available for clarification or to act as a sounding board.

If they’re less experienced If they’re more experienced

• Give clear, step-by-step directions. • Ask enough questions to confirm their

understanding. • Check in with them frequently. • Refrain from giving them too much responsibility too

quickly. • Provide enough reassurance to make them

comfortable with their role.

• Ask for their input. • Keep them from getting bogged down when

deadlines are tight. • Give them additional responsibilities when they

seem ready for more challenges. • Encourage them to help structure the overall

plan. • Ask them directly what kind of support they

need.

EDWARD WILLIAMS

11 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Directing and Delegating to the C Style

HOW DOES THE C STYLE LIKE TO WORK? People with the C style relate best to clear objectives and fact-based ideas. They share your tendency to go over options and proposals carefully and appreciate having time to analyze their work. However, while you tend to emphasize a spirit of collaboration, they are less likely to appreciate group efforts. In fact, they usually prefer to spend time alone with a problem so they can examine it logically and try out solutions. They prefer to be given a task and allowed the time and space to complete it.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER Like you, these individuals want to produce dependable outcomes, so they tend to thoroughly consider the consequences before choosing a plan. While you share their tendency toward caution, they are likely to be more reserved than you and may become impatient if you try to devote time to small talk before getting to the point. Also, because you tend to be supportive and accommodating, you might fail to create the sense of urgency needed to keep them from getting bogged down in the details.

HOW TO BE EFFECTIVE WITH THE C STYLE

People with the C style are more skeptical than you tend to be, but keep in mind that their questioning nature is just their way of processing new information. Those with less experience may spend too much time analyzing and perfecting their work, so be sure to check in frequently enough to keep them on track. Those with more experience may challenge traditional methods for completing assignments, but avoid letting your own distaste for change keep you from hearing their suggestions and concerns.

If they’re less experienced If they’re more experienced

• Allow them to work independently whenever possible.

• Help them achieve quality without putting deadlines at risk.

• Give them tasks that require logic. • Make sure they have the resources they need. • Check in to make sure they aren’t getting bogged

down.

• Check in with them only to ensure forward progress.

• Ask them if they need more direction. • Encourage them to study the overall plan for

defects. • Let them work independently when possible. • Give them opportunities to help solve complex

issues.

EDWARD WILLIAMS

12 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Motivation MOTIVATION AND THE ENVIRONMENT YOU CREATE You can’t motivate people. They have to motivate themselves. As a manager, however, you can create an environment where it’s easy for people to find their own natural motivation. This means building an atmosphere that addresses employees’ basic needs and preferences so they can do their best work, and you may naturally create a certain type of environment for those around you. It’s important to understand the nature of this environment because it has a major impact on the motivation of the people you manage.

Edward, by offering support you help create a trusti

Collepals.com Plagiarism Free Papers

Are you looking for custom essay writing service or even dissertation writing services? Just request for our write my paper service, and we'll match you with the best essay writer in your subject! With an exceptional team of professional academic experts in a wide range of subjects, we can guarantee you an unrivaled quality of custom-written papers.

Get ZERO PLAGIARISM, HUMAN WRITTEN ESSAYS

Why Hire Collepals.com writers to do your paper?

Quality- We are experienced and have access to ample research materials.

We write plagiarism Free Content

Confidential- We never share or sell your personal information to third parties.

Support-Chat with us today! We are always waiting to answer all your questions.