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DiSC Helps Build Better Working Relationships & Improves Job Satisfaction

A local jeweler had a number of management and staff development sessions with his 100 employees. The 3 stores commonly scheduled training between their two busiest seasons – the winter holidays and Valentine’s Day – to boost morale. The company’s motto is PRIDE, which stands for “People Resolving to Improve themselves by Developing Empowerment.”

To demonstrate that motto, the company committed to providing professional development opportunities to employees and managers through internal training. Because of increased competition for both customers and employees, management realized the importance of taking care of their PEOPLE.

The company’s workforce is diverse in age – from the teenagers who work after school to the retirees who work part-time for spending money. The company wanted to build relationships among the staff, particularly because the stores have a sense of rivalry. They wanted to establish a sense of teamwork among all their employees.

First, the employees needed to understand themselves, and then move on to understanding others. The DiSC Profile has unique features for managing conflict; for example, if you are a high D, it tells you what to expect in interactions with the other DiSC behavioral styles. The DiSC Profile would help participants learn the DiSC language for meetings and other less formal interactions to help them use acceptable terminology when they discuss differences in style and behavior.

The DiSC Profile was recommended to help each person not only understand his or her own behavior, but also begin appreciating and understanding the different behaviors of others, both co-workers and customers. It was common to unfairly label an older or younger coworker as ‘rigid’ or ‘lazy’ without completely understanding their natural style or behavior.

In addition, the DiSC Profile has a section dedicated to adjusting your behavioral style when dealing with someone who is similar or different from you.

The first session was conducted with the managers. The managers went through the DiSC training first so they would have a chance to experience what their employees would go through and to discuss anything that would be relevant for follow-up. Training is like a relay race – the baton will be handed over with information and knowledge, but the managers need to keep the baton moving.

After the managers’ session, each employee went through a half-day DiSC training session. They were split into two groups to provide store coverage during the training.

Each session began with the Everything DiSC Video found in the Everything DiSC Facilitation System. The participants became conscious that they present themselves in a certain way, and they began to understand why people react to them the way they do

Next, the participants completed the DiSC Profile. Several activities were used to help employees identify the characteristics of the four DiSC dimensions of behavior. Each employee wrote his or her name in the DiSC quadrant of a wall chart, which illustrated the composition of the entire team. 

Each quadrant had its style’s greatest strength, shortcoming, fear, motivation factor, and desired environment explained. It also explained what a person with that style needs form others. To help the group translate that general description to their specific situation, there was a discussion of how a person in each style would handle some of their responsibilities, such as paperwork or communicating with customers.

For instance, a high D will be fast-paced and focused on results; while a high I will focus on the relationship and may have a cluttered workspace. A high S will be accommodating but possessive of their workspace and a high C will be very organized and attend to every detail.

Another segment of the Everything DiSC video was shown. The participants identified the styles of the four people in the video. The Everything DiSC Video was followed up with a discussion of the best way to interact with the four DiSC styles. 

In the session with store managers, the managers’ discussed their role in following up with the DiSC training during their weekly team meetings. Each store manager was asked to profile their team’s composition and, as a team, brainstorm specific strategies to enhance relationships and improve teamwork at their store. The goal was to have the employees continue using the DiSC language when they returned to work, focusing on improving their interactions with customers and each other.

The staff learned to understand and recognize the DiSC behavioral styles of others. They became more accepting of each other’s differences and learned how to communicate with customers and coworkers to be more effective and to resolve conflict.

 

DiSC Case Study from Inscape Publishing

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