Using DISC Assessment to Positively Impact Work Approaches

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DISC profiling can help to effectively measure both behavioral and emotional responses to various stimuli.  DISC assessment programs can help people to become aware of the effects of their behaviors and interactions with others as well as to understand their particular behavioral category.  Because DISC profiling puts individuals into one of four broad categories, there are a variety of elements to consider when determining how to most optimally utilize a particular person within your company.  The four broad categories include: Dominance, Influence, Steadiness, and Compliance.  Leveraging DISC assessment evaluations can be extremely beneficial when trying to positively impact both team and individual work approaches.

An effective tool for recruiting, hiring, and maintaining employees, DISC assessment has evolved into an extremely popular medium of behavior assessment.  In addition to providing recruiters and employers with useful personal information about potential employees, DISC assessment can also benefit the employees themselves.  DISC profiles enable individuals to identify their behavior patterns, styles, and traits while simultaneously learning how to understand these particular elements in relation to interactions with others within particular environments.  Further, by comprehending how their behaviors and traits impact certain situations, employers are afforded the opportunity of placing employees in environments most conducive for maximizing their respective levels of productivity.  Being placed in a role most suitable for a particular employee will enable the individual to more positively approach the way he or she will perform his or work.

DISC assessment can also influence the way that individuals interact with one another.  By understanding the behavioral differences of co-workers, employees can more effectively approach and tackle projects upon determining who will most efficiently complete particular tasks.  Additionally, DISC profiles allow employees to understand the different environments needed for different types of people to succeed.  While some people thrive in a dynamic team atmosphere, others prefer more private spaces in order to accomplish both short-term and long-term projects.  Understanding the work preferences of others can alter the way that certain employees approach their work.  By understanding the impact of your personal behavior on others, you and your team can more efficiently and effectively approach and complete multiple projects.

Although the behaviors of others can modify the way that an individual works within a team dynamic, an individual’s approach to his or her work is primarily determined by his or her own capabilities, attitude, and work ethic.  Every individual has his or her own definition of what success means and of how to achieve it.  Further, expectations and work ethic may be influenced by a variety of factors including compensation, confidence, position, and leadership abilities.  Employees with a more proactive attitude and positive disposition will likely positively impact the overall efficiency of the organization.

DISC assessment can play a vital role in terms of how individuals approach their work. Further, DISC assessment enables individuals to understand how their behaviors and traits impact the work styles of others.  By leveraging the evaluation results of these profiles, employers can create an effective team dynamic while simultaneously maximizing the abilities of each individual in appropriate and relevant capacities.

About ‘Your Ultimate Success, Inc’ at discassessment.org.:

Founded in 2005, Your Ultimate Success, Inc. has been providing companies, corporations and individuals with coaching, behavioral and values assessments, team building, job benchmarking, and indoor/outdoor experiential learning/team building.  Headed by Jim and Jeannine Guerci, the team is committed to instilling positive change through personal and professional development.

Article Source: http://www.articlealley.com/article_813820_15.html

About the Author: Founded in 2005, Your Ultimate Success, Inc. has been providing companies, corporations and individuals with coaching, behavioral and values assessments, team building, job benchmarking, and indoor/outdoor experiential learning/team building.  Headed by Jim and Jeannine Guerci, the team is committed to instilling positive change through personal and professional development.

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Selling with Success – Gaining Rapport

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Gaining rapport is perhaps the single most important element to selling with success. Without rapport your chances at making a sale are slim to none. Rapport is created from your first point of contact with a potential client and so one easy way to gain rapport is through the use of your client’s name. Hence:

  • Get to know your clients name,
  • Use your client’s name,
  • Remember your clients name, and
  • Use your client’s correct title

Sounds easy doesn’t it? Yet how often is this done in practice? I once accompanied my sister-in-law in Barbados to a new gym she wanted to check-out with a view to perhaps joining it. I’m a qualified Personal Trainer and so she, or rather my brother, wanted my expert opinion. I introduced myself to the Manager who then proceeded to spend the next minute or so asking me if I was called anything other than ‘Nickolove’ even though I had indicated that was the name I preferred to be called. I wasn’t even the main client! So you can imagine how impressed I was with her sales skills. (The gym didn’t pass muster with me either.)

There are exceptions to using a person?s real name. One of my friends is called ‘Tifsihit’. She is a beautiful individual and I wanted to honour her by using her full name and I tried to do so. However, she politely informed me that my efforts resulted in saying something rude and that she was happy to be called ‘T’ – an abbreviation used by most of her friends.

Sometimes we meet individuals whose names we later or promptly forget. How many times has this happened to you? Do you ask the person their name again? In many cases people are reluctant to ask a person’s name the second or third time around. However, the irony is, people don?t mind being asked their name. It shows that you are interested in them and people generally respond favourably to this.

When you are talking to a customer, address them by name and use their name during the conversation. You don’t have to overdo it but when people hear their names mentioned it helps to make them feel that they are being spoken to as an individual rather then just anyone or everyone. It helps to give them confidence that you are seeking to address their individual needs.

Many people say that they can’t remember names. Just saying this helps to reinforce this negative and false belief. The truth is, unless you have a medical condition that affects your memory, you have a perfect memory and, with a little effort, you can remember the names of a roomful of people if you so desired.

One technique that helps me to remember a person?s name is for me to ask a person to spell their name for me, especially if it is somewhat unusual. When a person spells their name I can actually see the letters and this makes it easier for me to recall.

I am also unashamed at repeating a person?s name a few times until I get the pronunciation right (or not as in the case of Tifsihit!). This repetition also helps me to remember their name.

I also like to discover the meaning of names. I meet many people with exquisite sounding names and I’m always curious as to their meaning. Even common names have interesting meanings. Take the name ‘Stephen’. I discovered only this weekend that the name Stephen is of Greek origin and means ‘crown’. Knowing what someone’s name means is another way of engraving that person?s name into my memory. It also creates a natural focal point for light conversation which adds to building rapport.

There are many excellent resources on the market to help you develop your memory. I highly recommend choosing one of these resources if you want to dramatically improve your memory and your ability for remembering names. It’s too lengthy a discussion for this article.

Finally, use a client’s correct title. Many times I receive correspondence addressed to ‘Mr Nickolove Lovemore’ or sometimes I receive calls asking to speak to ‘Mr’ What is really irritating about this is that, in many cases I have actually spoken to the person sending the correspondence and there is no way you could mistake the sound of my voice for that of a man.

I remember a situation where I received a letter from a real estate agent I had been dealing with who fell foul to this error. When I pointed out that my title should be ‘Ms’ and not ‘Mr’ I was told that they assumed ‘Mr Lovemore’ was the decision-maker and so had addressed the letter accordingly. That went down like the proverbial lead weight. How chauvinistic! I was the individual to whom they always spoken to and yet it was assumed that I, a lowly female, was incapable of making a decision about a financial contraction of this magnitude even when a ‘Mr Lovemore’ had never been mentioned.

Getting a client’s title wrong is a sure way to alienate them so if you are unsure about a client’s title simply ask them. If this is not possible then circumvent this problem by not using a title at all.

There are many hurdles to overcome with regards to building rapport. Get your client?s name right and you will sail over the first hurdle and be one step closer to selling with success.

Related Topics:

  • How to Build Rapport – wikiHow – Jun 10, 2009 … In everyday life, building rapport can help with persuasion, sales, teamwork, dating and getting bigger tips. …
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How to Master Intercultural Communication

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Interacting with people from other cultures can be fascinating.  Whether you are abroad or on home turf, you are often exposed to new and fascinating ways of doing things.  If you are about to take a trip to another country, it is a good idea to brush up on the culture and traditions in advance of your departure.  This can be instrumental in avoiding potential miscommunication.  If you are dealing with people from many cultures on a routine basis, some fundamental  information about value systems and how people relate in certain parts of the world can be invaluable. It will help you know how to interact in an appropriate way. Concentrating on five basic categories will give you a running start when interacting with individuals from other cultures.

INDIVIDUALISTIC and COLLECTIVISTIC CULTURES

Individualistic Cultures foster individualism and focus on individual goals.
There is a preference for ‘equal’ relationships, and behavior cannot be predicted from group memberships.  Representative Cultures: Australia, Belgium, Canada, Denmark, England, France, Germany, Ireland, Italy, New Zealand, Sweden and the United States.

Collectivistic Cultures focus on group goals. There is strong emphasis on traditions and conformity. Representative Cultures:  Argentina, Brazil, China, Egypt, Ethiopia, Greece, Guatemala, India, Japan, Korea, Mexico and Saudi Arabia.

MASCULINE and FEMININE CULTURES

Masculine Cultures have differentiated gender roles and are characterized by power, assertiveness and performance. Representative Cultures: Arab cultures, Austria, Germany, Italy,Jamaica, Japan, Mexico, New Zealand, Switzerland and Venezuela.

Feminine Cultures value quality of life and service. Sex roles are androgynous. Feminine cultures have overlapping gender roles. Representative Cultures: Chile, Costa Rica, Denmark, East African cultures, Finland, Netherlands, Norway, Portugal, Sweden and Thailand.

LOW and HIGH POWER DISTANCE CULTURES

With Low Power Distance Cultures, individuals are viewed as equals. Emphasis is placed on legitimate power. Superiors and subordinates are interdependent. Representative Cultures: Australia, Canada, Denmark, Germany, Ireland, Israel, New Zealand, Sweden and the United States.

With High Power Distance Cultures, individuals are seen as unequal. Subordinates
are dependent on those above them. Representative Cultures: Egypt, Ethiopia, Ghana, India, Malaysia, Nigeria, Panama, Saudi Arabia and Venezuela.

LOW and HIGH UNCERTAINTY AVOIDANCE CULTURES

Low Uncertainty Avoidance Cultures are characterized by low stress and anxiety. Dissent is acceptable. There is a high level of risk taking. Uncertainty is OK. Representative Cultures: Canada, Denmark, England, Hong Kong, India, Jamaica, Sweden and the United States.

High Uncertainty Avoidance Cultures are characterized by high stress and anxiety. There is a strong desire for agreement. People do not like to take risks. Representative Cultures: Egypt, Argentina, Belgium, Chile, France, Greece, Japan and Mexico.

LOW CONTEXT and HIGH CONTEXT COMMUNICATION

High Content/Low Context Messages are direct and clear with most of the message explicit in the code. This form predominates in individualistic cultures.

High Context/Low Content Messages are indirect and ambiguous. Most of the information is internalized in the person or his surroundings. This form is found more typically in collectivistic cultures.

Be  aware of cultural differences and how they should impact your communication.  When you’re not sure how to proceed, be respectful.  That goes a long way in successfully establishing relationships.

Carol Dunitz, Ph.D. is president of The Last Word LLC, a communication and creative services company.  She is a professional speaker and author of ‘Louder Than Thunder,’ a parable about listening and interpersonal communication.  Dunitz is the playwright, lyricist and composer of ‘Bernhardt on Broadway,’ a musical about Sarah Bernhardt.  She can be reached at 312.523.4774, cdunitz@lastword.com or www.DrCarolDunitz.com.

Article Author: Carol Dunitz, Ph.D.

Article Source: http://www.articlealley.com/article_1175282_15.html

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