Welcome to the Enhancing

Performance through
Understanding Yourself and
Others Seminar
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company information.

Seminar Goals
Understand your behavioral tendencies
and develop an understanding of how
your behavior affects others
Respect, appreciate, understand, and
value individual differences
Enhance strategies for working together
to increase productivity
Increase your effectiveness by improving
your relationships with others

OH-2

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Seminar Agenda
1.
1.
2.
3.
4.

A
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5.
6.
7.
8.
9.
OH-3

Introductions
Introductions
Understanding Behavior
Determining Your Behavior
Understanding DiSC Dimensions
of Behavior
Increasing Your Personal
Effectiveness
Your Classical Profile Pattern
Learning About Your Behavior
with DiSC
Developing Strategies for Success
Wrap-Up
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Successful People
Understand themselves and how
their behavior affects others
Understand their reactions to
other people
Know how to maximize on what
they do well
Have a positive attitude about
themselves
Know how to adapt their
behavior

OH-4

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Seminar Agenda
1. Introductions
2. Understanding Behavior

A
g
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a

OH-5

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Self in Environment
Responses
(Surface Traits)
Core
Personality
Genetic
Traits

OH-6

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Behavior Is

OH-7

Observable
Situationally-based
Flexible
Dynamic
Based on thoughts and beliefs

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Seminar Agenda
1. Introductions
2. Understanding Behavior
3. Determining Your Behavior

A
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OH-8

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Response Sample

OH-9A

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Response Sample

OH-9B

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Tally Box

2
3
11
12
0
OH-10

14 -12
11 -8
1 +10
1
+11
1
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Graph I
2
3
11
12

14
11
1
1

OH-11

-12
-8
+10
+11

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Graph II
2
3
11
12

14
11
1
1

OH-12

-12
-8
+10
+11

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Graph III
2
3
11
12

14
11
1
1

OH-13

-12
-8
+10
+11

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Seminar Agenda
1.
2.
3.
4.

A
g
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d
a

OH-14

Introductions
Understanding Behavior
Determining Your Behavior
Understanding DiSC
Dimensions
of Behavior

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Tendencies

More Tendencies

Fewer
Tendencies

OH-15

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Dominance
Emphasis
Shapes the environment by overcoming opposition
to accomplish results.

Tendencies:
Getting immediate
results
Causing action
Accepting challenges
Making quick
decisions
OH-16

Questioning the status

quo
Taking authority
Managing trouble
Solving problems

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Dominance
Preferred Environment
Power and authority
Prestige and
challenge
Direct answers
A wide scope of
operations
Opportunities for
individual
accomplishment

OH-17

Opportunities for
advancement
Freedom from controls
and supervision
Many new and varied
activities

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Influence
Emphasis

Shapes the environment by influencing or persuading oth

Tendencies:
Contacting people
Making a good
impression
Being articulate

OH-18

Creating a
motivational
environment
Entertaining people
Being optimistic
Participating in a
group
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Influence
Preferred Environment

Popularity, social recognition

Public recognition of ability
Freedom of expression
Group activities outside of job
Freedom from control and detail
Coaching and counseling
Favorable working conditions

OH-19

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Steadiness
Emphasis
Cooperates with others within existing
circumstances to carry out tasks.

Tendencies:
Demonstrating
patience
Developing
specialized skills
Helping others
Performing in a
consistent manner
OH-20

Showing loyalty
Being a good listener
Creating a stable work
environment

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Steadiness
Preferred Environment

Maintenance of status quo

Predictable routines
Credit for work accomplished
Minimal work infringement on home life
Sincere appreciation
Identification with a group
Minimal conflict

OH-21

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Conscientiousness
Emphasis
Works conscientiously within existing circumstances
to ensure quality.

Tendencies:
Concentrating on
key details
Being diplomatic
Checking for accuracy
Adhering to key
directives and
standards
OH-22

Thinking analytically
Using indirect
approaches to conflict
Using a systematic
approach to situations

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Conscientiousness
Preferred Environment
Control of those factors that affect their
performance
Cleary defined performance expectations
Values on quality and accuracy
A reserved, business-like atmosphere
Recognition for specific skills and
accomplishments

OH-23

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Marstons Model
Environment

Self

Perceives
environment
as Favorable
Unfavorable

Perceives self
as
More powerful
than the
environment
Less powerful
than the
environment

OH-24

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Marstons Model: Environment

D

Perceives
an
Unfavorabl
e
Environme
nt

Perceives a
Favorable
Environmen
t

OH-25

S
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Marstons Model: Self

Perceives Self as More Powerful than the Environment
D

Perceives Self as Less Powerful than the Environment

OH-26

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Marstons Model: Integrated

Perceives Self as More Powerful
Unfavorable
D
Perceives
an
Unfavorabl
e
Environme
Favorable
nt
S

Favorable
i
Perceives a
Favorable
Environme
nt
Unfavorable
C

Perceives Self as Less Powerful

OH-27A

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Marstons Model: Integrated

Favorable

Unfavorable

More Powerful/Act

Less Powerful/Accommodate
OH-27B

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Marstons Model: Integrated

Integrated Perception of Environment and Self
Dimension

Environment

Self

Dominance

Unfavorable

More powerful

Influence

Favorable

More powerful

Steadiness

Favorable

Less powerful

Conscientiousness

Unfavorable

Less powerful

OH-28

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High D
Sees an unfavorable environment that
they want to overcome
Tries to change, fix, or control things

OH-29

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High i
Sees a favorable environment in which
they can influence others
Tries to persuade, promote, or influence
others

OH-30

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High S
Sees a favorable
environment that they
want to maintain
Tries to be cooperative,
supportive, and
agreeable while keeping
things stable

OH-31

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High C
Sees an unfavorable environment that
they do not want to try to change
Tries to work within established rules,
guidelines, and procedures to ensure
accuracy and quality

OH-32

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Seminar Agenda
1.
2.
3.
4.

Introductions
Understanding Behavior
Determining Your Behavior
Understanding DiSC
Dimensions
of Behavior
5. Increasing Your Personal
Effectiveness

A
g
e
n
d
a

OH-33

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Graph III

OH-34

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Intensity Index
Awareness brings effectiveness
Considers each dimension separately
Provide you with words to describe
your behaviors
Explains how others may perceive you
Helps you adapt your behavior

OH-35

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The Green Tail

If someone says you have a green tail,
the person is crazy.
If two people say you have a green tail,
it is a conspiracy.
If seven people say you have a green tail,
you turn around and look.

OH-36

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Seminar Agenda
1.
2.
3.
4.

Introductions
Understanding Behavior
Determining Your Behavior
Understanding DiSC
Dimensions
of Behavior
5. Increasing Your Personal
Effectiveness
6. Your Classical Profile Pattern

A
g
e
n
d
a

OH-37

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D Profile Patterns
Developer Result-Oriented Inspirational

OH-38

Creative

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i Profile Patterns
Promoter

OH-39

Persuader

Counselor

Appraiser

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S Profile Patterns
Specialist

OH-40

Achiever

Agent

Investigator

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C Profile Patterns
Objective
Thinker

OH-41

Perfectionis
t

Practitioner

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Graph III

5
OH-42

Achiever

3
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Achiever Pattern

OH-43

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Seminar Agenda
1.
2.
3.
4.

Introductions
Understanding Behavior
Determining Your Behavior
Understanding DiSC
Dimensions
of Behavior
5. Increasing Your Personal
Effectiveness
6. Your Classical Profile Pattern
7. Learning About Your Behavior
with DiSC

A
g
e
n
d
a

OH-44

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Reactions to Others
Judging
Understanding
Respecting
Appreciating
Valuing

OH-45

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Rules About Others

Different Wrong
Different = Different

There is richness in diversity!

OH-46

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Seminar Agenda
1.
2.
3.
4.

A
g
e
n
d
a

5.
6.
7.
8.
OH-47

Introductions
Understanding Behavior
Determining Your Behavior
Understanding DiSC
Dimensions
of Behavior
Increasing Your Personal
Effectiveness
Your Classical Profile Pattern
Learning About Your Behavior
with DiSC
Developing Strategies for
Success

Click to type your name and company information.

Seminar Agenda
1.
2.
3.
4.

A
g
e
n
d
a

5.
6.
7.
8.
OH-48

Introductions
Understanding Behavior
Determining Your Behavior
Understanding DiSC
Dimensions
of Behavior
Increasing Your Personal
Effectiveness
Your Classical Profile Pattern
Learning About Your Behavior
with DiSC
Developing Strategies for
Success

Click to type your name and company information.

Thank you for attending the

Enhancing Performance through
Understanding Yourself and Others
Seminar

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company information.

Compatibility
Work and Social Compatibility
DiSC Styles

Excellent
1

Good
2 3

D-D
D-S

4 5
S

D-i

Fair

S
W

i-S

OH-A

S
W

i-C

W
S

S-C

W
SW

i-i

C-C

6 7

D-C

S-S

Poor

W
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Motivating Principles
You cannot motivate other people.
All people are motivated.
People do things for their reasons, not
your reasons.
A persons strength, when overused, may
become a limitation.

OH-B

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Johari Window
Known to Self

Not Known to Self

Known
to
Others

Open

Blind

Not
Known
to
Others

Hidden

Unknown

OH-C

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Perception

OH-D

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