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-1
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Seminar Agenda
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OH-2
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
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OH-5
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Self in Environment
Responses
(Surface Traits)
Core
Personality
Genetic
Traits
OH-6
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Behavior Is…
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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
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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
11
1
1
1
-12
-8
+10
+11
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Graph I
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-12
11
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+10
12
1
+11
0
1
OH-11
-8
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Graph II
2
3
14
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-12
11
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+10
12
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+11
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1
OH-12
-8
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Graph III
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3
14
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11
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+10
12
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+11
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1
OH-13
-8
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Seminar Agenda
1.
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4.
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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:
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Getting immediate results
Causing action
Accepting challenges
Making quick decisions
OH-16
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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
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
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 others.
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
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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
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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
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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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Marston’s 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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Marston’s Model: Environment
D
i
Perceives an
Unfavorable
Environment
Perceives a
Favorable
Environment
C
OH-25
S
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Marston’s Model: Self
Perceives Self as More Powerful than the Environment
D
C
i
S
Perceives Self as Less Powerful than the Environment
OH-26
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Marston’s Model: Integrated
Perceives Self as More Powerful
Unfavorable
D
Favorable
i
Perceives a
Favorable
Environment
Perceives an
Unfavorable
Environment
Favorable
S
Unfavorable
C
Perceives Self as Less Powerful
OH-27A
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Marston’s Model: Integrated
D
i
C
S
Favorable
Unfavorable
More Powerful/Act
Less Powerful/Accommodate
OH-27B
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Marston’s Model: Integrated
Integrated Perception of Environment and Self
Dimension
Environment
Self
Dominance
Influence
Steadiness
Unfavorable
Favorable
Favorable
More powerful
More powerful
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
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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
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OH-37
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D Profile Patterns
Developer
OH-38
Result-Oriented
Inspirational
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
Perfectionist
Practitioner
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Graph III
5
OH-42
2
6
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
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2.
3.
4.
A
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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
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5.
6.
7.
8.
9.
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
Wrap-Up
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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
S
W
S
i-S
W
OH-A
S
W
S
i-C
W
S
S-C
S
W
SW
S
8
W
W
i-i
C-C
6 7
W
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 person’s 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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