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Middle Leaders Course
Module OneUnderstanding My Leadership StyleGetting a Gauge on my TeamCommunication: Facilitating Teams
Presented by: Bec Clements, Sandra Hite, Samantha Rodgers
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Module OneUnderstanding My Leadership StyleGetting a Gauge on my TeamCommunication: Facilitating Teams
Bec Clements, Sandra Hite, Samantha Rodgers
Middle Leaders Leading Myself and Others
Session One (8.30 - 10.00)
1. Understand what DISC is
2. Identify your personal communication style
3. Be able to recognize others’ styles4. Be able to adapt your style to
improve results
5
Leadership Capability
3
Leadership Capability
L1.2 Displays a sense of self-efficacy and personal identity
L 2.5 Understands people
What experience and knowledge are we bringing to the session today?
Huh? Somewhat confident Fairly confident Got it!
Confidence Continuum – Leading Teams
Invitation to learning – turn and talk?
Tracking your thinking
What question are you going to carry with you today?
What are you curious about?
Share with someone at your table
Underline statements that help you be successful in your role at school. Circle statements that may be barriers to your success in school.
Put things you don’t agree with in brackets.
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The DISC Model…
A four quadrant model that helps us identify different communication/behavior styles and adapt our style to improve results.
Dominance – how we approach problems
Influence – how we approach people Steadiness – how we approach pace Compliance – how we approach
procedures4
Insights2improvement.com
DISC Overview
C D
IS
Things
People
E x t r ove r t
Int rover t
Copyright © 1998. Target Training International, Ltd.
Insights2improvement.com
What Does DISC Measure?
HOWHOW
NOT WHYNOT WHY NOT WHATNOT WHAT
BEHAVIOR
SKILLS
EDUCATION
VALUES
INTELLIGENCE
& TRAINING
& EXPERIENCE
Copyright © 1998. Target Training International, Ltd.
DISC Language RulesRULE #1 Use and discuss the language with only those
who know the language
RULE #2 Exhibit your knowledge of the language by knowing your behavioral style, silently recognising other people’s style and then adapting for greater communication
RULE #3 Teach others the language in a setting where appropriate time is available for
understanding
RULE #4 Don’t use DISC as an excuse for ineffective behaviour
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UNDERSTANDING THE DISC GRAPHS p. 21
Insights2improvement.com
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Behavioral Style Analysis Graphs
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What do people need to understand about your core style? (pp.3-13)
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General Characteristics - General Characteristics - DominanceDominance
Needs driven behavior… Stress reliever… Expectations of others… Conflict
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Copyright © 2004, Target Training International, Ltd.
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Relating to the Dominance Style
• Be direct, brief and to the point• Stick to business• Results-oriented approach• Identify opportunities/challenges• Provide win/win situations• Use a logical approach• Touch on high points; do not overuse
data!• Do not touch; keep your distance
Be prepared for:
• Blunt talk• Demands• Lack of empathy• Little interest in social interaction
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General Characteristics - InfluenceGeneral Characteristics - Influence
Needs driven behavior… Stress reliever… Expectations of others… Conflict
Insights2improvement.com
Copyright © 2004, Target Training International, Ltd.
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Relating to the Influence Style
• Allow time for relating and socializing• Lighten up; have fun• Ask for feelings and opinions• Use touch (forearm and back)• Friendly, non-threatening environment• Involve in brainstorming new ideas and
approaches• Expect quick decisions• Provide opportunities for recognition and
reward
Be prepared for:
•Hunger for the limelight •Overly optimistic•Overselling ideas and points of view•Takes rejection hard
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General Characteristics - General Characteristics - SteadinessSteadiness
Needs driven behavior… Stress reliever… Expectations of others… Conflict
Insights2improvement.com
Copyright © 2004, Target Training International, Ltd.
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Relating to the Steadiness Style
• Be patient• Draw out their opinions• Provide a logical approach to the facts• Relax- allow time for discussion• Show how solutions will benefit them• Clearly define all areas• Involve them in planning
Be prepared for:
• Friendliness to colleagues• Resistance to change• Difficulty prioritizing tasks• Difficulty with deadline pressures
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General Characteristics - General Characteristics - ComplianceCompliance
Needs driven behavior… Stress reliever… Expectations of others… Conflict
Insights2improvement.com
Copyright © 2004, Target Training International, Ltd.
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Relating to the Compliance Style
• Use data and facts• Examine argument from all sides• Keep on task- don’t socialize• Disagree with the facts, not the person• Focus on quality• Avoid “new” solutions; stick to proven ideas• Do not touch!• Allow time for them to think Be prepared for:
•Discomfort with lack of clarity•Resistance to general or vague info•Strong urge to check and double- check•Little need to affiliate with others
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What have you learned?Table Quiz
RULE #2 Exhibit your knowledge of the language
by knowing your behavioral style, silently recognising other people’s style and then adapting for greater
communication
Insights2improvement.com
“Since I’ve only been in this job for 10 years, I don’t see any reason to change.”
“I’ll call my friend in that department to see if the new boss is nicer than mine.”
“I’ll decide whether to apply after I thoroughly investigate the pros and cons of the new job.”
“I’ve decided to take the job.”
D
A new job opening has been posted in another department.
i
CS
i
C
S
D
PPT 11-9
Job Opening
Insights2improvement.com
At a company-wide meeting, a manager praises her team for outstanding results and promises more great things to come.
Di
CS
i
C
S
D
Concerned that they don’t have a plan for what the manager is promising.
Annoyed because he wasn’t mentioned by name.
Already planning the next steps in her head.
Proud, but worried about what’s coming next.
PPT 11-10
Company Meeting
Insights2improvement.com
Client-support teams have been reassigned within an organization.
Di
CS
i
C
S
DSuspicious because she thinks the reassignments may be a bad deal for her.
Asks for a few weeks to work out the details of the new system.
Asks for a few weeks to prepare her customers for the change.
Calls his new clients to set up lunch dates.
PPT 11-11
Team Reassignment
Insights2improvement.com
A department manager has asked for a proposal for rearranging the office.
Di
CS
i
C
S
D“Don’t worry, I’ll take care of the whole thing.”
“Is it OK if I don’t move?”
“Can we pick who we sit by?”
“I’ll have some alternatives drawn up by next week.”
PPT 11-12
Rearranging the Office
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Getting a gauge on your team: Interpersonal relationshipsAppreciating the similarities and differences of your team
Session Two (10.30 - 12.00)
Adapted Style
Look at the differences between your natural style and your adapted style. What has changed?How/ Why?
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30
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I over C represents self- confidence and being relaxed with others. Feels able to persuade others in any situation.
D over S represents a sense of urgency with the need to respond quickly to challenges and have flexibility in approach.
Insights2improvement.comCopyright © 1998. Target Training International, Ltd.
DiSC Interaction Guide
QuestioningLogic Focused
ObjectiveSkeptical
Challenging
AcceptingPeople Focused
EmpathizingReceptiveAgreeable
D
S
i
C
Active Fast PacedAssertiveDynamic
Bold
ThoughtfulModerate Paced
CalmMethodical
Careful
Dominance Influence
Conscientiousness Steadiness
Extraverted
Introverted
PeopleT
ask
Insights2improvement.com
Communication Do’s & Don’ts Tips p7
Dominance Do’s Clear, specific, to the point Be prepared, stay on task Focus on results/outcomes
Dominance Don’ts Ramble & waste time Focus on personal stuff Force into a “losing” argument
D Influence Do’s Relate and socialize Discuss people and their goals Compliment and ask for opinion
Influence Don’ts Cut-off or be “cold” Talk down to them Be too task oriented
I
Steadiness Do’s Connect personally, break ice Be sincere with interest Patient with discussing ideas
Steadiness Don’ts Rush (into business) Focus on changing or quick response Interrupt as they speak-listen
S Compliance Do’s Prepare and have the facts/data Be logical and stick to agenda Discuss all options
Compliance Don’ts Be disorganized Force a quick decision on anything Be try to win them with warmth
C
PreciseAccurate
Concern for QualityCritical Listener
Non-Verbal CommunicatorAttention to Detail
CreativeSlow Start / Fast Finish
VacillatingTemperamental
CompetitiveConfrontational
DirectResults-OrientedSense of Urgency
Change Agent
AccommodatingDislikes Confrontation
PersistentControls Emotion
AdaptableGood Listener
Good SupporterTeam PlayerPersistent
CooperativeSensitive to Others’ Feelings
High Trust LevelNot Fearful of Change
ContactabilityRather Talk than Listen
Verbal SkillsProjects Self-Confidence
Process-OrientedQuick to Change
IndependentOptimistic
Product-OrientedSlow to ChangeSelf-Disciplined
Pessimistic
Copyright © 1998. Target Training International, Ltd.
BLUEEmotion: FearFear: Criticism
of Work
YELLOWEmotion: Optimism
Fear: Social Rejection
REDEmotion: Anger
Fear: Being TakenAdvantage Of
GREENEmotion: Non-Emotional
Fear: Loss of Security
EvaluatingInvestigating
PlanningCritical
ReactingEfficientDecisive
Harsh
SupportingTrusting
ExperimentingAppeasing
ObservingReflectingApplyingAvoiding
DIRECTS TOO MUCH
TALKSTOO MUCH
QUESTIONSTOO MUCH
AGREESTOO MUCH
CleverEducated Guess
Experimental
FeelingsPerception
Your OpinionFrequent StoppageFollow Directions
In My Opinion
NewRevolutionaryCutting Edge
Substantial ChangeInnovativePlay to Win
ComplexAbstract
Override the People
TheoreticalThe Same for
EveryoneSophisticated
Requires Study
StandardizedStructured
Uniform
Communication Don’t’s
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Copyright © 1998. Target Training International, Ltd.Copyright © 1998. Target Training International, Ltd.
Insights2improvement.com
Working with a team member…
Copyright © 1998. Target Training International, Ltd.
In what ways might you choose to adapt your behaviour when working with your team member?
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Your take away…
Copyright © 1998. Target Training International, Ltd.
Choose one thing you can do back in your teams that from your learning
To influence and form a strong bond with a conductor you need to
include words or phrases such as:
Your opinion counts
Advancement
Be able to take advantage of opportunities
Be in a high visibility position
Making a big contribution
Challenging
Keep getting the results you want
Being involved in all the important decisions
Lead the pack
Right in line with the direction you are taking
Get people to start listening
No interruptions
CONDUCTOR
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Copyright © 1998. Target Training International, Ltd.Copyright © 1998. Target Training International, Ltd.
Make change work for you
Be able to take advantage of opportunities
Rewards should be automatic
You’re important to your company’s success
Be accepted for who you are and what you do
Make the business run your way
Call your own shots
Being respected for what you do
You’re doing important work
Being your own person
To influence and form a strong bond with a persuader you need to
include words or phrases such as:
PERSUADER
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Copyright © 1998. Target Training International, Ltd.Copyright © 1998. Target Training International, Ltd.
Exciting
Getting recognition
Gain respect
Builds on what you have
already accomplished
New
Unique
Get your point across
Creating the right image
Blend in well with everyone
Committed to a team approach
Easy to adapt for your purpose
To influence and form a strong bond with a promoter you need to include
words or phrases such as:PROMOTER
31
Copyright © 1998. Target Training International, Ltd.Copyright © 1998. Target Training International, Ltd.
Good team players
Resolve everyone’s concerns
You probably do a lot morethan you get credit for
Relationship-oriented
Achieve consensus
Integrated without disrupting anything
Create a solid foundation
Have the security of knowing
Widely accepted
To influence and form a strong bond with a relater you need to include
words or phrases such as:RELATER
32
Copyright © 1998. Target Training International, Ltd.Copyright © 1998. Target Training International, Ltd.
No-nonsense / Down to earth
Nothing complex about it
Hassle-free relationship
Fighting never resolved anything
Staying in the mainstream
No conflicts / Free of controversy
In line with the industry standard
Keeps people off your back
Make the business run predictably
Establish fail-safe predictability
Tested / Proven
Easy for people to use
To influence and form a strong bond with a supporter you need to
include words or phrases such as:
SUPPORTER
33
Copyright © 1998. Target Training International, Ltd.Copyright © 1998. Target Training International, Ltd.
Spread the risk
Don’t get stuck in the middle
Reasonable goals and tasks
Change does not need to be unpredictable
Not subject to wide swings
Not be in a big hurry
Know how things aresupposed to be done
Keep everything on a safe course
No more chaos
To influence and form a strong bond with a coordinator you need to
include words or phrases such as:
COORDINATOR
34
Copyright © 1998. Target Training International, Ltd.Copyright © 1998. Target Training International, Ltd.
Have everything running like clockwork
Keep things on track
Operates predictably
You need your privacy
Great accuracy
Proven through research
Minimize your risk
Knowing is better than guessing
No radical change
Be able to quantify everything
Tested / Proven reliability
Not dependent on the “human factor”
To influence and form a strong bond with an analyzer you need to include
words or phrases such as:ANALYZER
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Copyright © 1998. Target Training International, Ltd.Copyright © 1998. Target Training International, Ltd.
Have completecontrol over your business
Be able to use yourassets to your fullest potential
Maintain control overwhat is really important to you
Designed to be easily controlled
Gives you control over outcome
Designed with financesand operations in mind
Put the standards in the right place
Thought through
Minimize the “human factor”
To influence and form a strong bond with an implementor you need to
include words or phrases such as:
IMPLEMENTOR
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Copyright © 1998. Target Training International, Ltd.Copyright © 1998. Target Training International, Ltd.
Session Three
47
Session Three (12.45 – 3.30)The Art of FacilitationProfessional Learning Communities
Facilitating
Practical Application Tools
A Toolkit
● Norms● The Why and How of meetings● Processes and Protocols
Team or Group
Professional Learning Communities
GROUP MEMBER CAPABILITIES
• Know one's intentions and choose congruent behaviors.• Set aside unproductive patterns of listening, responding and inquiring.• Know when to self-assert and when to integrate.• Know and support the group’s purposes, processes, topics, and development.
lead collaborate teaching practices deprivatized practice relational trust in one another, in students and in parents individual and group learning based on ongoing assessment and feedback compelling purpose, shared standards academic Focus collective efficacy shared responsibility for student learning collaborative culture communal application of effective teaching practices deprivatized practice relational trust in one another, in students and in parents individual and group learning based on ongoing assessment and feedback lead collaborate compelling purpose, shared standards academic focus collective efficacy shared responsibility for student learning collaborative culture communal FACILITATE application of effective teaching practices deprivatized practice relational trust in one another, in students and in parents individual and group learning based on ongoing assessment and feedback lead collaborate compelling purpose, shared standards academic focus collective efficacy
Are you making things easier?
To facilitate means “make easier.” A facilitator is one who conducts a meeting in which the purpose may be dialogue, shared decision-making, planning, or problem-solving. The facilitator directs the procedures to be used in the meeting, choreographs the energy within the group, and maintains a focus on meeting standards. The facilitator should rarely be the person in the group with the greatest role or knowledge authority.
Conducts a meeting
The beginning-a well constructed
Agenda
Dialogue, shared decision making, planning and problem solving
Dialogue, shared decision making,
planning and problem solving
Maintains a focus on meeting standards
Maintains a focus on meeting standards
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Questions
60
Questions
Some are invitational
61
Questions
Some are exploratory and open ended
62
QuestionsExamplesWhat are some ideas we haven’t heard yet?
Can you help me understand your thinking?
Given your experience in inquiry, what might be some of your assumptions about
Why this is not working?
You know, I need to test an inference here. . . I am seeing some head shaking.
Are you in disagreement?
How might we identify our assumptions on this?
I’m curious about what we have not achieved with the current structure?
Directs procedures
…and choreographs the energy
So, do you feel you will be making things easier?
A facilitator is one who conducts a meeting in which the purpose may be dialogue, shared decision-making, planning, or problem-solving. The facilitator directs the procedures to be used in the meeting, choreographs the energy within the group, and maintains a focus on meeting standards.
A Toolkit
● Norms● The Why and How of meetings● Processes and Protocols