7 Remarkable Ways to Improve Your ROI Using DISC Training

What is DISC? DISC is a tool used to help you understand human behavior more clearly. If we want to be more effective in the workplace, then we need to have an awareness of the different personality styles that exist within our team. Our normal expectation as a leader, is that everyone thinks, acts and responds the same way we do; which is not the case. There are four different personality styles, and DISC helps a leader learn to communicate with each one according to THEIR needs.

More and more businesses are realizing the benefits of ‘communication and personality styles’ training amongst their leaders and their teams. We’ve discovered that by understanding the different personalities, you can retain good talent and help improve their productivity; resulting in a positive work environment, with less turn over and peak performers helping reach company goals. In order to achieve this, you must start by leading yourself first and then learning how to lead others. That’s why DISC is a perfect fit for the business world.

Here are 7 Remarkable Ways to Improve Your ROI Using DISC Training:

Time saver. It could take years to try and figure out how to motivate each person on your team, how to interact best with your boss or how to communicate with new clients. Understanding the model of human behavior, helps take the guess work out when dealing with people, and saves years of headaches trying to figure it all out and increases your productivity meanwhile.

Hire the right people for the right position from the beginning. 80% of high turnover is due to poor hiring decisions, and the cost of replacing an employee is an estimated 1/5 of their salary. Hiring the wrong person can cost you more than high turn over though. It can cause a disturbance in culture, decreased work production and potential customer loss. With DISC, you’ll be more accurate in your employee placement and learn if the job candidate is the right “FIT”. DISC will help you match job requirements to an individual’s personality, learn their strengths as indicated in their personality assessment, learn what motivates each person as indicated in their personality assessment and learn how they will connect with and add value to the existing team.

Lower turn over rates. Research has shown that motivated employees are 87% less likely to leave an organization. When you have people in the right position and you know how to make them feel valued in a way that THEY need to feel valued, you can maintain good talent instead of lose them to a company who understands this.

Develop a more engaged and cohesive team. What if you had X-ray glasses and could see your team’s strengths, needs and interaction dynamics? What if you could reduce conflict? Improve co-operation? Reduce turnover? Boost morale? DISC assessments and team charts give you the tools to do just that. You can help your team learn the strengths of each member, understand TEAM dynamics, discover each team member’s personality traits, build better communication and learn what motivates each team member. The more engaged your teams are with one another, the more dedicated to your organization they’ll become.

Improve the quality and efficiency of the work within your team. DISC helps managers determine strengths and weaknesses of each individual on their team, and gives them options on how to help their employees improve. It also assists you in determining the training needs each employee has. We are all wired differently, therefore, we learn differently. If you try to train every employee the same way, you will be holding many of them back from understanding and implementing their job duties. When you understand their training needs, you can help improve the quality and efficiency of their work.

Improve poor behavior quicker. Your progressive disciplinary procedure should stay the same for everyone, however, the disciplinary conversations you have with each employee changes according to their personality style. DISC enables you to coach people up and keep them motivated. Studies have proven that motivated employees call in fewer sick days, have less insurance claims, less employee theft, fewer wasted hours and less HR issues.

Develop future leaders of your company. When you understand the people you’re managing, you can help improve their personal performance and then develop a strategic plan to point them towards a leadership role. The more they see you invest in their future, the more committed they’ll be to invest in your company’s future as well.

Bottom line… DISC takes ALL the guesswork out when dealing with people.

Weekly Challenge:

Take a personality assessment and learn how YOU prefer to connect & communicate with others and how you are most likely to get motivated to achieve more.

TWEET IT:
“Research has shown that motivated employees are 87% less likely to leave an organization.” @BetsyAManning

Take a personality assessment and learn how YOU prefer to connect & communicate with others and how you are most likely to get motivated to achieve more.

Discover the Six Critical Attributes of A Difference Maker

It was Steve Jobs who famously said: “We are here to put a dent in the Universe.” To make sure, that when we leave, our dent will still be there with our unique name on it is a somewhat of a big challenge. It’s an even bigger challenge to do what we need to do to put the dent there in the first place. This is what being a difference maker is about.

I came up with 6 attributes that characterise a Difference Maker in this 21st century.

Difference Makers are big picture people. This doesn’t mean that they have to do big things because sometimes it’s the small things that make the biggest difference. Big picture people are open to seeing the world in all its facets. They don’t sweat the small stuff; they don’t get stuck in being judgmental or moralistic; they value and appreciate diversity. They think globally, while acting locally. They have a panoramic view of whatever it is they are contemplating or taking action on. They live, breathe, think and act in a wholistic way.

Difference Makers are inclusive. They don’t create barriers through which people have to jump if they want to interact or work with them. Instead they are open to all people of good will. They value the diversity inherent in being inclusive. They value connectedness.

Difference Makers have a multi-disciplinary approach in their thinking and their action. They don’t operate out of one theoretical, ideological or professional mindset. They recognise that truth cannot have boundaries placed around it, nor does it have any closure. They have an ability to hold, contain and synthesise many different ideas from many different disciplines and philosophies in a way that creates new meanings.

Difference Makers are reflective by nature. They value the exploration of experience, the looking back at it either alone or with others.They see value in the contemplation, that stills the noise in their world and allows them to discover deeper meaning and purpose. They are not, in essence, however, contemplative, but rather action oriented. Their reflection is dynamic and alive and guides their future action. They are problem posers, not just problem solvers.

Difference Makers embrace, rather than be threatened by, a worldview characterised by uncertainty, unpredictability, ambivalence and paradox. They accept this is reality without being completely comfortable with it. They have developed the self-mastery to live creatively in the tension, straddle the ambivalence and grow stronger. They lead with acquired wisdom, not merely strategy.

Difference Makers acknowledge, work with and honour complexity. Again they see it as inherent to their world today. They do not try to control and escape it by reducing everything to its lowest denominator whereby in the process they remove the essence. Instead they draw on all the other qualities of Difference Makers above to creatively and innovatively create new solutions.

How To Be Better At Leading Change

70% of all change initiatives fail.

That’s a pretty startling statistic. Especially when you consider how important change is. I mean, we all acknowledge this, right? There aren’t many organizations out there saying, “You know what we need to do? We need to maintain the status quo, and we need to do it now!”

Every breakthrough involves change. Every innovation involves change. Every new product, policy, or service that moves you ahead of the competition involves change.

So change is vitally important-and yet 70% of change initiatives fail.

Why is that?

It’s because the people leading change don’t play the long game.

To put it another way, they declare victory too soon. Here’s why.

Change is difficult. There’s no getting around that. Change can be messy and uncertain-especially when you’re right in the middle of it. As Harvard professor and author of The Change Masters Rosabeth Moss Kanter puts it, “Everything can look like a failure in the middle.”

In fact, the middle part of change-the messy, uncertain part-can be so painful that we declare victory the instant we’re through it. It’s as if, as soon as we start to see light at the end of the tunnel, we wipe our brow, give each other a high five, and say, “Whew! That’s done!”

But it’s not done. Yes, you’ve made it through the messy part, but you haven’t anchored the change. It’s not yet a part of the culture. It hasn’t “stuck.”

You played the short game.

The truth is, change is a long game. The average successful corporate change initiative is a seven-year process-of which years three, four, and five are the messy part. But notice that there are still two years of anchoring left before the change sticks, before it becomes part of the culture.

It’s the part after the messy part that determines whether or not your change initiative will last.

So what, as a leader, do you do during this part?

You reinforce the change.

You actively look for any and every positive outcome that is a result of the change, and you become relentless about communicating these outcomes to the team. You have to be the one connecting the dots of success back to the change because, left to their own, your team members will not make the connection.

Only by reinforcing the change can you anchor the change, and only by anchoring the change can you make the change truly stick.

And once you do this, you’ll be in that exclusive club of leaders whose change initiatives succeed.