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 Reviewing Personality Traits 

  • Please complete the following:

This week, we learn how tests can reveal which jobs people are best suited for so that you can help your team reach its full potential. You learn about the different types of assessments and determine how they can be used when selecting people to be part of a team. Review your personality results from the DiSC assessment in JGR100. How can you use your assessment results to determine what your strengths are? How can you use them to predict what role you might fit best in on a team?

Part B

Please respond to the following:

  • Choose two fast food franchises and examine their facility layouts. Compare and discuss the differences in their layouts.
  • Evaluate how each of the layouts enhance or hinder productivity and the customer experience. Support your answer.
  • Be sure to respond to at least one of your classmates' posts.

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Management Profile Casey Tyler Tuesday, August 04, 2020

This report is provided by:

www.BishopHouse.com [email protected] 518-885-9064 P.O.Box 489 Burnt Hills, NY 12027

CASEY TYLER

2 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Introduction WELCOME TO EVERYTHING DiSC®

Casey, have you ever wondered why connecting with some people is easier for you than with others? CORNERSTONE PRINCIPLES

Maybe you’ve noticed that you have an easier time managing people who focus on creating lively environments and relationships.

Or, maybe you’re more comfortable working with those who take an optimistic, fast-paced approach than those who work at a steadier pace. Or, perhaps you relate best to people who are more enthusiastic than analytical.

Everything DiSC® is a simple tool that offers information to help you understand yourself and others better—and this can be of tremendous use as a manager. This report uses your individual assessment data to provide a wealth of information about your management priorities and preferences. In addition, you’ll learn how to connect better with people whose priorities and preferences differ from yours.

• All DiSC styles are equally valuable, and people with all styles can be effective managers.

• Your management style is also influenced by other factors such as life experiences, education, and maturity.

• Understanding yourself better is the first step to becoming more effective with your employees and your manager.

• Learning about other people’s DiSC styles can help you understand their priorities and how they may differ from your own.

• You can improve the quality of your management experience by using DiSC to build more effective relationships.

OVERVIEW OF THE DiSC® MODEL

Dominance

• Direct • Firm • Strong-willed • Forceful • Results-oriented

influence

• Outgoing • Enthusiastic • Optimistic • High-spirited • Lively

Conscientiousness

• Analytical • Reserved • Precise • Private • Systematic

Steadiness

• Even-tempered • Accommodating • Patient • Humble • Tactful

CASEY TYLER

3 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Your DiSC® Overview YOUR DOT This report is personalized to you, Casey. In order to get the most out of your Everything DiSC Management® Profile, you’ll need to understand your personal map.

As you saw on the previous page, the Everything DiSC® model is made up of four basic styles: D, i, S, and C. Each style is divided into three regions. The picture to the right illustrates the 12 different regions where a person’s dot might be located.

Your DiSC® Style: i

Your dot location indicates your DiSC style. Because your dot is located in the middle of the i region, you have an i style.

Keep in mind that everyone is a blend of all four styles, but most people tend strongly toward one or two styles. Whether your dot is in the center of one style or in a region that borders two, no dot location is better than another. All DiSC® styles are equal and valuable in their own ways.

CLOSE TO THE EDGE OR CLOSE TO THE CENTER? A dot’s distance from the edge of the circle shows how naturally inclined a person is to encompass the characteristics of his or her DiSC style. A dot positioned toward the edge of the circle indicates a strong inclination toward the characteristics of the style. A dot located between the edge and the center of the circle indicates a moderate inclination. And a dot positioned close to the center of the circle indicates a slight inclination. A dot in the center of the circle is no better than one on the edge, and vice versa. Your dot location is near the edge of the circle, so you are strongly inclined and probably relate well to the characteristics associated with the i style.

WHAT’S NEXT?

Now that you know more about the personalization of your Everything DiSC Management Map, you’ll read about the management priorities and preferences associated with the i style. Using this knowledge, you’ll learn how to use Everything DiSC principles to improve your ability to direct, delegate, motivate, and develop others more successfully. Finally, you’ll explore ways to work more effectively with your own manager.

CASEY TYLER

4 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Your i Style YOUR DOT TELLS A STORY Like other managers with the i style, Casey, you probably enjoy relating to other people. You tend to have a fairly extensive network of friends and colleagues, and you may view a roomful of strangers as a fun opportunity to connect. Similarly, you’re likely to get personal satisfaction out of introducing people who would not otherwise meet.

Because you’re optimistic and enthusiastic, you may find it easy to get the people you manage excited about your goals and ideas. When you speak, you’re likely to promote your opinions with passion. Many people probably find your enthusiasm contagious. However, those who are more skeptical may feel that you are overly optimistic at times.

When communicating, you tend to be expressive, and you may dial up your volume and gestures to get people’s attention. Compared to most managers, you have a stronger urge to process your feelings by verbalizing them. At times, your somewhat talkative nature may cause you to monopolize conversations, particularly with those who are more soft-spoken.

In terms of time management, you like to have a variety of tasks on your plate and probably grow bored with routine. Most likely, you maintain your enthusiasm and drive under time pressure. Although you’re often excited to start a new project, you may sometimes dive in without adequate planning or resources. Because you’re probably confident in your ability to improvise, you may prefer a more free-flowing approach.

You probably enjoy making gut-instinct decisions, but you also tend to be accepting of other people’s ideas. In fact, when people offer opinions or weigh in, you sometimes may be reluctant to give negative feedback for fear of being seen as the “bad guy.” At times, your optimism may also cause you to overestimate your own abilities or misjudge the difficulty of a task.

You genuinely enjoy being around other people, so you probably encourage people to work collaboratively. Most likely, you see team brainstorming sessions as leading to endless possibilities, and you tend to actively solicit ideas from other people. However, because you naturally want to connect and collaborate with others, you may not always realize that some people require more personal space.

Like others with the i style, you may tie your self-worth closely to your social circle. You strive to make favorable impressions whenever possible, and you’re most likely comfortable being the center of attention. In fact, you probably enjoy telling stories and entertaining others in a colorful, engaging way.

In conflict, you may be inclined to brush any unpleasantness under the rug for as long as possible. However, if your anger, frustration, or hurt reaches a breaking point, you may say things you later regret. For you, venting may feel like a therapeutic process, but it may make the people you manage highly uncomfortable.

Casey, like others with the i style, your most valuable contributions as a manager may include your ability to generate excitement, your high energy, and your desire to bring people together. In fact, these are probably some of the qualities that others admire most about you.

CASEY TYLER

5 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Shading & Priorities YOUR SHADING EXPANDS THE STORY

Casey, while your dot location and your DiSC® style can say a great deal about you, your map shading is also important.

The eight words around the Everything DiSC map are what we call priorities, or the primary areas where people focus their energy. The closer your shading comes to a priority, the more likely you are to focus your energy on that area. Everyone has at least three priorities, and sometimes people have four or five. Having five priorities is no better than having three, and vice versa.

Typically, people with the i style have shading that touches Encouragement, Action, and Collaboration.

Your shading stretches to include Support, which isn’t characteristic of your style.

WHAT PRIORITIES SHAPE YOUR MANAGEMENT EXPERIENCE?

Providing Encouragement Casey, like other managers with the i style, you tend to value people’s emotional needs and want members of your team to feel good about their contributions. Therefore, you probably take time to give people recognition and celebrate group victories. You focus on providing encouragement so people feel energized and optimistic about their work.

Valuing Collaboration You tend to recognize the importance of group effort, making it a key component of how you work. Most likely, you include others in important activities and decisions, and you may pride yourself on your ability to build team spirit by getting everyone involved. You value collaboration because you think it not only leads to better outcomes, but it makes the job more fun.

Taking Action Managers with the i style usually like excitement and fast movement. Most likely, you’re energized by innovative, groundbreaking solutions, and you’re eager to hit the ground running. In fact, your pace might be a bit fast for some of the people you manage, but rather than slow down, you may encourage them to catch up with you. Because you emphasize action, you may inspire your team to push forward quickly.

Giving Support Moreover, you place a high priority on supporting others, although this is not typical of the i style. You may prefer to have harmony in your relationships, and people probably know you’re ready to help or listen patiently when needed. Because an orderly, peaceful environment is important to you, you’re willing to put your own needs aside to give support to others.

CASEY TYLER

6 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Your Management Preferences WHAT DO YOU ENJOY ABOUT MANAGING? Different people find different aspects of their work motivating. Like other people with the i style, you may enjoy working with others toward a common goal, and you may strive to create a high-energy environment where people can express themselves. In addition, you likely appreciate that management allows you to help others succeed in their professional development. Furthermore, you may appreciate the ability to foster a supportive environment where people listen to one another’s needs, and this is less typical of the i style.

You probably enjoy many of the following aspects of your work:

• Developing warm relationships with team members • Keeping things moving • Inspiring others to do their best • Promoting creativity • Building an optimistic mindset in others • Getting people involved • Increasing enthusiasm • Supporting people when they express their concerns and

frustrations • Considering the needs and opinions of others

WHAT DRAINS YOUR ENERGY AS A MANAGER?

Then there are those management responsibilities that are stressful for you. Because you want to maintain friendly relationships and be well-liked, you may have problems pushing people to get results, especially if doing so requires you to confront them. Furthermore, you may dislike an atmosphere that feels dull or hinders your energetic pace. At the same time, unlike others with the i style, you may find it difficult to manage people who are too aggressive or combative.

Many of the following aspects of your work may be stressful for you:

• Giving people unpleasant feedback • Being forceful or insistent with others • Making tough decisions independently • Working steadily toward long-term goals • Managing challenging or skeptical people • Being unable to use your intuition • Having to slow your pace • Having to reprimand people • Dealing with angry or argumentative people

CASEY TYLER

7 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Directing and Delegating YOUR DIRECTING AND DELEGATING STYLE As a manager, you may find that effectively directing and delegating to your employees is more complex than simply handing off an assignment with a “please” and “thank you.” Perhaps you’ve noticed that individual employees respond positively to different types of instruction and feedback. Some want specific directions and welcome objective feedback, while others want just the opposite. Based on your DiSC® style and priorities, you have a natural approach to directing and delegating. However, to maximize satisfaction and productivity, it’s important to consider how effective your approach may be with employees of different styles.

Casey, because you place a strong emphasis on encouragement, you tend to be optimistic about people and their abilities. Therefore, you usually give individuals the benefit of the doubt and may assign tasks to team members without making sure they have the skills to get the job done.

You also prefer to collaborate, and the people you manage may be empowered by your trust in their abilities. However, when situations require a more direct approach, you may have trouble being tough and holding people accountable.

Because you focus on action, you tend to be fast-paced when directing a team. You probably try to get others excited about their tasks, but you may occasionally be vague about the specifics in your eagerness to get people moving.

Furthermore, you tend to be supportive, which isn’t typical for someone with the i style. As such, you usually make sure people know you’re there to help when needed.

HOW DO YOU APPROACH DIRECTING AND DELEGATING?

Strengths Challenges

• Giving direction in a friendly and positive manner • Making people feel that they are important

contributors • Encouraging creativity in the execution of tasks • Generating enthusiasm • Getting people moving • Making yourself available to help

• Pushing people to complete their tasks • Judging people’s abilities or competencies,

without overestimating them • Giving clear, detailed explanations • Analyzing options before assigning a task • Highlighting the importance of routine tasks • Creating a reliable setting

CASEY TYLER

8 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Directing and Delegating to the D Style

HOW DOES THE D STYLE LIKE TO WORK? People with the D style prioritize the bottom line and are driven to get results. Furthermore, they are willing to take risks in pursuit of success, probably even more so than you. They strive for ambitious goals and want the freedom to make their own decisions without having to ask for input from other people. And because they value their independence, they may not share your preference to collaborate and work closely as a team. Their autonomy also makes them less likely to require the encouragement you frequently offer.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER People with the D style are often questioning and skeptical, and they may challenge your authority if they disagree with your decisions. They don’t share your focus on other people’s feelings and may be blunt or assertive when expressing their opinions. And because you tend to assume the best in people, you may mistake their self-assured attitude as competence, even if they don’t have the necessary skills or experience. In these cases, you may be surprised when they fail to deliver what you expected.

HOW TO BE EFFECTIVE WITH THE D STYLE

Like you, people with the D style are fast-paced and want to work on exciting projects that will make a big impact. Therefore, encourage them to tackle more adventurous tasks. Give them freedom to decide on methods and tactics, but make sure they don’t try to make decisions that exceed their qualifications. If they have exhibited sound judgment in the past, show respect for their bold ideas and decision-making ability. Given your i style, you may need to focus more closely on their skill level and make sure to check in more frequently if they lack experience.

If they’re less experienced If they’re more experienced

• Don’t confuse confidence with competence. • Review their plans before they move ahead. • Check in often enough to make sure they’re on track. • Have them check with you before any risky decisions

are made. • Let them know that they will be given more autonomy

as they gain experience.

• Show them the most practical way to be productive.

• Be direct about the results you expect. • Set a deadline and let them figure out how to

proceed. • Make sure they understand the consequences of

their shortcuts. • Specify the limits of their authority while still

allowing for some autonomy.

CASEY TYLER

9 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Directing and Delegating to the i Style

HOW DOES THE i STYLE LIKE TO WORK? People who share your i style are generally upbeat and optimistic. You’re both usually sociable and openly expressive, and they probably appreciate your tendency to provide them with encouragement. They typically share your enthusiasm for exciting tasks and your eagerness to interact with others. Furthermore, they’re outgoing when it comes to expressing their thoughts and feelings. Just as you tend to be at ease when ideas and conversation flow freely, they may be most relaxed when they can be upfront about their needs.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER People who share your i style like to work in a fun environment, and you both probably appreciate the social aspects of the job. Like you, they enjoy spending time with other people, channeling their high energy into collaborative efforts. However, at times, your “i” employees may allow social needs to take precedence over the bottom line, and you may neglect to push them for practical results. And because you may find it easy to develop friendly relationships with them, it may be difficult for you to give them negative feedback.

HOW TO BE EFFECTIVE WITH THE i STYLE

Like you, these individuals tend to move quickly. Because they seek new or exciting projects, they may become restless if they are forced to work for long periods of time on routine tasks. They share your tendency to improvise and make spontaneous decisions. As a result, you may need to check in frequently with those who lack experience to make sure they are on track and meeting deadlines. For those who are more experienced, encourage creativity and experimentation, but make sure vital details or tasks don’t slip through the cracks.

If they’re less experienced If they’re more experienced

• Make sure they don’t lose track of details. • Give them plenty of encouragement. • Limit their socializing. • Check their understanding since their enthusiasm

might hide a lack of clarity. • Hold them accountable for missed deadlines or

skipped steps.

• Allow them to take the lead in group settings. • Make time to go over the details with them. • Encourage them to keep moving forward. • Acknowledge their contributions publicly. • Keep them on track and on schedule.

CASEY TYLER

10 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Directing and Delegating to the S Style

HOW DOES THE S STYLE LIKE TO WORK? People with the S style tend to be accommodating and flexible, and you share their supportive nature even though it’s less typical for someone with the i style. Therefore, they’ll respond positively to your friendly manner and genuine interest in their needs. However, because they want to be sure they know exactly what is required, they want to be given clear guidance, yet may be too soft-spoken to ask for it. Consequently, you may need to make an extra effort to supply the step-by-step instruction that they like.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER These individuals tend to make steady progress toward predictable goals, while you’re more likely to rely on the power of enthusiasm and big ideas. Therefore, they may become uncomfortable if you delegate high-pressure tasks to them or urge them to take risks. They dislike dealing with abrupt changes, so your tendency to improvise and make quick adjustments may leave them disoriented. As a result, they may look for more stability from you, while you may become frustrated with their hesitancy to take chances.

HOW TO BE EFFECTIVE WITH THE S STYLE

Like you, people with the S style may be most comfortable in friendly, cooperative environments. While they share your preference to collaborate with others, they will seldom push for more authority within the group because they are much more comfortable working behind the scenes. Give them step-by-step instructions and make sure they’re comfortable with a task before setting them loose. If they have more experience, give them as much responsibility as you can, but make it clear that you’re available to advise them when needed.

If they’re less experienced If they’re more experienced

• Give clear, step-by-step directions. • Ask questions to confirm their understanding. • Check in with them frequently. • Refrain from giving them too much responsibility too

quickly. • Avoid pushing them to move ahead before they are

ready.

• Ask enough questions to elicit their concerns. • Give them additional responsibilities when they

seem ready for more challenges. • Encourage them to take initiative. • Make yourself available as an advisor. • Ask them directly what kind of support they

need.

CASEY TYLER

11 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Directing and Delegating to the C Style

HOW DOES THE C STYLE LIKE TO WORK? People with the C style relate best to clear objectives and fact-based ideas. They take time to analyze concepts and closely examine solutions. Because they rely on logic and objectivity, your tendency to make decisions based on gut instinct may frustrate them. Furthermore, they’re comfortable working alone, and they may even avoid the collaboration that you prefer. In fact, they require only very minimal face time and appreciate environments that foster independence.

POTENTIAL PROBLEMS WHEN WORKING TOGETHER These individuals want to produce dependable outcomes, so they tend to thoroughly consider all the consequences before choosing a plan. They prefer to go over options and proposals carefully, which is in contrast to your tendency to move quickly. Therefore, they may become annoyed if you pressure them to multi-task or rush their efforts, and they may see your push for exciting options as careless or sloppy. In turn, you may think their tendency to go over solutions repeatedly stands in the way of progress.

HOW TO BE EFFECTIVE WITH THE C STYLE

People with the C style want to work in an environment where they feel free to point out flaws and question inefficiencies. You may believe that their objections stifle creativity, but remember that they are more concerned with high quality and getting things right. Those with less experience may spend too much time analyzing and perfecting their work, so be sure to check in often enough to keep them on track. For those with more experience, allow more autonomy but set clear deadlines that keep them moving forward.

If they’re less experienced If they’re more experienced

• Avoid forcing them to collaborate unless it’s necessary.

• Help them achieve quality without putting deadlines at risk.

• Communicate with clarity rather than enthusiasm. • Make sure they have the resources they need. • Check in to make sure they aren’t getting bogged

down.

• Check in when necessary to ensure forward progress.

• Encourage them to ask for more direction if they need it.

• Listen to their concerns about quality. • Allow them to work independently when

possible. • Give them opportunities to help solve complex

issues.

CASEY TYLER

12 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Motivation MOTIVATION AND THE ENVIRONMENT YOU CREATE You can’t motivate people. They have to motivate themselves. As a manager, however, you can create an environment where it’s easy for people to find their own natural motivation. This means building an atmosphere that addresses employees’ basic needs and preferences so they can do their best work, and you may naturally create a certain type of environment for those around you. It’s important to understand the nature of this environment because it has a major impact on the motivation of the people you manage.

Casey, because you are enthusiastic and encourage others, the environment you likely create is one where people feel recognized and accepted. You probably help them see that work can be fun, and as a result, they may be more upbeat and optimistic about their tasks and contributions.

Most likely, your tendency to take action might help establish a high-energy setting where people want to get going and keep moving. The people you manage may be inspired by your fast pace, and your emphasis on forward momentum can help instill confidence that they are going to help make things happen quickly.

Similarly, your strong preference for collaboration may strengthen the bond among team members, which is often essential for reaching goals. People who feel that group efforts are appreciated are more likely to seek opportunities to brainstorm together and make improvements, without concern for who should receive the most credit.

Furthermore, unlike others with the i style, you have an extra priority that may influence motivation and the environment you create. Since you tend to offer support, the people you manage probably feel that someone cares about them, which can be extremely motivating for some.

THE ENVIRONMENT YOU CREATE • Because you deliver positive feedback, people feel good about their contributions. • Your optimism and enthusiasm can make work more fun. • Your passion and high energy may inspire people to move quickly. • Because you build teams, people feel a sense of camaraderie. • When you put confidence in others, they may feel empowered to use creative approaches. • Because you are understanding and patient, workers are less frustrated when attempting new things.

CASEY TYLER

13 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Motivation and the D Style WHAT ARE THE MOTIVATIONAL NEEDS OF THE D STYLE? Employees with the D style are motivated to win, so they probably care more about the bottom line than how they get there. They’re driven to achieve, probably more so than you, so they often thrive in competitive environments and can sometimes turn the most collaborative task into a contest. Furthermore, they share your desire to move quickly and want to make a big impact with innovative or daring ideas. In fact, they may be so focused on individual career growth that they disregard the needs of others, and you may have trouble understanding their challenging approach.

What demotivates the D style? How does conflict affect the motivation of the D style?

• Routine • Foot dragging • Being under tight supervision • Having their authority questioned or overruled • Feeling like their time is being wasted • Having to wade through a lot of details

• Employees with this style may embrace conflict as a way to create win-lose situations.

• They may be energized by the competitive aspects of conflict.

• They may waste energy dwelling on who is at fault.

How can you help create a motivating environment for the D style?

• Let them know the value they bring to the organization. • Don’t overlook opportunities to allow them to work independently. • Let them control their work environment as much as possible. • Orchestrate healthy competitions that will contribute to team success. • Challenge them with concrete goals meant to stretch their abilities. • Explain the big-picture, bottom-line purpose of new projects.

What’s the best way for you to recognize and reward the D style?

• Reward their top performances with more responsibility and autonomy. • Compliment them directly when their initiative and drive help the organization. • Give them credit for their work and ideas that lead to team success. • Offer them opportunities for advancement when they seek new challenges.

CASEY TYLER

14 © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited.

Motivation and the i Style WHAT ARE THE MOTIVATIONAL NEEDS OF THE i STYLE? Employees with the i style look for high-energy environments where adventurous or groundbreaking ideas are valued. They’re eager to collaborate, as you probably are, so they’re likely to put a lot of energy into socializing and maintaining relationships. Because they like fun, vibrant setting