Foundations of Leadership

SELF-
UNDERSTANDING
Discussion Session #78
 What is Leadership?
Self-Understanding
Resiliency

Self-Alignment

Customer Orientation Relationship Skills

Business Acumen LEADERSHIP Communication
Project Leadership IN THE MIDDLE Coaching/Mentoring
Managing Change Actualizing Vision

Integration Working with others

2
 Overview:
Why is Leadership so Critical Now?

1. Companies are very sick

2. What is Management? Leadership?

“In the Land of the Blind, One-Eyed Men Are Kings.” – French Proverb

3
 Why is Leadership so Critical Now?
Business Is Very Sick
• A man was let go from his position through a text message on his beeper
while attending a conference in the same city as his office.
• A woman was abruptly given the job of her boss, who had just committed
suicide. She was not given any directions, training, or coaching.
• A five-year SAP project for a global company has logged two deaths from
heart attacks, as well as large turnover rates and illnesses.
• A woman hired by a software firm discovered that she could no longer work
with the technical people on her team, because they refused to
communicate with her. Ironically, she was hired so that her communication
skills would rub off on them. Her comment: "Is there any place that I'll be
able to work my technical and people skills?"
Why Is Leadership the Solution to
the Economic Problems?

• Market share is driven by speed to market,

customer service, and/or efficiencies that drive
out cost. These cannot be done without
leadership.
• Security, stability and safety start through the
gateway of leadership. (see “Byte Wars” by Ed Yourdon)
What is Management? Leadership?

LEAD MANAGE

6
 How is Leadership Unique?
• The “why” of a business, organization
or team is critical for project / resource
prioritization but generally unknown.
• Leadership development is a paradox.
It must be practical and immediate.
However, to be able to “do,” leaders
must find quiet time to develop self-
understanding. There is a strong
tension between the need to act
quickly and the need to stop and
think. Leadership requires both.
 A Great Leader

 A great leader needs to know how to leverage

the strengths she already has, and to
surround herself with others to fill in her own
gaps.
 A great leader realizes that each of his people
is unique and coaches them to leverage their
own strengths.
 Therefore, leadership is about releasing the
potential that is already there.
What is Management? Leadership?

Self-Alignment

LEADERSHIP
IN THE MIDDLE

Integration Working with others

9
 Self-Understanding: 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
relationships with others
Self Understanding: Self Assessment

1. Definition of the Competency

2. Self-Assessment

3. 360-Degree Assessment

4. Identification of Strengths and Weaknesses

“To climb a tree, grab the branches not the blossoms.” – Unknown
11
 The DISC & PIAV

MOTIVATORS  No Right or Wrong Profile

Why and Where you
walk  No Good or Bad Profile

 Does not measure

BEHAVIOR - Intelligence
How you are walking? - Ethics
- Skill or ability
Behavior is….

• Observable
• Situationally-based
• Flexible
• Dynamic
• Based on thoughts and beliefs
 ®
Extended DISC Background
• The DISC-theory is based on theories developed
by early 20th century behavioral scientists. The
theories identify four behavioral dimensions

• Most behavioral analysis today builds on the

results of Carl Gustav Jung, one of the original
behavioral scientists

• In the 1940’s and 1950’s the DISC theory was

refined from the original Jungian theory
®
• The Extended DISC theory consists of 160
different behavioral styles and shows their
relative distance to each other

© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
 Conscious vs. Unconscious
Behavior
What It Measures:

A V S
K
CH UB CB
E
X
MC PC

CB - Conscious Behavior
UB - Unconscious Behavior
A - Attitudes X - Expectations
V - Values MC - Mental Condition
S - Skills PC - Physical Condition
K - Knowledge CH - Cultural Heritage
E - Experience
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
 Four-quadrant Division
of Behavior
Thinking
C Precise Decisive, tough
D
Follows rules Strong-willed
Logical, careful Competitive, demanding
Formal, disciplined Independent, self-confident

Withdrawn, shy Aggressive, blunt

Does not express opinions Self-centered
Gets stuck in details Overbearing
Does not take risks Exceeds authority
Sensing Intuition
Calm, steady Sociable
Careful, patient Talkative, open
Good listener, modest Enthusiastic, energetic
Trustworthy Persuasive

Resists new ideas Flamboyant, frantic

Does not express Careless, indiscreet
Stubborn Excitable, hasty
Does not seek change
S
Loses sense of time
I
Feeling
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
 Key Words for Different Styles

C D/C
D
Issues
C Logic D
Rules Goals
Exactness Results

S/C D/I
Routines Influence
Carefulness Activity

S I
Own Team People
Security I/S Atmosphere
Helping
Friendliness

S I
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
 Doing and Asking
C WHY? WHAT? D
D/C
Do It
C D
Let’s Do It Right Do It Now

S/C D/I
Let’s Do It How It Let’s Do It
Should Be Done

S I
Let’s Do It As Agreed Let’s Do It Happily

I/S
Let’s Do It Together

S HOW? WHO? I
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
I want it done
and I want it
done right now!

D
 D - DOMINANCE

Emphasis is on

shaping the environment by overcoming

opposition to accomplish results
 High “D” Overview

• Characteristics: High Ego

• Orientation: Results
• Motivated by: Challenge
• Basic Fear: Being taken advantage of
• Under Pressure: May show a lack of
concern for others
 Common “D” Characteristics

• Strong-willed
• Causes actions
• Challenges status quo
• Problem solver
• Focuses on immediate results
• Needs variety
 “D”Communication Style
• Often only to one direction; from him/her
to listeners
• own opinions are communicated as
facts that need no discussion
• may be blunt; says what he/she thinks
• good in discipline situations in which
compromise is not sought
 Potential “D”Weaknesses
• oversteps authority
• argumentative attitude
• fails to weight pros and cons
• insensitive to other’s opinions/feelings
• over emphasis on winning
 Preferred “D” Environment
• Power and authority
• prestige and challenge
• direct answers
• a wide scope of operations
• opportunities for individual accomplishment
• opportunities for advancement
• freedom from controls and supervision
• many new and varied activities
Let me tell you
what happened
to me...

i
 I = INFLUENCE

Emphasis on

shaping the environment by influencing or

persuading others
 High “I” Overview

• Characteristic: Optimistic
• Orientation: People oriented
• Motivated by: Social recognition
• Basic fear: Social rejection
• Under pressure: May become
disorganized
 Common “I” Characteristics
• Instinctive communicator
• Persuasive/Motivating/Encouraging
• Spontaneous/Impulsive
• Good leader
• Positive sense of humor
• Creative
• Dramatic/Emotional
 “I” Communication Style
• Selling and inspiring
• wants to talk a lot, but avoids details
• avoids bringing up difficult subjects
• good in giving constructive feedback
 Potential “I” Weaknesses
• may be careless
• undisciplined
• forgets rules
• not time conscious
• may shift responsibility for mistakes
• tends to listen when convenient
 Preferred “I” Environment
• Popularity, social recognition
• public recognition of ability
• freedom of expression
• group activities outside job
• freedom from control and detail
• coaching and counseling
• favorable working conditions
 We’re all in this
together, so let’s
work as a team
There’s no “I” in
“TEAM”!

S
 S = STEADINESS

Emphasis on

cooperating others to carry out the task

 High “S” Overview
• Characteristic: Consistent performer
• Orientation: Team oriented
• Motivated by: Maintenance of status
quo
• Basic fear: Loss of stability/change
• Under pressure: Can be overly willing
to give in
 Common “S” Characteristics
• systematic/predictable
• thorough
• loyal
• listens/understanding
• reliable/dependable
• consistent
 “S” Communication Style
• Often only to one direction; he/she
listens and nods
• answers when asked
• talks calmly and systematically
• prefers to talk about issues he/she
masters
• prefers to talk one-to-one than to a large
group
 Potential “S” Weaknesses
• resists sudden change
• takes time to adjust to change
• pessimistic
• needs to learn to say “no”
• reluctant to express
thoughts/opinions/feelings
• needs more initiative
 Preferred “S” 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
Can you
provide
documentation
for your claims?

C
 C = CONSCIENTIOUSNESS

Emphasis on

working conscientiously within existing

circumstances to ensure quality and
accuracy
 High “C” Overview
• Characteristic: Analytical attention to
details
• Orientation: Task oriented
• Motivated by: Correctness and quality
• Basic fear: Criticism of work
• Under pressure: Can become critical of
self and others
 Common “C” Characteristics
• Logical/analytical/precise
• perfectionist
• diplomatically polite
• organized
• quiet/reserved
• self-competitive
 “C” Communication Style
• Prefers to communicate in writing
• does not easily express disagreeing
views
• masters the details
• may lose the essentials
• does not like to talk about opinions or
abstract matters
• does not order; refers to rules
 Potential “C” Weaknesses
• Not inspiring
• avoids risks
• analysis paralysis
• needs to loosen/lighten up
• does not delegate well
 Preferred “C” Environment
• Control of those factors that affect their
performance
• clearly defined performance
expectations
• values quality and accuracy
• recognition for specific skills and
accomplishments
 Examples of Styles
C D
Spock Gen. Patton
Al Gore Madonna
Albert Einstein J.R. Ewing of Dallas
Jack Nicklaus Coach Bob Knight
Jimmy Carter John McEnroe
Ted Koppel Captain Kirk
Bjorn Borg Hillary Clinton
Richard Nixon Charles Barkley
Lyndon Johnson

Gandhi Robin Williams

Princess Diana Bill Clinton
George Bush Jay Leno
Michael J. Fox Dr. McCoy
Tom Brokaw Dolly Parton
Mother Teresa Arnold Schwarzenegger
Jim Carrey

S I
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
 Determining another’s style
Outgoing/Active

People Oriented
Task Oriented

D i
C S
Reserved/Shy
 How to identify a “D”

• Often interrupts you

• speaks on telephone at the same time
• is often in a hurry and has many
projects
• does not always appear polite
 Communicating with a “D”
Do: Don’t:
• be brief, direct, and to the • ramble
point • repeat yourself
• remember they desire • waste time
results • make statements
• answer “what”not “how” without support
• focus on task, cut small talk
• identify
opportunities/challenges
 How to identify an “I”

• Excited, open and friendly

• expresses when agrees with you
• emphasizes the positive side of issues
and things
 Communicating with an “i”
Do: Don’t:
• allow social time • skip introductions
• give them the opportunity • do all the talking
to talk • give lots of details
• show excitement • answer “who”, not
• involve “what” or “how”
brainstorming/creativity
• ask feeling/opinion
questions
• help transfer talk to action
 How to identify an “S”

• Secure and stable

• proceeds carefully
 Communicating with an “S”
Do: Don’t:
• go slow and easy/be • rush decision
patient • be pushy, vague,
• earn trust demanding or
• show genuine interest confrontational
• draw out their opinion • be vague/general
• provide reassurance/show
benefit
• answer all questions
 How to identify a “C”

• Things in order
• focuses on details
• polite in diplomatic way
 Communicating with a “C”
Do: Don’t:
• prepare in advance • answer questions
• use facts/be specific vaguely/casually
• address pros and cons • socialize
• use logical/organized • rush
approach • forget documentation
• be patient, persistent, and
diplomatic
 Rules about others….

Different Different
 =
Wrong Different

There is richness in diversity!

 Motivating Principles

• You cannot motivate other people

• All people are motivated
• People do things for your reasons, not
their reasons
• A person’s strength, when overused,
may become a limitation
 What is Leadership?
Self-Understanding
Resiliency

Self-Alignment

Customer Orientation Relationship Skills

Business Acumen LEADERSHIP Communication
Project Leadership IN THE MIDDLE Coaching/Mentoring
Managing Change Actualizing Vision

Integration Working with others

59
 Evaluation Questions
Use:
A Strongly agree
B Agree
C Disagree
D Strongly disagree
E Don’t know

 I found the presentation of material easy to understand.

 This Advantage session increased my knowledge on the
subject presented.
 I will be able to use some of the information from this
Advantage session in the future.
 The presenter was well prepared for this Advantage session.
 This presentation should be repeated in future semesters.