Monthly Archives: September 2010

Is there a “Best” or “Ideal” DiSC® Classic 2.0 Profile Pattern?

DiSC Classic 2.0 ProfileMany people incorrectly assume there must be one best way of accomplishing tasks.  For example, someone may ask, “What DiSC Classic 2.0 Profile Pattern should a manager have?”  There is no one DiSC Classic Profile Pattern that is better for a manager than any other DiSC Classic Profile Pattern.  Managers with different patterns may approach their managerial duties differently, and then may react differently to a particular situation or to an individual employee, but each may be just as effective as a manager.

Success often has to do with a person’s motivation to succeed.  Another factor that contributes to success is that people often modify their environment to suit the way they like to do things.  A High “S” salesperson may focus on developing a sincere, trusting relationship with clients instead of going for the quick close.  People’s success is not connected to having certain behavioral styles.  Instead, people are effective if they know themselves, understand others, and can adapt to the needs of the situation.

Can People Be Expected to Change Their DiSC® Profile Behavioral Styles?

DiSC Profiles are not intended to encourage people to change their behavioral styles.  Instead, it focuses on helping people identify their strengths and possible limitations.  Also, pressure for radical change implies that someone’s Dimension of Behavior or DiSC Classical Profile Pattern (the way in which a person’s four dimensions of Dominance, Influence, Steadiness, and Conscientiousness combine creates a profile pattern that is different for each combination) is inadequate.  Most people willingly accept the description of their behavioral styles and are eager to develop skills to make themselves more effective.

DiSC Classic Profiles help us to understand ourselves and how our behavior affects others.   We learn how to maximize what we do well, have a positive attitude about ourselves and, most importantly, know how to adapt our behavior to meet the needs of other people.  Instead of being at each other, we can learn to successfully be with each other.  We learn to give others what they need so that we can get what we want.  DiSC profiles are not diagnostic tools, but dialog tools.

Behavioral Styles identified in the DiSC Profile are always shown to be tendencies not fixed responses to situations.

Our most popular online DiSC Profile is the DiSC Classic 2.0.

When Would You Use The Team Dimensions 2.0 Profile?

Team Dimensions 2.0 ProfileTo Build Effective Focused Teams

Successful team members don’t do the same thing at the same time. They do the right thing at the right time.  The Team Dimensions 2.0 Profile helps individuals work from their strengths by identifying their most natural team role, while giving them added appreciation for the contributions of others.

Discover the Right Roles for the Right People for Team Development

The Team Dimensions 2.0 Profile identifies the following five team roles:

  • Creators generate new ideas and fresh concepts.
  • Advancers communicate new ideas and carry them forward.
  • Refiners analyze ideas for flaws or revise projects systematically.
  • Executors deliver concrete results and seek successful implementations.
  • Flexers have an equal preference for most or all of the roles and can often adapt their styles to fit the team’s needs.

“Z PROCESS” Keeps Teams Moving in the Right Direction

The Team Dimensions 2.0 Profile maps the flow of assigning roles, completing tasks, and handing off tasks to other team members through the “Z Process.”

In this relay process, tasks are passed from Creators to Advancers, from Advancers to Refiners, and from Refiners to Executors. Flexers fill in the gaps to keep the process moving forward.

To Capitalize on Individual Strengths for Total Team Performance

As organizations rely more on teams to innovate, problem-solve, produce, and compete at the speed of change, understanding and capitalizing on individual approaches to group processes is key to creating high-performance teams. Use the Team Dimensions 2.0 Profile to:

  • Match individual strengths with team roles
  • Build team unity
  • Foster innovation
  • Shorten project cycle time
  • Reduce conflict

How Does The Team Dimensions 2.0 Profile Work? – Part II

The crossed hands of teamwork.In addition to the four approaches there are Four Basic Roles identified in the Team Dimensions 2.0 Profile:

  • Creator – The Conceptual and Spontaneous Approaches combine to form the Creator role.  The Creator generates fresh, original, out-of-the-box concepts and ideas in ways that defy generally accepted structures or rules.  The Creator perceives “the big picture.”
  • Advancer – The Spontaneous and Normative Approaches combine to form the Advancer role.  The Advancer recognizes ideas and new directions in the early stages and develops ways to promote them.  The Advancer uses insightful planning based on past experiences and proven methods to advance ideas towards implementation.
  • Refiner – The Conceptual and Methodical Approaches combine to form the Refiner role.  The Refiner challenges concepts, often playing the devil’s advocate.  Using a methodical process to analyze things in an orderly manner, the Refiner will detect flaws, identify potential problems, and suggest alternative solutions.
  • Executor – The Methodical and Normative Approaches combine to form the Executor role.  The Executor lays the groundwork for implementation, ensuring that the process moves forward in an orderly manner to achieve high-quality results.

A fifth role, the Flexer, appears when an individual uses a combination of all four innovative approaches.

  • Flexer – The Flexer monitors the contributions of all team members and steps in to fill gaps in the team during the various stages of the process.

This information helps team development and the creation of a stronger and more cohesive team.