Naughty Or Nice: A holiday Look At Extended DISC Behavioral Styles

We've all got some "naughty" and "nice" to our styles.  Here's how we can use Extended DISC to help us show more niceness this holiday season.

One of my favorite things about the holidays is the dose of good cheer so many people seem to have swallowed this time of year.  Even though most of the days are 'business as usual' there's a vacation-esque feeling in the air that seems to put people in a good mood.  It surprised me to see this week that, according to a Consumer Reports survey, maybe 15% of people don't look forward to "having to be nice" during the holiday season.

Being nice is listed with Americans' top holiday dreads such as "gaining weight over the holidays," "crowds and long lines," "seeing certain relatives," and "seasonal music."  Some of the list of "dreads" is enough to put a smile on your face.

No, not that kind of smile.  Something more like this:

As an hommage to that friendlier, smilier guy in red, who likes to be nice, we at OLS are offering 10% off Extended DISC points for the month of December.  We're hoping that brings a little holiday cheer, whether by lending a hand to your company's bottom line, or by helping those who take the assessment consider how they might most effectively put into play the "nice" side of their style.

One of the things we try to make clear about Extended DISC is that there is "no right or wrong style."  We say that in every Extended DISC training we give.  Recently, at an OLS training when that point was reiterated, an attendee said "Oh no!  There are wrong or right styles!"  We all laughed knowingly.  

The gift of Extended DISC is to help us have more awareness around behaviors we're (usually) not totally conscious of and how those behaviors might look to or effect others, helping or hurting us to build relationships and engage in positive and effective communication and teamwork.  Understanding your natural and adjusted behavior style with Extended DISC also helps you understand your motivators, hopefully resulting in greater job satisfaction.

When we look at Extended DISC reports we talk about the strengths of ours styles, if we are using those strengths fully, and what our weaknesses are (maybe a strength overused?) and where are our opportunities for improvement.  Although we really do believe that there are no wrong or right styles, what that attendee was talking about was the parts of our styles that can sometimes show up as not quite so "nice" and maybe a little on the "naughty" side. Like, the type of naughty when you were a kid and didn't share your toys.  In other words, the kind that doesn't make for the best relationships with others.  

Let's take a look at some of the "nice" and "naughty" of the 4 main styles of Extended DISC (remember, Extended DISC recognizes and reports on 160 unique styles), and how the gift of Extended DISC might help you reach your goals.

D-Style

Some of the main characteristics of D-styles are decisive, strong-willed, competitive, demanding, and independent.  The nice:  D-styles can stay focused on what's important in meeting the objectives and on getting work done right so the deal is closed. That's good for business and can really help the team acheive its goals.  The naughty: Sometimes D's tend to not listen so well, be too self-centered, and pressure others to do what they want.  How a little holiday niceness might influence a D to adjust behavior:  Be less blunt, be more patient, consider others thoughts and feelings.

I-Style

Some of the main characteristics of I-styles are socialable, open, enthusiastic, energetic. The nice: I-styles like to work in teams, get buy-in, and can be good influencers with their positive energy.  The naughty:  I-styles can tend to be implusive, a little careless, and not listen well.  How a little holiday niceness might influence an I to adjust behavior:  Talk less, listen more.  Pay attention to the details in order to really respond to what the team needs.  Consider letting your emotions drive your behaviors less.

S-Style

Some of the main characteristics of S-styles are calm, patient, careful, trustworthy, andbeing a good listener. The nice:  Accepting of others thoughts and opinions, measured in responses, makes others feel valued.  The naughty:  Can be "too nice", resulting in slow decisions or indecisiveness. May not take chances. How a little holiday niceness might influence a S to adjust behavior:  Being more assertive can actually help to get the job done in a way that benefits others, even if it doesn't look or feel like it to an S-style.  Trying new apporaches, getting away from ordinary routines, can help an S-style become comfortable with changes that will lead to more effectiveness.

C-Style

Some of the main characteristics of the C-style are prcise, logical, careful, and disciplined. The nice:   Focused on the facts, gets the job done right the first time. The naughty:  Although C-styles can be peaceful and quiet, at times they appear withdrawn and when they speak up they may be overly critical of others.  How a little holiday niceness might influence a C to adjust behavior:  Focusing on the positive first and then figure out how to confront problems.  Thinking about the big picture might help you see the positive.

Even if your list of "holiday dreads" includes "having to be nice" you may still benefit from using the "nice" part of your style a little more.  Afterall, setting goals for the new year is right around the corner.  Contact us for points and your assessment!

Sole Proprietors Do It, MNCs Do It, Even Government Agencies Do It... December 13th, You Can, Too

Like Cole Porter's beloved standard suggests, everyone's doing it: now even government agencies are doing it.  I am not talking about falling in love like Mr. Porter was in his song, however–although they might be.  I am talking about telecommuting.  And I am not advocating moving to telecommuting with the same reckless abandon Mr. Porter seems to suggest for falling in love.  For private companies and government agencies alike, how to set up telecommuting policies and procedures thoughtfully is a common concern. 

Two weeks ago, after President Obama signed the Telework Enhancement Act of 2010, the US Office of Personnel Management (USOPM) announced that it will be helping to coordinate US government agency efforts to implement widespread telework programs.  These programs will support practices that will allow operations to continue even during unforseen disasters and inclement weather (like the East Coast snowstorms of 2011), produce more cost-effective for the agencies in terms of real-estate costs, and create friendlier arrangement to employees' personal lives and the environment by cutting commuting down or out completely.  

Here you can find the memo about the program, written by USOPM director John Berry, which includes an implementation timeline.  This week, the General Services Administration (GSA) showed their support for the program by coming to the table as the first agency that has completed at least the first steps in the process by establishing a policy, Government Executive Magazine reports on its website.  

From looking at the GSA's Mobility and Telework Policy, there are a number of things the agency seems to have done really well that many organizations overlook in their approach to establishing telework policies.  One of the frist things they do is to first of all establish a philosophy to show their culture supports telecommuting.  "Work is what we do, not where we are," it reads.   Another thing they do well is to define different types of virtual workers by where their virtual offices may be.  Some organizations may not recognize them as such, but if they have employees traveling for work, meeting customers, checking email and calling in for meetings from hotels and airports, they have virtual workers.  Other types of virtual workers may telecommute 100% of the time, others just a few days a week.  By defining the types of workers, organizations can establish policies to support them.  They also discuss eligibility, responsibilities, and expectations.

But there do seem to be some concerns about the program, including "cost burden on employees for related expenses such as utilities and equipment."  

With our virtual workplace programs, OLS, Inc. can help your organization assess its virtual work readiness.  We help you consider the different types of virtual workers you have, policies you made need, best communication practices, technology needs, liability concerns, and even help employees examine their individual readiness and how their communication style can help them be more effective virtual leaders and team-members.  In short, we help you be prepared for telework, so you're not "just" doing it, with reckless abandon, but you're doing it, because it works, promotes cost reduction, employee retention, and your social responsibility efforts.

On the morning of December 13th, 2011, we'll be hosting a complimentary preview of our virtual work programs at the Houston Technology Center in Midtown, Houston, TX.  If you are interested in learning more about how we can help you establish or enhance your virtual workplace effectiveness, please register for this preview by calling 713.861.7784 or emailing customerservice@ols1.com.  Space is limited, so please reserve your place soon.  If you are not in the Houston area, please contact us about a virtual introduction to these programs; we'd be happy to assist you!

Telecommuting As A Retention Tool; Does It Work For You?

I have a friend who works for a PR company in a large Midwestern city.  Her Friday Facebook posts are enough to make most working people green with envy.  A few weeks ago, she posted that an ice cream cart showed up handing out popsicles to company employees.  Last Friday, the beautiful fall weather was making for low motivation around my friend's office. As she and her coworkers lamented not being outside, a mobile Hawaiian-themed drink cart showed up.  Grass-skirt wearing servers moved around the office offering tropical cocktails and playing Hawaiian music.  "My office is awesome," my friend posted.  

You'll notice I said that's enough to make most working people green with envy.  That's because recently there's been a lot of talk that makes telecommuting sound like the most coveted perk for employees today–even over popsicles and tropical drinks at work. Companies are cluing into what their valuable employees want in order to retain them and saving money in the process.

An CNBC article on last week reported that Cisco Systems has saved $1 billion in the past 2.5 years through virtual initatives like video conferencing and has experienced additional payoff in retention.

Gordon Feller, a director with the company’s Internet Business Solutions Group, said in the article that for Cisco Systems, “the primary driver for a remote workforce is to retain and attract talent, and keep that talent fulfilled and creative,” he says. “It’s a lot easier to increase happiness and productivity than to add another employee.”

The article also reports that sixty-six percent of Cisco Systems employees say they’d accept a lower-paying job with more flexibility than a higher-paying office-based position. And in another article last week on the Wall Street Journal's blog, reported that the a recent survey said that nearly 80% of people would prefer to work at least part of the time from home even if it meant less income.

It sounds like most people would choose working at home at least some of the time even over fun perks like  tropical drinks and popsicles (though it isn't very likely you're going to get those at home unless you run out to your corner when you hear the song of your neighborhood ice cream truck).

We'd like to know, what would you give up to work at home?  What challenges do you think you're team might face in setting up virtual offices?  Or what challenges do you already face?

Please check out our Dynamics of Virutal Teams programs for ideas that might help your company, and send an email to socialmedia@ols1.com if you'd like further details about how we might help you.  Also, we'll be offering complimentary preview (a half day overview, mini-training of all of our virtual progams) this fall, date TBD.   If you'd like to receive an email when we finalize that date, again please email socialmedia@ols1.com, and we'll send you details as soon as we have them.

Or, in the meantime, let us know by posting a comment here, on Facebook, Twitter, LinkedIn or by email: what would you give up to work at home?  Or do you already, full or part-time? What challenges do you think you're team might face in setting up virtual offices or what challenges do you already face?

The Virtual Leader

 Leading virtual teams requires a different skill set to working with traditional hierarchies within organizations. The self assessment instrument on Emotional Intelligence, included in The Virtual Leader was beneficial to understanding the emotional competencies needed in a virtual arena.

Emotional Intelligence helps one to both avoid mistakes that come from negative, highly charged emotional situations, as well as recognize emotions to utilize positive strategies to build trust and understanding of the needs of others.

Our agency is charged with passion for our consumers who need resources to make their lives more productive and effective. As virtual leaders, our role is to remove barriers that may hinder our staff from efficiently producing what is necessary to meet consumer needs.  Effective communication is essential. But more importantly, helping staff problem solve on their own to expedite the process themselves to remove these barriers would be more effective. The tradition of a clearness committee was especially helpful for virtual leaders to help staff, in their own virtual arena, recognize that they have the ability to solve their own problems and see their own solutions. This empowered their staff, increased the relationship and built trust.

Posted by:

Sandra L. Goins,PMP

Project Manager

Department of Assistive and Rehabilitative Services

State of Texas

Center for Learning Management

How ready is your organization for virtual work?

With the possibility of $5.00/gallon gasoline by this summer, more and more of your employees will be asking to work virtually. Is your organization prepared to allow for a virtual workforce? It doesn't happen effectively by chance. There is a lot to consider and a lot of worker preparation that needs to occure before you are ready. It is more than just enhancing technology. we have completed 12 years of research around the virtual workplace and have completed a virtual curriculum spanning from HR and safety issues to the proper use of technology and skill development of the virtual worker.

Our curriculum includes the following Assessments and Workshops: 

1. A series of Readiness Surveys for the Organization, the Employee and virtual Team Member 
2. The Virtual Leader - 2 day workshop for anyone who leads a dispersed workforce
3.  Dynamics of Virtual Teams - 2 day workshop that prepares the team to operate virtually at high levels of efficiency
4. Virtual Work Essentials - 1 day workshop that prepares anyone that deals with the challenge of virtual work.
5.  Electronic Body Language - 1 day course for anyone that is concerned about developing their virtual persona. We all leave a virtual "foot print" when we communicate using social media. 
6.  Cross-Cultural Communication 2.0 - 1 day workshop for helping virtual teams understand different cultural implications and how they impact how various technologies are selected

TeamWORK: How is your team doing?

Teamwork, in its simplest form, involves two or more people working collaboratively to achieve a common goal. Regrettably, the term teamwork has become a cliché. Approximately eighty percent of American employees are organized into work "teams." In reality, employees are typically organized into groups based upon department, function or product. The members of these groups may or may not need to collaborate to accomplish their tasks.

When a group is organized to accomplish a common goal, then the ability to function as a cohesive team becomes imperative. Members are usually selected for their technical knowledge related to the group's performance goals. The individual member's interpersonal skills are rarely, if ever, considered during the selection process. Groups are set about their task with little or no attention to the differences that will certainly exist between members. These differences are often key to the ultimate success or failure of the group. Valuing these differences and developing collaborative relationships between members is implicit in effective teamwork behaviors. For many individuals, and therefore for the groups they are a part of, these are not natural outcomes of working together. In fact, in many cases, just the opposite is true. People allow their differences become sources of stress and conflict, which impairs the group's ability perform to its maximum potential. Managing latent or realized conflict and developing effective teamWORK processes is exactly that – WORK!

Unfortunately, many employees do not have the skills necessary to effectively manage conflict, build relationships and maintain a supportive climate. Fortunately, these skills can be taught. However, few organizations invest in teambuilding until the group has established dysfunctional behaviors. This complicates the matter because it is much more difficult to reverse the effects of bad habits than it is to establish good ones from the start. A one or two day investment in teambuilding skill development at the launch/point of a new team can have tremendous short and long term benefits in the groups time to productivity and overall output. By providing basic skills up front, the team can then WORK together to implement the skills and develop an effective team.

What is the current teambuilding skill level of your team? Please take the following survey. I will post the results next month.

http://www.surveymonkey.com/s/9MY7MZ6 

Posted by:

Troy Perry, M.S.S.L

Learning Specialist, Baker Hughes Inc.

Diary of an Extended DISC Trainer

Over the last 15 years of my business career, I have done a lot I normally wouldn’t do.  I’ve produced presentations using creative charts when I really wanted to produce bulleted lists.  I’ve begun meetings with small talk when I really wanted to get to the facts.  I’ve navigated the corporate matrix and still made it to the meeting on time and I have talked facts when I really wanted to talk shop. 

I‘ve thought about the people when I really was worried about my project and I’ve produced accuracy when I was told to produce the idea.  I have been critical when I wanted to be accepting.  I have taught training session for 15 people using a supply of materials for only 12 and I have slowed down when I really wanted to speed up.  And I have had to act routinely when I wanted to maneuver.

Among these, I have delivered numerous courses on the Extended DISC System and shared how my adjustments have made an impact.  In my organization, we have taught numerous sessions successfully and the solution for getting people to practice it daily is still in the works.  After a training event, people will revert back to their old ways of communicating and they tell me making adjustments is tough!  Hmmm, how to do this?  This is a work in progress but not sharing my experiences is something I would never do.  Until the next time…

Posted by:

Sandra Derusha

Landmark Software and Services

Is Corporate Training Speaking to the Digital Natives?

               VS            

As the corporate world continues to focus on cost cutting, training groups are being pushed to use technology to deliver training efficiently.  The question I pose is “are we delivering effective training.”  Blended learning is touted by many training delivery groups, but are we taking instructor led training and moving it online without thought of how to design and deliver training using technology?  Are we forcing our “digital immigrant” views onto a generation of “digital natives”?  As leaders in training and development we have to recognize that the new workforce have grown up having information available to them immediately and with no restrictions.  At the same time we are still providing them with fixed, repeatable, scheduled courses.  Maybe we need to provide flexible learning activities where we start them on the journey , but we let each individual find their way.

Training groups that use technology effectively will use social learning, collaborative web sites, action learning and experiential activities.  Technology can be used to engage our new generation of participants as long as we ensure leadership, trainers, instructional designers and subject matter experts all understand the new world that we are embracing.  Once we let go of the past, then we will produce results that focuses on productivity and interpersonal growth. 

Training leaders have to give up some of the control and trust that the participants can find their way.  We have to balance the delivery of online learning with real time interactivity and we have to recognize that may mean a formal trainer is not involved.  Training has to truly be scalable, available anytime, anywhere and build communities that will over time lead to continuous learning and improvement that sustains itself.

Posted by Max Windham

Baker Hughes Global Learning and Development

Western Hemisphere Manager

Strategies for Staying in Touch in the Virtual Workplace

Communicate from home like you are at work

Communicating with your team requires effort.  This is especially true when working from home, communicating virtually.  Here are some strategies to keep you communicating from home the same way that you communicate at work.

1. Make appointments

Appointments are a mainstay at work so why not from home.  It ensures that key people are available, allows time for prep work and makes for a more productive use of the time.

2. Stay focused in phone conferences

Conference calls can get long and easily stray off topic.  Stay focused, contribute regularly and keep multitasking to a minimum. 

3. Attend weekly staff meetings

Staff meetings occur regularly at work.  Make it a point to attend meetings that you know are attended by other team members and coworkers.

4. Stay online as much as possible

A quick response to an email or message is a clear indication that you are working and being productive.  Stay online during your posted office hours and make it a point to respond with a sense of urgency.

5. Be assertive

Make the first move.  Waiting for other people to contact you gives the impression that you only work when required.  Ask for information that you consider important and proactively move on ideas and concepts as they surface.  

Posted by Vince Whelan, Senior Consultant OLS

The Virtual Workplace: Are you set up for success as a telecommuter?

Business has been evolving. Now, with a laptop, an internet connection and a cell phone you can work from anywhere.  

Welcome to the virtual workplace!  

Is it really that simple?  

Many find telecommuting to be more difficult than they would have thought. Often, there is a feeling of disconnect.  "Off site, out of mind."  Non-verbal communication is lost and communication is more easily misunderstood.

What challenges have you experienced working virtually? Were you initially prepared or were there additional measures taken that were crucial to your success? 

I have found the following to be helpful:

• keep regular office hours as much as possible
• create a defined work space
• over communicate
• be aware of your electronic body language and that of others
• use the appropriate technology per activity

In your experience, what has helped you bridge the communication gap and be more successful as a telecommuter?  

These "Virtual Fitness" webinars will be helpful, here's more information.