Learning the DISC model is fun, insightful and interesting. Everyone wants to understand why others are different.
Who doesn’t like to read about the most important person in the world? It’s me! It’s no wonder DISC is so popular.
However, making DISC-styles part of your organization’s culture – and not just an entertaining training event – requires reinforcement. Fortunately, it is not complicated. It just requires consistent and deliberate focus.
It is very helpful if the message is clear from your top management: “Improving our success with others, be they our employees, co-workers, bosses, customers or prospects, requires that we better understand who they are and how to best communicate, influence and motivate them.” Ideally, your top management uses DISC language daily with others.
However, the most critical element is for all of your managers – again starting from the top – to ask this simple question frequently, “What DISC-style is the prospect? (or customer / direct report / co-worker /etc.?”)
This simple and straightforward question will ensure that all of your employees will realize that it is important for them to identify the DISC-style of other people. More importantly, they will recognize that it is expected of them to know the DISC-style of others. We all pay attention to what we know is important. What is important for your managers is also important to your employees. If this question is not being asked consistently, your employees will conclude, “If DISC is not important to my manager, it must not be all that important to me either.”
Your managers should ask this question to their employees one-on-one and in staff meetings. This virtually guarantees DISC will become part of your culture. It establishes a habit for everyone that improves everyone’s performance.
If you want to take this a step further, there is a powerful follow-up question your managers should also ask, “How did you adjust your DISC-style to improve your success in interacting with the other person?” This will reinforce the DISC concepts into practical behavioral changes while creating natural coaching opportunities. Over time identifying the DISC-styles of others and making effective behavioral changes become second nature for your employees.
Are your managers asking the right questions?