The last few days have seen me engaged with a wave of email exchanges with Harvey Lloyd on many topics related to using the DiSC Profile in leadership, negotiations; reverse thinking, risk handling and team-building. All commentors on my last buzz contributed comments that enriched the discussions and the determination to study these topics in further detail.
DiSC profiles the behavior of people in four main categories. These are: Decisive or Dominant (problem-oriented), Influential (people-oriented), Steady or stabilizing (pace-oriented) and Compliant (procedures-oriented). In real terms we may label the DiSC profile as a means of communication assessment profile. Our dominant category will shape the way we communicate with others.
Harvey and I resolved to a simple graph to make the concepts easier to understand. A simple graph to reveal that under its skin remains many points open for discussions and recommendations from the interested readers. We find the graph is of practical use in many domains in our lives.
Let us start with one simple graph. This is a real case in which the leader or employee just to show his D dominance.
If we have complete empathy with no action then no work will be done. If we have full action with no empathy the risk a task shall not be completed are very high. Therefore, the risk of having a leader with very D (dominant) character shall be high as well.
Before moving on to elaborate on what happens when we add the remaining iSC characters on the graph or the DiSC points of team members we need to make a pause here. We need to understand more fully the risks of D behaviors and the risk of having an ambiguous purpose.
It is timely here to introduce the WPD Factor here. This factor stands for Wonderment, Passion and drive. You want people to work towards a purpose with curiosity (wonderment) and passion to keep their drive to realize a purpose/goal. D profile may hinder the progress of work accordingly. My search of literature led me to a post that is a must read. I strongly recommend it. The author Todd Kashdan has covered related ideas in his wonderful post. In one paragraph he wrote “…because curiosity — a state of active interest or genuinely wanting to know more about something — creates an openness to unfamiliar experiences, laying the groundwork for greater opportunities to experience discovery, joy and delight”. He went on to write “With practice, we can harness the power of curiosity to transform everyday tasks into interesting and enjoyable experiences. We can also use curiosity to intentionally create wonder, intrigue and play out of almost any situation or interaction we encounter”. For this to happen It is far important to keep healthy relationships and show an attitude of openness and genuine interest. If not, the risk of not achieving the goal is high indeed. If we are going to find a meaningful purpose or calling in life, chances are good we will find it in something that unleashes our natural curiosity and fascination. Indeed, curiosity is the entry point to many of life’s greatest sources of meaning and satisfaction: our interests, hobbies and passions.
While being passionate about something naturally renders you curious to know as much as you can about it, it also works the other way around: The more curiosity you can muster for something, the more likely you are to notice and learn about it, and thus the more interesting and meaningful it will become for you over time.
I finish this part with another quote from the same reference. It states “If we are going to find a meaningful purpose or calling in life, chances are good we will find it in something that unleashes our natural curiosity and fascination. Indeed, curiosity is the entry point to many of life’s greatest sources of meaning and satisfaction: our interests, hobbies and passions.
The other source of risk is purpose. From Purpose to Impact - Harvard Business Review covered this topic with immense depth. “Your leadership purpose is who you are and what makes you distinctive…”. The article highlights purpose-driven leadership and the need to define purpose. There is a huge “latent risk” in failing to do so. This is evidenced from this quote from same article “we’ve found that fewer than 20% of leaders have a strong sense of their own individual purpose. Even fewer can distill their purpose into a concrete statement”. The article goes on to sate “your purpose is your brand, what you’re driven to achieve, the magic that makes you tick. It’s not what you do, it’s how you do your job and why—the strengths and passions you bring to the table no matter where you’re seated”.
Amazing as what started as a simple and “innocent” graph evolved into complex issues. We need your feedback, your wonderment, your passion to keep our drive to go on. We have a grand purpose- to communicate in a way to make our purpose more crystalline and that we develop our understandings.
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