194 ◾ Transforming Teams
– If you suspect you are an extro-
vert and would describe yourself as
friendly, easily distracted, and talk-
ative, you are likely an Inuencer
(people oriented).
– If you describe yourself as direct,
competitive, and having a “strong per-
sonality,” you are likely a Driver (task
oriented).
For those who feel they belong in more than one
group simultaneously, have them pick the group that
most resonates with them.
Direct & Competitive
Friendly & Talkative
Procedures
Pace
People
Sorting Extroverts
Problems
C
=
C
o
n
t
r
o
l
l
e
r
S
=
S
u
p
p
o
r
t
e
r
I
=
I
n
u
e
n
c
e
r
D
=
D
r
i
v
e
r
With your group sorted into the appropriate DISC
groups, use the style descriptors located in Chapter 8 to
do some self-discovery:
What Eliza Knows—Resources for Managers ◾ 195
◾ Have each group highlight the descriptors of
their style that resonate the most with them. See
Chapter 8 for charts listing DISC descriptors.
◾ Have each group report out ways to communicate
effectively with their style, and ways not to com-
municate with their style.
◾ Have each group describe their own strengths,
weaknesses, emotions, and fears.
◾ Keep it fun and think of group exercises that
would highlight the differences of each approach,
like Charles did with the example of the little
league baseball team.
The goal of your retreat should be for participants
to be familiar with their own behavioral style, to be
able to recognize the behavioral style of others, and to
be able to ex their own behaviors to accommodate
others. If they have fun along the way, even better!
Remember, the only person you can change is yourself,
and there is no “right” or “wrong” behavioral style.
The outcome of your retreat should be for employ-
ees to talk openly and freely about their own behav-
ioral style and to become aware of and ex to the
styles around them when they interact with others.
The Language of Trust
Trust is a big word. The quicker you and your team
get away from that emotionally laden concept and start
looking at actions and intentions through the lens of
196 ◾ Transforming Teams
Sincerity, Competence, and Reliability, the better they
will be able to improve their own trustworthiness and
to address the trustworthiness of others.
What Eliza knows is that if you get stuck on the
concept of “trust” and don’t get to its components, it is
difcult to know how to improve your own actions to
strengthen trust. Plus, once you’re stuck, it’s difcult to
restore relationships.
Eliza also knows that if you nd yourself in a posi-
tion of having to restore trust, it is essential that both
parties be willing to work to repair the relationship,
and this work requires making themselves vulnerable
to each other. If they are unwilling to do this, the likeli-
hood of restoring trust is greatly diminished.
What You Can Do
As a manager, it is important to help your team realize
that the only person we can truly change is ourselves.
And before we judge the trustworthiness of others, we
should look at our own trustworthiness in terms of sin-
cerity, reliability, and competence.
Consider dedicating a training day to the concept
of trust. Ask each person to take the Trust Test to
assess his or her own trustworthiness. Ask each per-
son to discuss ways in which they could be viewed as
untrustworthy in the context of reliability, sincerity, or
competence, or ways they can improve their own trust-
worthiness. This is important because we need to be
able to hold ourselves to the same standards to which
we hold others.
What Eliza Knows—Resources for Managers ◾ 197
Trust Te st
Se
lf-Assessment
(check the most
appropriate answers)
Always OftenSometimesRarely Never
I am honest when having to deliver di
cult or
unpopular messages (Sincerity)
I speak up in me
etings when I disagree with
others
, e
ven when management is present
(Sincerity)
I deliver what is asked of me on time and in the
forma
t that is requeste
d (Reliability)
I decline work when I know I already ha
ve
more work than I can realistically complete
(Reliability
)
I am clear with myself and others about m
y
abilities and limitations (Com
petence)
I am honest with others when I susp
ect I don’t
ha
ve the expertise or skills to do what’
s asked of
me (Com
petence)
Total Number of Checkmarks Above
=====
M
ultiplier
(M
ultiply the sum above by the multiplier)
(Score
above
×
20) =
(Score
above ×
15) =
(Score
above ×
10) =
(Score
above ×
5) =
(Score
above ×
1) =
Self-Trustworthiness Score
(Sum of scores above)
Total Score =
198 ◾ Transforming Teams
Team Assessment
(check the most
appropriate answers)
Always OftenSometimes RarelyNever
My
colleagues are honest with me ab
out their
concerns and opinions (Sincerity)
My
colleag
ues sp
eak their mind in me
etings and
share openly their concerns in meetings and
wit
h managers and sup
ervisors (Sincerity)
My
colleag
ues ke
ep their promises to me and to
each other (Reliability)
My
colleagues set realistic timelines and deliver
on those timelines (Reliability)
My
colleagues are up front ab
out their
limitations (Com
petence)
My
colleagues are honest ab
out whether they
ha
ve the skills or abilities to do what is aske
d of
them (Com
petence)
Total Number of Checkmarks Above
=====
Multiplier
(M
ultiply the sum above by the multiplier)
(Score
above
×
20) =
(Score
above
×
15) =
(Score
above
×
10) =
(Score
above ×
5) =
(Score
above
×
1) =
Team Trustworthiness Score
(Sum of scores ab
ove)
Total Score =
Scoring Guid
e
6–15 = Not
Trustworthy
16–45 = R
arely Trustworthy
46–75 =
Somewhat Trustworthy
76–105 =
Frequently Trustworthy
106–120 = Highly Trustworthy
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.