DiSC Use DiSC assessment results Learning Team members. Interview mentor gather information mentor's organization, department mentor works, job description. Write a plan applied mentor's department increase Learning Team members' motivation, satisfaction, performance-based personal profiles, employees department.

DiSC assessment results:

A prescription for my learning team of Ds and Is types

The DiSC personality assessment is a commonly-deployed personality classification system in workplace settings. It is based upon the concept that different people are motivated by different factors. While classical motivational theory tends to analyze 'leadership' as a universal construct and assumes that leaders 'do things' to subordinates to motivate them, the DiSC suggests that this model does not take into account critical, subjective factors that have a profound influence on interpersonal relations. DiSC stands for the four standard personality types in the DiSC framework.

Dominant types are "motivated by winning, competition and success" and the dominant type typically "values competency, action, concrete results, personal freedom, challenges" (DiSC profiles explained: D. is for Dominance, 2014, DiSC). They have a great deal of trouble showing patience or deferring to others, particularly if they do not respect their colleagues or if they think their colleagues are 'wrong.' The dominant type often asks 'what's in it for me?' Influence types, in contrast, are relationship-oriented and place a strong "emphasis on shaping the environment by influencing or persuading others" (DiSC profiles explained: I is for Influence, 2014, DiSC). They can be disorganized because of their focus on placing human values above results and although they are excellent collaborators.

Steady types, in contrast, shy away from leadership roles and try not to 'rock the boat.' They are "calm, patient, predictable, deliberate, stable and consistent" but "may be limited by being indecisive, overly accommodating and [their] tendency to avoid change" and conflict at all costs (DiSC profiles explained: S. is for Steadiness, 2014, DiSC). Conscientious types are "motivated by opportunities to gain knowledge, showing their expertise and quality work" and place a priority on ensuring "accuracy, maintaining stability, and challenging assumptions" (DiSC profiles explained: C. is for Conscientiousness, 2014, DiSC). They are task-driven rather than relationship-driven like influence and steady types yet are less ego-driven than dominant types.

Learning team profiles

Within the DiSC schema, there are subsets to the different types, as can be seen in the results of my own learning team. For example, Jessica Lozada's DiSC results classify her as a Is type (mainly influence, but with a steady subset). The classic Is style is that of an affirming counselor who places others before the self but is still highly extroverted and social. They are great collaborators and are "warm, friendly, and accepting" (Understanding our i-style colleagues and friends, 2013, DISC). According to the DiSC, "she will have a very hard time firing someone" and "influences others by being supportive and empathetic" (Understanding our i-style colleagues and friends, 2013, DISC). The Is types avoids conflict although they like teamwork and are respectful and positive (Understanding our i-style colleagues and friends, 2013, DISC).

Lucas Ocasio, in stark contrast, is a Ds, a dominant type with a steady subset. This means that this "type of person possesses a single-minded and practical style, representing an individual who will follow a line of action through to the end, using concentration and determination to achieve their aims" (High dominance and steadiness, 2013, AXIOM). This dominant type is more cautious and thoughtful than other dominant subtypes and is willing to plan ahead but also can be very forceful to ensure that their will is done. Carlos Osorio, in contrast, is a Is type, along the same personality profile as Jessica Lozada.

Mentor and workplace assessment

On one hand, all members of the learning team show a similar sense of 'steadiness.' This is not necessarily surprising, given our workplace environment is that of the National Guard and collaboration is essential in this particular workplace environment. People must work well together to accomplish tasks as a military unit. A military body by definition is the ultimate 'team' given that a common organizational drive must unify every member on a mission and there is no scope for deviation, creativity, and personal interpretation when lives are on the line. A certain degree of conservatism and a belief in long-standing values such as patriotism is needed to ensure that tasks are upheld with appropriate fervor. Unlike, for example, an advertising agency or a start-up Internet company, workers cannot go off by themselves and 'do what needs to be done' alone.

However, within the learning team there are still personality differences. A dominant person is more ego-driven and less interested in collaborating, for example. He may have trouble understanding why compromises are needed and teamwork is essential. He may be impatient with bureaucracy,...

Influence types, on the other hand, place the feelings of others first. It is understandable why people of this profile type might also be drawn to serving in a military environment, given their commitment to service.
My mentor is Major Jose L. Roman of the National Guard. In my interview, he stressed the need for National Guard servicemen and women to think quickly, to ensure that tasks are completed, but also to engage in effective non-ego driven teamwork. The challenge of creating a plan to increase motivation, satisfaction, and performance thus is to balance the needs of both dominant and influence-based types.

Dominant types

Ultimately, the D-type "values competency, action, concrete results, personal freedom, challenges" (DiSC profiles explained: D. is for Dominance, 2014, DiSC). The best way to motivate D-types is to assign them challenging work and stress how they are being assigned such work because it is difficult yet they are up to the task. To be excellent they may be willing to put aside their initial resistance to collaboration. This desire to be the best will motivate a D-type. Ideally, using the D-type's desire to succeed for him or herself and channeling it into ways that it can help, rather than hurt the organization, is ideal.

The D-type can be given leadership positions if he or she is qualified and the fact that the D-type individual on the learning team is a Ds type suggests this is a particularly good idea, given that a Ds type still is willing to give consideration to the task based upon his or her 'steady' personality elements. "The more cautious, thoughtful side of the personality will appear under favourable conditions, while the more urgent, demanding aspect will be seen at times of pressure" (High dominance and steadiness, 2013, AXIOM). Even this urgency may be useful when the D-type must complete a time-sensitive mission or is charged with a task that requires relatively little collaboration. AD-type should not be assigned to lead a task which he or she knows little with subordinates with less aggressive personalities.

Influence types

In contrast to the D-types, the i-types should be placed in motivational scenarios that enable them to bolster and support others. Influence types are extroverts like D-types, but are motivated by entirely different factors in social situations. "To feel completely motivated, individuals with a Counsellor Profile need to feel that they are appreciated, respected and liked by the people around them, and will sometimes go to unusual lengths to attract positive attention of this kind" (High influence and steadiness, 2013, AXIOM). Putting these types in positions where they can train and mentor younger people would be ideal. They would also be good to include on committees which are dealing with tension-laden subjects, given that their natural gregariousness and likeability can diffuse tensions. Also the 'steadiness' factor means that they are still task-driven, and unlike other influence types, they are unlikely to become so preoccupied with being liked and smoothing ruffled feathers that they forget what needs to be done.

Conclusion

A workplace which contains many different types is not necessarily a bad thing. In this instance, a workplace harboring a diverse range of 'types' can be extremely useful, given the multitude of tasks which may be performed by the military on any given occasion. Both forcefulness and collaboration are needed. However, matching the needs of the organization to the strengths of the different employees and balancing the employee's weaknesses by avoiding putting employees in situations where they are 'bound to fail' (like forcing a dominant type to be subordinate to a weaker person or forcing an influence type to 'be the bad guy') is preferred so that the workplace runs smoothly.