An indisputable fact is that people prefer to work for people they like and respect. The ability to create and maintain rapport with people is a fundamental skill in leadership and everyday life. The goal of theDISC Leadership 360 is to help you create personal chemistry and productive relationships. You do not have to change your personality; you simply have to understand what drives people and recognize your options for effectively leading them. The DISC Leadership 360 teaches you powerful skills that will help you become an effective leader.
The DISC Leadership 360 Assessment is a resource for individuals and organizations desiring to improve leadership performance, increase productivity and to positively persuade other people.
Unlike many other behavioral assessments, our 43-page report are as much prescriptive as they are descriptive! In other words, we spend as much time teaching you how to improve your own productivity and interpersonal interactions as we do describing your natural DISC behavioral style. We realize that you are about to invest money and time in our assessment, so we want you to come away with fast, effective learning strategies that get you results immediately. The DISC Leadership Report has two parts.
For a sample report CLICK HERE.
Dynamic, effective leaders are constantly honing their skills and investing in their own personal development. The Leadership 360 Assessment is based on eight leadership abilities that are demonstrated by outstanding leaders. The Leadership 360 survey is a powerful and significant tool that will help you improve your leadership effectiveness.
It measures your current attitudes and abilities in eight major leadership abilities.
- Communication Skills – The art of using words effectively to impart information or ideas in ways that resolve conflicts. Conducts constructive meetings. Expresses facts and ideas in an understandable and convincing manner. Listens well and considers other’s opinions before coming to conclusions. Does not interrupt others. Master of self-awareness and self-management in coping with stressful situations. Mastery of self-awareness and self-management in coping with stressful situations.
- Decision Making – The process by which one makes a conscious selection of a course of action from among available alternatives that is based on the best information available. Such a selection or decision is done in a timely manner appropriate to the challenge at hand. Important characteristics of good decision-making include influencing others of a wise course of action, carrying through on the course of action identified, and sound logic.
- Promotes Innovation and Change – To create a work environment that encourages creative thinking and justifiable risk-taking. Being open to change and new information. Adapting behavior and work methods in response to new information, tolerating ambiguity, changing conditions, or unexpected obstacles. Identifying opportunities to develop new products and services.
- Working Relationships – Creates an environment that encourages input and feedback by attentive listening. Positive responses and openness to alternative concepts by valuing diversity of ideas and cultural differences. Fostering an environment in which people can work together cooperatively and effectively in achieving organizational goals. Establishing and maintaining good working relationships with direct reports, peers, supervisor, and outsiders, as well as internal organizational units.
- Leadership Skills – Creates a vision or goal for one’s work unit and communicates it in a way that motivates others to implement it. Empowering people by sharing power, authority, and delegating responsibility. Actively builds staff’s trust and commitment by mentoring, fostering good working relationships, and acting selflessly and with integrity.
- Coaching Skills – Seeks out the very best of “what is” in terms of another’s values, beliefs, and behaviors to help ignite “what might be.” Helps people clarify their career goals and actively develop skills needed to achieve those goals. Continually challenges people to improve performance, while providing frequent and helpful development discussions and feedback.
- Utilizes The Strengths of Others and Self – Leaders focus most of their time developing and using their strengths, and a smaller portion of time trying to overcome their shortfalls. Of course, you still have to work on strengthening your shortfalls, particularly those that have a significant impact on your productivity.
- Team Development – Has the ability to influence a group of diverse individuals, each with their own goals, needs, and perspectives, to work together effectively for the good of the team. Insures that team members understand their roles and responsibilities, while encouraging mutual accountability for successes and failures. Works cooperatively with other parts of the organization by building trust, creating synergy, and recognizing successes.
If you are an upper-level leader, you will benefit from reassessing the leadership qualities that brought you to your current position.
As a supervisor or mid-level leader, you’ll identify your current strengths and the areas where you need to improve.
As a new and developing leader, you’ll have a clear set of guideposts on which to base your growth.
The Leadership 360 questionnaire takes approximately 8-10 minutes to complete. It is both a catalyst and a road map for change, awareness, and development of your personal leadership qualities. Find out how you can be a more effective leader!
Coaching is an important part of any effort to bring out the best in an individual. In fact, it is a key skill that contributes to the development of an organization’s most valuable asset… its people.
Formalized coaching might be relatively new in some commercial or business organizations, but it’s been around for a long time. Top athletes have personal coaches to help them compete to win. Opera singers, actors and public speakers hire people to coach them.
A coach’s key role is to help an individual improve specific skills and achieve better results. They do this by providing helpful, productive feedback about specific performance.
You don’t have to be an expert in the field to be an effective coach. You just need to want to help someone achieve more. Many of the best coaches in sports were only average performers. Top athletes often make poor coaches. Top salespeople often make poor sales managers.
In business or organizational work, coaching is generally connected with professional development. The process usually involves an individual first identifying areas for improvement (with the help of the coach) and then developing skills or competencies on the job, backing that up with informal or formal training sessions or even college courses.
Research has shown that there are seven competencies or factors that contribute to good coaching. This online assessment measures all seven:
- Empathizing Ability
- Listening Skills
- Capacity to Confront and Challenge
- Problem-Solving Ability
- Feedback Skills
- Capacity to Empower
- Mentoring Skills
Research indicates that the greatest part of success lies in applied emotional intelligence. EQ has twice the power of IQ to predict performance. It is a better predictor than employee skill, knowledge, or expertise. It creates the ability to relate positively and constructively in both personal and professional settings. Emotional Intelligence may be defined as the awareness of feelings; ability to define them; recognition of their causes; and the controlling of these emotions to elicit optimal effectiveness. The major core skills are perception, understanding, definition, application, and management. These skills are vital to both intrapersonal and interpersonal engagement. Individual, team and organizational performance all improve with development and enhancement of these abilities.
In the fields I have studied, emotional intelligence is much more powerful than IQ in determining who emerges as a leader. IQ is a threshold competence. You need it, but it doesn’t make you a star. Emotional Intelligence can. ~Warren Bennis~
Emotional intelligence can be learned and improved. Effective training and coaching create enhanced performance at all levels. By implementing a coherent growth plan throughout an organization, significant improvements can be made. This growth is measurable and sustainable. The EIQ system produces the organizational climate and culture of peak performance and long term success.
The EIQ-2 System provides a comprehensive platform for development from individual performance through organizational excellence. This system provides a comprehensive set of tools that form an integrated learning experience.
EIQ-2 is focused on targeted results. It provides for high value, ease of application, return on investment and a multi-disciplinary approach designed to engage and involve learners at all levels. Customized support, professionalism, consulting, coaching and training assure unparalleled achievement.
Success in any organization today rests heavily upon how well you perform as a team. Most people will accept that a champion team will beat a team of individual champions—but how do you create a champion team? Unfortunately, effective teams never just happen; they have to be built. Usually this building process has to be done carefully and has to be customized to the particular needs of each team. Well before any attempt has been made to build the team, it is critical to understand the stages through which a typical team will travel over time. A considerable amount of research has been done on the stages of team growth. This suggests that teams go through four distinct phases—these are:
- Forming: When any team comes together, or forms, its members continuously explore the boundaries of acceptable behavior within the group. For most teams, this is usually an exciting, if somewhat nervous, time for team members. Emotions such as anticipation, optimism, pride, and hope all mix with emotions such as suspicion, fear, and anxiety—all at the same time. This needs to be slowly but effectively reconciled.
- Storming: Having tested the water several times with their toes, every individual now immerses themselves and tries to “swim.” However, the skills to swim together are not yet fully developed, and the water is deeper and the tide stronger than may have been thought. As a result, a certain amount of concern may set in. The team is often too immature for collaboration, experiences some value lashes and the group often operates less as a team than it did in the “honeymoon” phase.
- Norming: Here the team works out the basic operational ground rules within the group and learns how to swim in the water by learning to cooperate. Although the team maintains much of its critical questioning of the way forward, the new ground rules make this criticism more constructive and positive. At this stage, team collaboration and confidence grows, and the team develops a sense of identity.
- Performing: For those teams that make it, the performance phase is the “pay off” time. Relationships have stabilized, and group problem-solving is now crisp and effective. Strengths and weaknesses of the team are now well understood and cooperation occurs naturally according to needs. The team is now a cohesive, well-oiled unit, capable of achieving high levels of output and growth.
Within these four phases, seven competencies of teambuilding can be derived. These are:
- Vision and directional focus (FORMING)
- Alignment of values (FORMING)
- Team role and competency clarity (STORMING)
- Ground rules determination (NORMING)
- Performance appraisal effectiveness (NORMING)
- Team learning and results focus (PERFORMING)
- Boundary management (PERFORMING)
If your success is directly tied to your ability to build and lead effective teams, this assessment will pay dividends to you year after year!
Why do I need behavioral profiling for myself, my coaches or athletes?
Athlete Assessments’ behavioral profiling for coaches and for athletes helps you realize your potential to be an exceptional coach. The key to achieving this is all about developing self-awareness, and understanding your athletes as individuals.
Self-awareness is the recognition of one’s behaviors, strengths, weaknesses, beliefs and values and how these help create your experiences in life. Coaches who are more self-aware can control and exhibit the types of behaviors that create great and consistent performances.
Exceptional coaching is about much more than technical knowledge. Did you know that:
- Technical knowledge is not a determining factor in coaching performance.
- Everything you say and do as a coach impacts your athletes’ performance.
- Physical training can only get you so far.
A case in point. Coach John Wooden of UCLA is America’s most successful college basketball coach, with an unassailable record of winning statistics in his 40-year career, including:
- An unequaled 885-203 overall win-loss record.
- An unprecedented 10 NCAA championships.
- 38 straight NCAA tournament victories.
- All time winning-streak record of 88 games.
- 19 conference championships.
- He knew himself (was self-aware)
Wooden’s focus was on setting an example for young men and preparing them for life after they departed from his care – the most effective teaching tool was his consistent example.
- He understood his individual athletes
He never coached his teams to try to be better than their opponent.. He taught his athletes to prepare themselves to be the best they could be and the result would take care of itself.
“Consider the rights of others before your own feelings,
and the feelings of others before your own rights.”
– John Wooden
As a coach, Athlete Assessments offers you two profiling options:
- Coach DISC profiling system – for yourself and your staff
- Athlete DISC profiling system – to help you understand your athletes and your team’s dynamics.
Coach DISC and Athlete DISC are unique behavioral profiling products developed specifically for coaches and athletes. They are based on a well founded methodology and draw on many years of experience from top level athletes and coaches.
You can now also use the Manager DISC profile with non-coaching staff such as team managers, sports administrators and other professionals. Find out more about the profile specifically for sports managers and administrators.