5-page reflection in one day

Module3 | Assignment 3-2

Everything DiSC-Management Reflection and Action Plan

Reflection and Action Plan
to Increase My Management Effectiveness

Name: Qijun Wang My DiSC© Style: __ID____

My Management Priorities
(Pages 4 – 5 of your report)

Taking Action
Providing Encouragement
Displaying Drive

My Motivators (page 6)

My Stressors (page 6)

1. Developing relationships with others
2. Helping people work together
3. Creating a dynamic environment
4. Achieving immediate results
5. Increasing enthusiasm and momentum

1. Sustaining interest in routine projects
2. Moderating your pace for others’ benefit
3. Following strict rules or protocols
4. Working steadily toward long-term goals
5. Being forced to give up on bold ideas

Directing and Delegating (pages 7 – 11)

Strengths
· Making people feel that they are important contributors
· Encouraging creativity in the execution of tasks
· Getting people and projects moving
· Pushing others to reach their potential
· Generating enthusiasm
· Ensuring that people understand the need for results

Challenges

• Highlighting the importance of routine tasks • Creating a reliable setting
• Listening to people’s concerns about
assignments
• Considering the needs of others
• Giving more structure to the people who need it • Delegating rather than doing everything yourself

Read pages 8-11 about how you might approach directing and delegating to each DiSC style. Is there one style that you think might challenge you more than others? If yes, what strategies could you employ to be effective with these individuals:

This report makes a distinction between directing and delegating to less/more experienced individuals. For each of the four styles, note four things that you want to remember about leading people with various levels of experience.

Directing / Delegating to the Dominance (D) Style

Directing / Delegating to the influence (i) Style

Less Experienced:

More Experienced:

Less Experienced:

More Experienced:

· Don’t confuse confidence with competence.
· Check their understanding of assignments before they move ahead.

• Show them the most practical way to be productive.
• Be direct about the results you expect.

· Make sure they don’t lose track of details.
· Hold them accountable for missed deadlines or skipped steps.

• Allow them to take the lead in group settings.
• Make time to go over the details with them.

Directing / Delegating to the Conscientiousness (C) Style

Directing / Delegating to the Steadiness (S) Style

Less Experienced:

More Experienced:

Less Experienced:

More Experienced:

1.
2.

3.
4.

1.
2.

3.
4.

Motivation (pages 12 – 16)

What kind of environment are you likely to create (page 12 and your own experience)?

· Your high energy keeps others on their toes.
· Your decisiveness can help people feel confident in moving forward.
· Because of your encouragement, people feel enthusiastic about their work.
· Because of your drive, people strive for solid results.
· When you celebrate victories, people feel more ownership in the outcomes of their work.
· When you share your vision, people understand how their goals fit into the big picture.
I would say that these five scenarios all fits with me .

Pages 13 to 16 outlines the motivational needs of each of the four styles. How is your style likely to match the needs of employees with different DiSC Styles – Provide specific ideas on how you can get the best from each style.

Employees with D style

What demotivates this style:
· Routine •
· Foot dragging
· Being under tight supervision
· Having their authority questioned or overruled
· Feeling like their time is being wasted
· Having to wade through a lot of details
·

How conflict affects the motivation of this style:
Employees with this style may embrace conflict as a way to create win-lose situations.
They may be energized by the competitive aspects of conflict.
They may waste energy dwelling on who is at fault.

Two ideas to create a motivating environment:
· Help them set results-oriented goals.
· Allow them to work independently when possible.

Employees with i Style

What demotivates this style:
· Being isolated from others
· Working in a reserved, slow-paced setting
· Having their contributions go unrecognized
· Performing routine or repetitive tasks
· Wading through a lot of details
· Working with pessimistic or critical people

How conflict affects the motivation of this style:
Conflict may make them emotional or angry, and as a result may negatively affect their performance.
• They may take conflict personally, which could de- energize them.
• They may dwell on the conflict rather than focus on their tasks.

Two ideas to create a motivating environment:
· Provide encouragement even when delivering tough feedback.
· Encourage their positive energy, and give them opportunities to express themselves.

Employees with S Style

What demotivates this style:
· Competitive environments
· Having to change direction abruptly
· Being rushed into quick decisions
· Dealing with cold or argumentative people
· Being forced to improvise
· Being in chaotic situations

How conflict affects the motivation of this style:
They may compromise on things they care about but remain frustrated beneath the surface.
• They may waste energy worrying that people are mad at them.
• They may become fearful about making mistakes, limiting their effectiveness or ability to take chances.

Two ideas to create a motivating environment:
· Give them ample time to achieve results, which may require you to slow your pace at times.
· Let them collaborate with others, but don’t push them to be more social than they want to be.

Employees with C style

What demotivates this style:
· Being required to work collaboratively
· Receiving vague or ambiguous directions
· Having to deal with strong displays of emotion
· Being forced to let errors slide
· Having to make quick decisions
· Being wrong

How conflict affects the motivation of this style:
They may become resentful and unyielding, limiting their productivity.
• They may withdraw from the situation to avoid having to deal with emotional reactions.
• Their unexpressive manner may conceal a tendency to worry excessively.

Two ideas to create a motivating environment:
· Avoid pressuring them to keep up with your fast pace.
· Explain the purpose of tasks logically rather than enthusiastically.

Developing Others (pages 17 – 21)

Developing the long-term potential of your direct reports and others on your team is an important part of being an effective manager. Managers who get the reputation for taking an interest in the success of others become a magnet for the best employees.
Your Approach to Developing Others:

Advantages:
· Pushing people to move quickly in their development
· Encouraging creative or daring ideas for people’s development
· Boosting others’ self-confidence with your belief in their abilities
· Pushing people to hone their skills
· Inspiring people to think big
· Motivating others to do what they set out to do

Disadvantages:

· Being unrealistically optimistic about some people’s development options
Failing to take a long-range view of people’s development needs

· Pushing people at a pace that doesn’t allow them time to develop necessary skills
Forcing people to develop in ways that contribute to your own agenda

· Failing to consider whether development plans are well-suited to the person

· Neglecting to identify specifics about development plans

How Your Manager Sees YOU (pages 22– 26)

Managing “up” is an important skill. Just as you have expectations, priorities and preferences that impact how you evaluate team members and direct reports, YOUR manager (teacher or advisor) views you and your behavior from his/her own perspective. After reading pages 22-26, write down any things you might want to consider doing differently. You will consider these in your action plan.

I would say Active, Encouraging, Driven.

Action Plan
to Increase My Effectiveness

MY ACTION PLAN
(What Am I Willing to Do Differently to Increase My Effectiveness)

Think of a person where there is a power differential, with you being less powerful (manager, instructor, lab supervisor, mentor). Select one area you would like to work on to improve your effectiveness with this person. Develop a strategy based on your ‘managing up’ notes in the last section. Create an action plan and strategy directed at this person.

Person (by name or role) selected: My manager for my internship

What I would like to improve: my communication skills for reporting my work to her

My Strategy:

Learn to summarize my work and talk to her effectively

When might I need to use this strategy?

When I finished my work, I should effectively report to my manager to show my work

The outcomes I hope to achieve by using this strategy?

Let her know what I done and get some beneficial feedback

ACTION PLAN for My Course Project Team
(What Am I Willing to Do to Increase My Effectiveness)

Review your team’s DiSC Team View report. Select ONE team member for this assignment. Review the Comparison Report for this person (filed in your team’s work area). The report is based on six sets of traits (calm vs. energetic; outgoing vs. private; etc.) Select two (2) traits that you believe are important to your working relationship for this course and project. Create a plan by selecting two strategies that you will practice in your team meetings, calls, emails, etc.

Team Member (Initials or Name): Kevin

What two traits did you select and why?

Patient and Driven because When it comes to urgency, people naturally have differences in how patient or driven they are. Because you tend to take a hard-charging approach, you may have trouble relating to those who are more peaceful and even-tempered. Depending on the needs of the situation and who you are interacting with, you may find that your driven nature has its advantages and disadvantages.

Trait One – My strategies:

Tends to urge others to move quickly

Trait Two – My strategies:

May come across as impatient at times

Revised August 2020