Oct 27 ml module 1 disc for teacher hub

1. Middle Leaders Course Module One Understanding My Leadership Style Getting a Gauge on my Team Communication: Facilitating Teams Module One Understanding My Leadership Style Getting a Gauge on my Team Communication: Facilitating Teams Bec Clements, Sandra Hite, Samantha Rodgers Presented by: Bec Clements, Sandra Hite, Samantha Rodgers 1 Middle Leaders Leading Myself and Others

2. Session One (8.30 - 10.00) 1. Understand what DISC is 2. Identify your personal communication style 3. Be able to recognize others’ styles 4. Be able to adapt your style to improve results 5

3. Leadership Capability 3 Leadership Capability L1.2 Displays a sense of self-efficacy and personal identity L 2.5 Understands people

4. Confidence Continuum – Leading Teams What experience and knowledge are we bringing to the session today? Huh? Somewhat confident Fairly confident Got it!

5. Invitation to learning – turn and talk?

6. Tracking your thinking What question are you going to carry with you today? What are you curious about? Share with someone at your table

7. Underline statements that help you be successful in your role at school. Circle statements that may be barriers to your success in school. Put things you don’t agree with in brackets. 7

8. The DISC Model… A four quadrant model that helps us identify different communication/behavior styles and adapt our style to improve results.  Dominance – how we approach problems  Influence – how we approach people  Steadiness – how we approach pace  Compliance – how we approach procedures 4

10. What Does DISC Measure? Insights2improvement.com HHOOWW BEHAVIOR SKILLS EDUCATION VALUES INTELLIGENCE & TRAINING NNOOTT WWHHYY & EXPERIENCE NNOOTT WWHHAATT Copyright © 1998. Target Training International, Ltd.

11. DISC Language Rules RULE #1 Use and discuss the language with only those who know the language RULE #2 Exhibit your knowledge of the language by knowing your behavioral style, silently recognising other people’s style and then adapting for greater communication RULE #3 Teach others the language in a setting where appropriate time is available for understanding RULE #4 Don’t use DISC as an excuse for ineffective behaviour 13

12. UNDERSTANDING THE DISC GRAPHS p. 21 Insights2improvement.com

13. Behavioral Style Analysis Graphs 16 Insights2improvement.com

14. What do people need to understand about your core style? (pp.3-13)

15. General Characteristics -- DDoommiinnaannccee Needs driven behavior… Stress reliever… Expectations of others… Conflict Insights2improvement.com 20 Copyright © 2004, Target Training International, Ltd.

16. 21 Relating to the Dominance Style • Be direct, brief and to the point • Stick to business • Results-oriented approach • Identify opportunities/challenges • Provide win/win situations • Use a logical approach • Touch on high points; do not overuse data! • Do not touch; keep your distance Be prepared for: • Blunt talk • Demands • Lack of empathy • Little interest in social interaction

17. General Characteristics -- IInnfflluueennccee Needs driven behavior… Stress reliever… Expectations of others… Conflict Insights2improvement.com 22 Copyright © 2004, Target Training International, Ltd.

18. 23 Relating to the Influence Style • Allow time for relating and socializing • Lighten up; have fun • Ask for feelings and opinions • Use touch (forearm and back) • Friendly, non-threatening environment • Involve in brainstorming new ideas and approaches • Expect quick decisions • Provide opportunities for recognition and reward Be prepared for: •Hunger for the limelight •Overly optimistic •Overselling ideas and points of view •Takes rejection hard

19. General Characteristics -- SStteeaaddiinneessss Needs driven behavior… Stress reliever… Expectations of others… Conflict Insights2improvement.com 24 Copyright © 2004, Target Training International, Ltd.

20. 25 Relating to the Steadiness Style • Be patient • Draw out their opinions • Provide a logical approach to the facts • Relax- allow time for discussion • Show how solutions will benefit them • Clearly define all areas • Involve them in planning Be prepared for: • Friendliness to colleagues • Resistance to change • Difficulty prioritizing tasks • Difficulty with deadline pressures

21. General Characteristics -- CCoommpplliiaannccee Needs driven behavior… Stress reliever… Expectations of others… Conflict Insights2improvement.com 26 Copyright © 2004, Target Training International, Ltd.

22. 27 Relating to the Compliance Style • Use data and facts • Examine argument from all sides • Keep on task- don’t socialize • Disagree with the facts, not the person • Focus on quality • Avoid “new” solutions; stick to proven ideas • Do not touch! • Allow time for them to think Be prepared for: •Discomfort with lack of clarity •Resistance to general or vague info •Strong urge to check and double- check •Little need to affiliate with others

23. What have you learned? Table Quiz RULE #2 Exhibit your knowledge of the language by knowing your behavioral style, silently recognising other people’s style and then adapting for greater communication www.insights2improvement.com

24. Job Opening A new job opening has been posted in another department. “Since I’ve only been in this job for 10 years, I don’t see any reason to change.” “I’ve decided to take the job.” “I’ll decide whether to apply after I thoroughly investigate the pros and cons of the new job.” “I’ll call my friend in that department to see if the new boss is nicer than mine.” Insights2improvement.com D i S C S D C i PPT 11-9

25. Company Meeting At a company-wide meeting, a manager praises her team for outstanding results and promises more great things to come. D Already planning the next steps in her head. i Annoyed because he wasn’t mentioned by name. Proud, but worried about what’s coming next. Insights2improvement.com S C D i S C Concerned that they don’t have a plan for what the manager is promising. PPT 11-10

26. Team Reassignment Client-support teams have been reassigned within an organization. Asks for a few weeks to prepare her customers for the change. Asks for a few weeks to work out the details of the new system. Calls his new clients to set up lunch dates. Insights2improvement.com D i S C S C i Suspicious because she thinks the reassignments may be a bad deal for her. D PPT 11-11

27. Rearranging the Office A department manager has asked for a proposal for rearranging the office. “Can we pick who we sit by?” “Is it OK if I don’t move?” “I’ll have some alternatives drawn up by next week.” Insights2improvement.com D i S C i S C “Don’t worry, I’ll take care of the whole thing.” D PPT 11-12

28. Session Two (10.30 - 12.00) Getting a gauge on your team: Interpersonal relationships Appreciating the similarities and differences 35 of your team

29. Adapted Style Look at the differences between your natural style and your adapted style. What has changed? How/ Why? 29

30. 30

31. 31 I over C represents self-confidence and being relaxed with others. Feels able to persuade others in any situation. D over S represents a sense of urgency with the need to respond quickly to challenges and have flexibility in approach.

33. DiSC Interaction Guide Dominance Influence Questioning Logic Focused Objective Skeptical Challenging i Accepting People Focused Empathizing Receptive Agreeable D S C Active Fast Paced Assertive Dynamic Bold Extraverted Introverted Thoughtful Moderate Paced Conscientiousness Steadiness Calm Methodical Careful People Task

34. Communication Do’s & Don’ts Tips p7 S Compliance Do’s Insights2improvement.com Dominance Do’s  Clear, specific, to the point  Be prepared, stay on task  Focus on results/outcomes Dominance Don’ts  Ramble & waste time  Focus on personal stuff  Force into a “losing” argument D Influence Do’s  Relate and socialize  Discuss people and their goals  Compliment and ask for opinion Influence Don’ts  Cut-off or be “cold”  Talk down to them  Be too task oriented I Steadiness Do’s  Connect personally, break ice  Be sincere with interest  Patient with discussing ideas Steadiness Don’ts  Rush (into business)  Focus on changing or quick response  Interrupt as they speak-listen C  Prepare and have the facts/data  Be logical and stick to agenda  Discuss all options Compliance Don’ts  Be disorganized  Force a quick decision on anything  Be try to win them with warmth

35. Precise Accurate Concern for Quality Critical Listener Non-Verbal Communicator Attention to Detail Creative Slow Start / Fast Finish Vacillating Temperamental RED Emotion: Anger Fear: Being Taken Advantage Of Competitive Confrontational Direct Results-Oriented Sense of Urgency Change Agent BLUE Emotion: Fear Fear: Criticism of Work Accommodating Dislikes Confrontation Persistent Controls Emotion Adaptable Good Listener Good Supporter Team Player Persistent Cooperative Sensitive to Others’ Feelings Process-Oriented Quick to Change Independent Optimistic High Trust Level Not Fearful of Change Contactability Rather Talk than Listen Verbal Skills Projects Self-Confidence Product-Oriented Slow to Change Self-Disciplined Pessimistic Copyright © 1998. Target Training International, Ltd. YELLOW Emotion: Optimism Fear: Social Rejection GREEN Emotion: Non-Emotional Fear: Loss of Security Evaluating Investigating Planning Critical Reacting Efficient Decisive Harsh Supporting Trusting Experimenting Appeasing Observing Reflecting Applying Avoiding DIRECTS TOO MUCH TALKS TOO MUCH QUESTIONS TOO MUCH AGREES TOO MUCH

36. Clever Educated Guess Experimental Feelings Perception Your Opinion Frequent Stoppage Follow Directions In My Opinion New Revolutionary Cutting Edge Substantial Change Innovative Play to Win Complex Abstract Override the People Standardized Structured Uniform Theoretical The Same for Everyone Sophisticated Requires Study Communication Don’t’s 26 CopCyorpigyhritg ©h t1 ©9 9189.9 T8a. rTgaertg Terta Tinrainingi nIngt eInrnteartnioantiaoln, aLlt,d L. td.

39. To influence and form a strong bond with a conductor you need to include words or phrases such as: Your opinion counts Advancement Be able to take advantage of opportunities Be in a high visibility position Making a big contribution Challenging Keep getting the results you want Being involved in all the important decisions Lead the pack Right in line with the direction you are taking Get people to start listening No interruptions CONDUCTOR 29 CopCyorpigyhritg ©h t1 ©9 9189.9 T8a. rTgaertg Terta Tinrainingi nIngt eInrnteartnioantiaoln, aLlt,d L. td.

40. Make change work for you Be able to take advantage of opportunities Rewards should be automatic You’re important to your company’s success Be accepted for who you are and what you do To influence and form a strong bond with a persuader you need to include words or phrases such as: Make the business run your way Call your own shots Being respected for what you do You’re doing important work Being your own person PERSUADER 30 CopCyorpigyhritg ©h t1 ©9 9189.9 T8a. rTgaertg Terta Tinrainingi nIngt eInrnteartnioantiaoln, aLlt,d L. td.

41. Exciting Getting recognition Gain respect Builds on what you have already accomplished New Unique To influence and form a strong bond with a promoter you need to include words or phrases such as: Get your point across Creating the right image Blend in well with everyone Committed to a team approach Easy to adapt for your purpose PROMOTER 31 CopCyorpigyhritg ©h t1 ©9 9189.9 T8a. rTgaertg Terta Tinrainingi nIngt eInrnteartnioantiaoln, aLlt,d L. td.

42. Good team players Resolve everyone’s concerns You probably do a lot more than you get credit for Relationship-oriented To influence and form a strong bond with a relater you need to include words or phrases such as: Achieve consensus Integrated without disrupting anything Create a solid foundation Have the security of knowing Widely accepted RELATER 32 CopCyorpigyhritg ©h t1 ©9 9189.9 T8a. rTgaertg Terta Tinrainingi nIngt eInrnteartnioantiaoln, aLlt,d L. td.

43. No-nonsense / Down to earth Nothing complex about it Hassle-free relationship Fighting never resolved anything Staying in the mainstream No conflicts / Free of controversy To influence and form a strong bond with a supporter you need to include words or phrases such as: In line with the industry standard Keeps people off your back Make the business run predictably Establish fail-safe predictability Tested / Proven Easy for people to use SUPPORTER 33 CopCyorpigyhritg ©h t1 ©9 9189.9 T8a. rTgaertg Terta Tinrainingi nIngt eInrnteartnioantiaoln, aLlt,d L. td.

44. Spread the risk Don’t get stuck in the middle Reasonable goals and tasks Change does not need to be unpredictable To influence and form a strong bond with a coordinator you need to include words or phrases such as: Not subject to wide swings Not be in a big hurry Know how things are supposed to be done Keep everything on a safe course No more chaos COORDINATOR 34 CopCyorpigyhritg ©h t1 ©9 9189.9 T8a. rTgaertg Terta Tinrainingi nIngt eInrnteartnioantiaoln, aLlt,d L. td.

45. Have everything running like clockwork Keep things on track Operates predictably You need your privacy Great accuracy Proven through research Minimize your risk To influence and form a strong bond with an analyzer you need to include words or phrases such as: Knowing is better than guessing No radical change Be able to quantify everything Tested / Proven reliability Not dependent on the “human factor” ANALYZER 35 CopCyorpigyhritg ©h t1 ©9 9189.9 T8a. rTgaertg Terta Tinrainingi nIngt eInrnteartnioantiaoln, aLlt,d L. td.

46. Have complete control over your business Be able to use your assets to your fullest potential Maintain control over what is really important to you Designed to be easily controlled Gives you control over outcome To influence and form a strong bond with an implementor you need to include words or phrases such as: Designed with finances and operations in mind Put the standards in the right place Thought through Minimize the “human factor” IMPLEMENTOR 36 CopCyorpigyhritg ©h t1 ©9 9189.9 T8a. rTgaertg Terta Tinrainingi nIngt eInrnteartnioantiaoln, aLlt,d L. td.

47. Session Three 47 Session Three (12.45 – 3.30) The Art of Facilitation Professional Learning Communities

48. Facilitating Practical Application Tools

49. A Toolkit ● Norms ● The Why and How of meetings ● Processes and Protocols

50. Team or Group

51. Professional Learning Communities

52. GROUP MEMBER CAPABILITIES • Know one's intentions and choose congruent behaviors. • Set aside unproductive patterns of listening, responding and inquiring. • Know when to self-assert and when to integrate. • Know and support the group’s purposes, processes, topics, and development.

53. lead collaborate teaching practices deprivatized practice relational trust in one another, in students and in parents individual and group learning based on ongoing assessment and feedback compelling purpose, shared standards academic Focus collective efficacy shared responsibility for student learning collaborative culture communal application of effective teaching practices deprivatized practice relational trust in one another, in students and in parents individual and group learning based on ongoing assessment and feedback lead collaborate compelling purpose, shared standards academic focus collective efficacy shared responsibility for student learning collaborative culture communal FACILITATE application of effective teaching practices deprivatized practice relational trust in one another, in students and in parents individual and group learning based on ongoing assessment and feedback lead collaborate compelling purpose, shared standards academic focus collective efficacy

54. Are you making things easier? To facilitate means “make easier.” A facilitator is one who conducts a meeting in which the purpose may be dialogue, shared decision-making, planning, or problem-solving. The facilitator directs the procedures to be used in the meeting, choreographs the energy within the group, and maintains a focus on meeting standards. The facilitator should rarely be the person in the group with the greatest role or knowledge authority.

55. Conducts a meeting

56. The beginning-a well constructed Agenda

57. Dialogue, shared decision making, planning and problem solving Dialogue, shared decision making, planning and problem solving

58. Maintains a focus on meeting standards Maintains a focus on meeting standards

59. 59 Questions

60. 60 Questions Some are invitational

61. 61 Questions Some are exploratory and open ended

62. 62 Questions Examples What are some ideas we haven’t heard yet? Can you help me understand your thinking? Given your experience in inquiry, what might be some of your assumptions about Why this is not working? You know, I need to test an inference here. . . I am seeing some head shaking. Are you in disagreement? How might we identify our assumptions on this? I’m curious about what we have not achieved with the current structure?

64. Directs procedures …and choreographs the energy

65. So, do you feel you will be making things easier? A facilitator is one who conducts a meeting in which the purpose may be dialogue, shared decision-making, planning, or problem-solving. The facilitator directs the procedures to be used in the meeting, choreographs the energy within the group, and maintains a focus on meeting standards.

66. A Toolkit ● Norms ● The Why and How of meetings ● Processes and Protocols

Oct 27 ml module 1 disc for teacher hub

Oct 27 ml module 1 disc for teacher hub

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