Dominant
DO:
Be brief, direct, and to the point. Ask "what" not "how" questions. Focus on business; remember they desire results. Suggest ways for him/her to achieve results, be in charge, and solve problems. Highlight logical benefits of featured ideas and approaches.
DON'T:
Ramble. Repeat yourself. Focus on problems. Be too sociable. Make generalizations. Make statements without support.
Influential
DO:
Build a favorable, friendly environment. Give opportunity for them to verbalize about ideas, people and their intuition. Assist them in developing ways to transfer talk into action. Share testimonials from others relating to proposed ideas. Allow time for stimulating, sociable activities. Submit details in writing, but don't dwell on them. Develop a participative relationship. Create incentives for following through on tasks.
DON'T:
Eliminate social time. Do all the talking. Ignore their ideas or accomplishments. Tell them what to do.
Steady
DO:
Create a favorable environment: personal and agreeable. Express a genuine interest in them as a person. Provide them with clarification for tasks and answers to "how" questions. Be patient in drawing out their goals. Present ideas or departures from current practices in a non-threatening manner; give them time to adjust. Clearly define goals, procedures and their role in the overall plan. Assure them of personal follow-up support. Explain how their actions will minimize the risks involved and enhance current procedures.
DON'T:
Be pushy, overly aggressive, or demanding. Be too confrontational.
DO:
Be brief, direct, and to the point. Ask "what" not "how" questions. Focus on business; remember they desire results. Suggest ways for him/her to achieve results, be in charge, and solve problems. Highlight logical benefits of featured ideas and approaches.
DON'T:
Ramble. Repeat yourself. Focus on problems. Be too sociable. Make generalizations. Make statements without support.
Influential
DO:
Build a favorable, friendly environment. Give opportunity for them to verbalize about ideas, people and their intuition. Assist them in developing ways to transfer talk into action. Share testimonials from others relating to proposed ideas. Allow time for stimulating, sociable activities. Submit details in writing, but don't dwell on them. Develop a participative relationship. Create incentives for following through on tasks.
DON'T:
Eliminate social time. Do all the talking. Ignore their ideas or accomplishments. Tell them what to do.
Steady
DO:
Create a favorable environment: personal and agreeable. Express a genuine interest in them as a person. Provide them with clarification for tasks and answers to "how" questions. Be patient in drawing out their goals. Present ideas or departures from current practices in a non-threatening manner; give them time to adjust. Clearly define goals, procedures and their role in the overall plan. Assure them of personal follow-up support. Explain how their actions will minimize the risks involved and enhance current procedures.
DON'T:
Be pushy, overly aggressive, or demanding. Be too confrontational.
Conscientious
DO:
Prepare your case in advance. Delineate pros and cons of proposed ideas. Support ideas and statements with accurate data. Reassure them that no surprises will occur. Submit an exact job description with a precise explanation of how that task fits into the big picture. Review recommendations with them in a systematic and comprehensive manner. Be specific when agreeing. Disagree with the facts rather than the person when disagreeing. Be patient, persistent, and diplomatic while providing explanations.
DON'T:
Refuse to explain details. Answer questions vaguely or casually.
SOURCE:http://www.discinsights.com/cyber/scripts/disc.asp#c
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