Is DISC a Personality Test?

That is probably the #1 question I get asked or the statement that people most often say incorrectly when talking about the DISC assessment. It is NOT a personality test! It doesn't measure personality and it isn't a test, so neither is accurate. You can't pass or fail. DISC is a measurement of human behavior, not personality. While there are some overlaps, there are more differences than similarities.

Let's look at two personality tests that are in the market today. MBTI (Myers-Briggs Type Indicator) and the Enneagram are some of the most widely known and talked about personality tests in the marketplace today. MBTI takes into account how you perceive information and how you prioritize that information when you make decisions. Your personality type in this system is something you’re born with. But how you USE your mental wiring will vary greatly from person to person.

Katharine Cook Briggs and her daughter, Isabel Briggs Myers, began creating the indicator during World War II in the belief that a knowledge of personality preferences would help women entering the industrial workforce for the first time to identify the sort of war-time jobs that would be the "most comfortable and effective" for them. The MBTI is based on the theory of Carl Jung who speculated that people experience the world using four psychological functions -- sensation, intuition, feeling and thinking. The four categories are introversion/extraversion, sensing/intuition, thinking/feeling, and judging/perceiving. Each person is said to have one preference from each category, producing 16 unique types.

Another personality test that is very popular today is the Enneagram. Your enneagram type gets much more personal than your Myers-Briggs® but looking at your childhood wounds, what your basic fear is, and experiences led you to develop certain coping mechanisms.

The enneagram can also tell us what your basic desire and fear are. It tells us what you’re running away from as well as what you’re running towards.

Ones seek righteousness and integrity.

Twos seek love and belonging.

Threes seek achievement and success.

Fours seek individuality and personal freedom.

Fives seek competence and specialization.

Sixes seek security and certainty.

Sevens seek happiness and possibility.

Eights seek control and autonomy.

Nines seek peace and inner harmony.

While we can see some overlaps with DISC and Enneagram, there are no direct correlations.

The main difference between personality and behavior is that you can coach someone to change their behavior because behavior is situational. You cannot, nor would you want to coach someone to change their personality. Personality is a combination of characteristics or qualities that form an individual's distinctive character. Personality refers to individual differences in characteristic patterns of thinking, feeling and behaving. Where DISC looks at human behavior and only measures at how a person communicates.

You can listen to our full podcast episode on this blog topic here or you can check us out on Youtube. Make sure you subscribe!

Leading from your Why? Power and Methodologies

Our online self-assessment, called the 12 Driving Forces, measures your Why. Your results will tell you why you do what you do. It measures motivation (and strength) behind your behaviors, using 6 different motivators.

Those motivators are….

•             Knowledge
•             Utility
•             Surroundings
•             Others
•             Power
•             Methodologies

Power

So let’s talk about Power. Have you ever noticed that some people, seek to share power, recognition and control. Where other people seek to be recognized and control their own destiny. These are the two continuums of the Power motivator.

Collaborative

On one side of the continuum is Collaborative. The Collaborative person is driven by being in a supporting role and contributing with little need for individual recognition. They focus on the greater good vs their position. They love getting things done behind the scenes and helping to do what is best for the team.

The value the Collaborative person brings to the team is that they can set aside their own agenda for the good of the team or the organization as a whole. They love to be behind the scenes and thrive in supporting roles. They don’t need to be in charge or have a title.

Things that can stress individuals with the Collaborative Driver is being forced into the spotlight, they do not like being the center of attention. Another stressor is when they personally receive public recognition without any acknowledgment of the team. They are also stressed by people who are overly controlling or power-hungry.

In extreme situations, Collaboratively Driven individuals can get overlooked for all the good that they do within an organization. There is also a risk of burnout for Collaborative individuals when extreme. Also when this driver is extreme, Collaborative individuals may be seen as not taking charge or wanting advancement.

Keys to interacting with the Collaborative Driver is emphasizing the importance of teamwork while privately recognizing their contributions.

Commanding

On the other side of the Power continuum is Commanding. The Commanding person is driven by status, recognition and control over their own personal freedom and destiny. They focus on advancing a person’s position or advancing the organizations’s position. The also focus on achieving status and recognition. They will work long and hard to advance their position. They’re passionate about creating something that leads to an enduring legacy. They’ll also focus on taking charge and making decisions.

The value the Commanding person brings to your team is their ability to lead others. They’re great at building strategic alliances with others. Networking is a typically a passion of theirs and they love implementing strategy.

Things that can stress the Commanding Driver is the inability to advance or the inability to be the decision maker. Another stressor could be when they aren’t recognized for their accomplishments. They can also get stressed by people who challenge or threaten their power or their authority.

In extreme situations, Commanding individuals can put themselves before others or the organization, they can lack a team player mindset and can act as a lone ranger and even overstep authority when this driver is extreme.

Keys to interacting with the Commanding Driver is showcasing opportunities for controlling personal freedom and leaving a lasting legacy. That’s really connecting for the Commanding Driver.

So those are the two drivers of Power and why you do what you when you are either driven Collaboratively or by the Commanding Driver.

Methodologies

So not let’s talk about Methodologies. This is the last motivator in our series that we are going to talk about and you are either Receptive or Structured, so let’s talk about these two continuums.

Receptive

On one side of the Methodologies continuum is Receptive. The Receptive person is driven by new ideas, methods and opportunities that fall outside a defined system. They are out of the box thinkers. They are always looking for new ways to accomplish routine tasks. They focus on openness to differing viewpoints and they are interested in learning new approaches.

The value the Receptive person brings to the team is their creativity when interpreting systems and their ability to adopt aspects of these systems if they see a benefit. They are always looking for new and different ways to accomplish goals.

Things that can stress individuals with the Receptive Driver is when they are required to follow predetermined rules and plans. They don’t like rigidity and when there is no flexibility.

In extreme situations, Receptive individuals can not only break the rules but they could even break the law. They may even have very little tolerance of others that are close-minded or judgmental. The like to set their own plan to guide and direct their actions.

A key to interacting with the Receptive Driver is providing the ability to create new approaches by exploring possibilities and creative opportunities.

Structured

On the other side of the Methodologies continuum is Structured. Structured individuals are driven by traditional approaches, proven methods and defined systems. They focus on proven systems and upholding these systems for living. They do things because it’s the right thing to do. They place a high value on following and implementing systems.

The value they bring to the team is that they are loyal and consistent. They will also work hard to advance a mission or a cause. Structured individuals have very high standards and love to follow the rules.

Stressors for the Structured person could be a lack of a system to follow or even constant change. Another stressor could be questioning or judgement of their viewpoints. One other stressor for people who are driven by the Structured Driver is people that don’t agree with or respect their personal beliefs.

In extreme situations, Structured individuals may be overly rigid and even closed-minded. They can be a bit of a turn off to others because they come across as their way is the only way or the “right” way.

Keys to interacting with the Structured individuals is to maintain the status quo while honoring their beliefs and protecting their traditions.

So that’s it! That covers the last of the drivers.

These are four of the drivers of leading from your Why. If you are wanting to grow professionally and understand your WHY, you need to take our 12 Driving Forces assessment. We are offering a 10% discount to anyone who reads this blog or listens to our podcast and reaches out to us take the assessment. Just mention you read or heard about it on the Help For Leaders Podcast or Blog to receive your discount when you contact us. You can fill our our contact form on our website, shoot us an email or pick up the phone and give us a call. We’d love to help you learn about your Why and how it can enhance your communication.

You can listen to our full podcast episode on this blog topic here or you can check us out on Youtube. Make sure you subscribe!

Leading from your Why? Surroundings and Others

Our online self-assessment, called the 12 Driving Forces, measures your Why. Your results will tell you why you do what you do. It measures motivation (and strength) behind your behaviors, using 6 different motivators.

Those motivators are….

•             Knowledge
•             Utility
•             Surroundings
•             Others
•             Power
•             Methodologies

Surroundings

So let’s talk about Surroundings. Have you ever noticed that some people, seek functionality in their surroundings, as in things around them need a purpose or a function. Where other people seek to fully experience their surroundings. They love harmony and beauty. Those are the two continuums of Surroundings.

Objective

On one side of the continuum is Objective. The Objective person is driven by the functionality and objectivity of their surroundings. They focus on viewing things in pieces, not as a whole. They also value functionality over harmony and practicality over beauty. So for instance a chair, as long as I can sit in it and it holds me up, it doesn’t have to look good or even feel good as long as it serves its purpose.

The value the Objective person brings to the team is that they have this amazing ability to thrive in environments filled with chaos. They also have the ability to maintain focus on the desired outcome and they are not affected by messy surroundings.

Things that can stress individuals with the Objective Driver are people that are too subjective, when there is too much focus on beauty, art, harmony and balance. And lastly people who spend too much time being overly creative can actually stress the person that has the Objective Driver.

In extreme situations, Objectively Driven individuals can be perceived as insensitive. Also when extreme, these individuals can appear to have little or no appreciation for the arts and they can focus too heavily on objectivity.

Keys to interacting with the Objective Driver is compartmentalizing conversations to a specific topic while taking emotions out of business interactions.

Harmonious

On the other side of the Surroundings continuum is Harmonious. The Harmonious person is driven by harmony, beauty and balance. They focus on subjective experiences for themselves and for others and they love to focus on personal and team development.

The value the Harmonious person brings to your team is their understanding of feelings (of both themselves and others). They also bring new, creative and even artistic ideas to the table and they have an appreciation of beauty, harmony and balance in all areas of life.

Things that can stress the Harmonious Driver is lack of balance or when there is a lack of harmony. Another thing that can stress the Harmonious Driver is a closed-in or untidy work space. Another stressor is people who focus strictly on the objective truth.

In extreme situations, Harmonious Driven individuals can exhibit that “starving artist syndrome” (where they put all their time and energy into creating their art and sacrifice their material well-being.) Another area we see in extreme situations is actually conflict with objective goals of the organization and even the individual functioning outside of the reality of some people.

Keys to interacting with the Harmonious Driver is giving them the ability to freely express their thoughts and ideas to create harmony.

So those are the two drivers of Surroundings and why you do what you when you are either driven Objectively or Harmoniously.

Once, I worked with an intern that was extremely Harmonious and they were offered an internship in a very small office space that was chaotic and cluttered.  The environment was a creative environment that was energizing for most but for this individual it was extremely stressful. The actually determined that the internship wasn't a fit for them because of their extreme Harmonious driver.

Others

Let’s talk about Others. You are either Intentional or Altruistic, so let’s talk about these two continuums.

On one side of the Others continuum is intentional. The Intentional person is driven to assist others for a specific purpose, not just for the sake of being helpful or supportive. They focus on the world being a toolset to accomplish their goals. They are typically skilled at keeping emotions out of business and they focus on giving of their time or helping others when it is beneficial to them vs just to give or help.

The value the Intentional person brings to the team is their ability to stay objective in tough situations, they don’t get sucked in emotionally. They also are able to weight the social cost/benefit quickly and typically this person is great at holding people accountable for results.

Things that can stress individuals with the Intentional Driver is when others blame the system and not the individual. Another stressor is people who waste too much time helping others. And the last stressor I want to mention for the Intentional Driver is people who won’t confront and give second chances.

In extreme situations, Intentional Driven individuals can focus on self over others. They may not be willing to invest time or resources in helping a cause and they can be seen as cold and uncaring in extreme situations.

Keys to interacting with the Intentional Driver is highlighting opportunities to connect with hard working people that may lead to future benefit.

Altruistic

Not let’s look at the opposite end of the Others continuum which is Altruistic. The Altruistic person is driven to assist others for the satisfaction of being helpful and supportive. They desire to help others by giving generously of their time, talent and resources with no expectation of personal return. They have the ability to instinctively notice and respond to people in need. And they believe people should have the opportunity to be the best they can be. The value they bring to their team is that they are generous with their time, their talent and resources. The also champion a worthy cause.

Stressors to the Altruistic person are decisions or actions that are insensitive to people. They also can get stressed when the focus is on things or strictly the ROI. They can also get stressed by people that don’t seem to care about other people.

In extreme situations, the Altruistic Driver can lead to self-neglect because the focus is solely on others. Their overzealousness for a cause can turn people off, especially at work.

Keys to interacting with the Altruistic Driver is promoting the idea of benefitting others and helping them achieve their potential.

These are four of the drivers of leading from your Why. If you are wanting to grow professionally and understand your WHY, you need to take our 12 Driving Forces assessment. We are offering a 10% discount to anyone who reads this blog or listens to our podcast and reaches out to us take the assessment. Just mention you read or heard about it on the Help For Leaders Podcast or Blog to receive your discount when you contact us. You can fill our our contact form on our website, shoot us an email or pick up the phone and give us a call. We’d love to help you learn about your Why and how it can enhance your communication.

You can listen to our full podcast episode on this blog topic here or you can check us out on Youtube. Make sure you subscribe!

Leading from your Why? Knowledge and Utility

Our online self-assessment, called the 12 Driving Forces, measures your Why. Your results will tell you why you do what you do. It measures motivation (and strength) behind your behaviors, using 6 different motivators.

Those motivators are….

•             Knowledge
•             Utility
•             Surroundings
•             Others
•             Power
•             Methodologies

Knowledge

So let’s start with Knowledge. Have you ever noticed that some people, seek knowledge relevant and useful to their current situation and typically they want to apply that knowledge immediately. Where other people seek to expand their understanding and knowledge in everything. They literally want to know everything about everything. Those are the two continuums of Knowledge.

On one side of the Knowledge continuum is Instinctive. Instinctive people are driven by past experiences, intuition and seeking specific knowledge when necessary. And the other side of the knowledge continuum is Intellectual. Intellectual people are driven by opportunities to learn, acquire knowledge and to discover truth.

Instinctive

So let’s look a bit deeper at Instinctive individuals and how they view knowledge. They gather specific knowledge for specific situations. They’ll take the “try and apply”  to figure things out instead of doing extensive research.

The value these individuals bring to your team is that they are comfortable jumping into projects before needing to spend too much time researching. Instinctive people have a high level of intuition and tend to be experts in their fiel

Instinctive people can feel stressed when they are required to do extensive research before taking action or making decisions. Another stressor for  Instinctive individuals are people who come across as a “know-it-alls”

What can happen in extreme cases of people who are driven by knowledge in this way is that they miss facts and figures and make mistakes because they are missing valuable knowledge or information.

A key to interaction with someone with the Instinctive Driver is to focus on ways to quickly discover and apply specific information while integrating past experience as it applies to current situations.

Intellectual

So now let’s talk about the other end of the continuum of Knowledge and that is Intellectual people who are driven by opportunities to learn, acquire knowledge and the discovery of truth. Intellectual folks love continuous learning, they are great at problem-solving, they will dive in to research, and they have a tremendous appreciation of knowledge for the sake of knowledge.

The value these Intellectuals bring to your team is objectivity in all areas, they are the go to person for information, they can easily play the devil’s advocate, and they provide the voice of reason, and they can bring creative solutions to the team.

Intellectual people can feel stressed when they do not have the ability to learn something new, when there is an emotional or subjective argument with no rational justification that can feel very stressful for someone who is driven by knowledge in this way. And they can also get stressed by people who use intuition over facts.

What can happen in extreme cases of people who are driven by knowledge in this way is paralysis by analysis, they can get stuck. They can also focus on knowledge, leaving other priorities neglected, they can come across as know-it-alls, and they can’t act until all the information is known.

A key to interaction with someone with the Intellectual Driver is to engage them in a thought-provoking conversation focused on opportunities to learn and advance their understanding.

Utility

So now let’s talk about Utility. You are either Selfless or Resourceful so let’s talk about these two continuums.

Selfless

Selfless individuals are driven by completing tasks for the sake of completion, with little expectation of personal return. They focus on accomplishing tasks just for the sake of accomplishment, these individual do things for the greater good and they focus on the process and the people more than the end result.

Their value to the team is that they value people for who they are versus what they can provide, they will not sacrifice quality and caring for utility and efficiency and they want satisfaction for others.

Stressors for Selfless people are being asked to make solely objective decisions, focusing solely on the return, vs. the people and another stressor is people that are unrealistic about time frames.

In extreme situations Selfless people can be taken advantage of, they can be seen as “wishy-washy” and they can be perceived as non-results-oriented, or even lacking ambition.

A key to interaction with someone with the Selfless driver is to provide freedom to complete a task list without focusing on parameters or deadlines.

Resourceful

And the other end of the continuum of Utility is Resourceful. Resourceful people are driven by practical results, maximizing both efficiency and returns for their investments of time, talent, energy and resources.

Resourceful individuals want a return on their investment, they can be extremely focused on productivity and efficiency as well as results. And Resourceful individual are all about achieving & exceeding goals.

The value they bring to your team is their creative application of resources, they are goal-driven, they focus on ROI, they identify areas of waste or inefficiency.

Stressors for the Resourcefully Driven person are wasted resources and inefficiency, putting time and energy in without results, people who waste time and can’t make decisions.

In extreme situations the Resourceful person can be a workaholic, their focus on results may cloud their judgement or even stress relationships and lastly the highly resourceful person can be seen as impatient and uncaring…ouch!

A key to interaction with someone with the Resourceful Driver is to demonstrate efficiency and practicality while emphasizing how a use of resources could conserve time and materials.

These are four of the drivers of leading from your Why. If you are wanting to grow professionally and understand your WHY, you need to take our 12 Driving Forces assessment. We are offering a 10% discount to anyone who reads this blog or listens to our podcast and reaches out to us take the assessment. Just mention you read or heard about it on the Help For Leaders Podcast/Blog to receive your discount when you contact us. You can fill our our contact form on our website, shoot us an email or pick up the phone and give us a call. We’d love to help you learn about your Why and how it can enhance your communication.

You can listen to our full podcast episode on this blog topic here or you can check us out on Youtube.

DISC is an acroynmn for a human behavioral model that goes over 4 separate behavioral factors: Dominance, Influence, Steadiness and Compliance. Simply put, it measures how a person does what they do. It creates a language around observable behavior.

 

DISC is not

• A measure of IQ
• An indicator of a person’s values
• A measurement of skills and experience
• A measurement of education and training

DISC is

• A universal language – culturally valid
• An observable language - behavior-based
• A neutral language – no right or wrong

The DISC model characterizes how we act—period!

Brief History of DISC

The theory goes all the way back to Hippocrates in 400BC.

William Moulton Marston created the behavioral theory that we use today in the 1928. He wrote a book called the Emotions of Normal People.

Walter V Clark, an industrial psychologist created the first DISC assessment in the 1950s.

Assessments in the marketplace

In 1984, the first computerized and personalized DISC assessment was available and then in 1999, the first online version came on the scene.

The DISC assessment is available in over 40 languages and we have national norms for over 23 countries.

Who can use DISC and what are the applications?

Individuals

• personal and professional development
• minimize unnecessary conflict
• enhance communication
• develop self-awareness

Teams

• Find communication gaps
• Smoother internal communication
• Become more effective together

 

Entire Organizations

• leadership development
• management development
• teambuilding
• hiring and selection
• communication training
• and so much more

Take our free Work from Home DISC assessment to see what you behavioral style is. Listen to our entire episode on All Things DISC here. Check out our episode on our YouTube channel here.

You may not know what your DISC style is, but you most likely know if you’re an extrovert, introvert, or somewhere in between. But have you heard the term ambivert before?

Extroverts: Energy from Others

• Energized by others and engaging with people
• Lots of interaction with people
• Thrive in social environments
• Doers, not planners
• Typically have well developed public engagement and presentation skills

Extroverts through the lens of DISC

• Extroverts typically are individuals with Dominance (Direct) (D behavior) and Influence (Outgoing) or I behavior.
• Higher I, high trust and enthusiasm about being around people.
• Higher D, more drive to engage with people and take charge

Areas of improvement for extroverts may be analytical problem solving, self-management or effectiveness, and even written communication. Extroverts tend to be ‘doers’, not planners, and this can cause chaos in a team environment if others are not on the same page.

Introverts: Energy From Self

• Focused on internal world
• Energized by spending time alone, doesn’t mean that introverts dislike people; it just means that socializing and networking take a lot of energy from them.
• Maintain a steady level of energy or calmness unless pushed outside their comfort zone, in which case they begin to lose energy and can get upset.
• Naturally inquisitive and analytical problem solvers

Introverts through the lens of DISC

• Introverts are people I would call High Compliance (Precise) High C.
• Their comfort zone means staying within the 'rules' as they see them, because much of what they do depends on a level of order or control.

Areas of improvement for introverts: Verbal communication

Ambiverts: Energy From Balance

Ambiverts are the lesser known third option when it comes to energy and where you get it. Defined by their ability to regulate their own behavior and adapt to different situations, ambiverts have the qualities of both extroverts and introverts.

• Most in their comfort zone when keeping the peace
• Feel best when helping others
• Can enjoy both interacting with people if they conversation is purposeful, important or “real”
• Enjoys both time alone and socializing
• Typically pretty good an managing conflict
• Skills at negotiation and diplomacy
• Great listeners and observers

Ambiverts through the lens of DISC

Ambiverts are people I would call high S's (Steady). They tend to stay within their 'comfort zone' by keeping and maintaining a level of harmony or balance, both in their life and in the lives of those around them. They are extremely sensitive to the emotional environment and feel it before most others, so if others are upset, they feel off

How to tell if you are an ambivert

 

• Can you perform tasks alone or in a group? You don’t really have a preference either way.
• Do social settings make you feel comfortable or uncomfortable? Probably a little of both and being around people too much can tire you out.
• Do you like being the center of attention? It's probably fun for you, but you don’t like it to last too long.
• Do some people think you're quiet, while others think you're highly social?
• You don’t always need to be moving, but too much down time leaves you feeling bored.
• You can get lost in your own thoughts just as easily as you can lose yourself in a conversation.
• Small talk doesn’t make you uncomfortable, but it does get boring.
• When it comes to trusting other people, sometimes you're skeptical, and other times, you're not.
• If you spend too much time alone, you get bored, yet too much time around other people leaves you feeling drained.

If you answered yes, to the above questions, you are an ambivert!

How well do you know yourself? How do you gain energy and recharge at the end of the day. Self-awareness is the beginning to both personal and professional development.

Back in 2009, Simon Sinek started a movement to help people become more inspired at work. He did a Ted Talk on how great leaders inspire action and shared with the world the Golden Circle. This graphic talked about the Why, How, and What with the Why in the center of three concentric circles. He talked about the neuroscience of human decision making by studying the marketing campaigns of successful brands.

We have a tool that actually measures your Why! Our online self-assessment, called the 12 Driving Forces, measures your Why. Your results will tell you why you do what you do. It measures motivation (and strength) behind your behaviors, using 6 different motivators.

Those motivators are….

•             Knowledge
•             Utility
•             Surroundings
•             Others
•             Power
•             Methodologies

These 6 motivators are each divided into two district sides of a continuum measuring each factor making up these 12 drivers.

Here is a brief overview of each driver:

Knowledge

On one side of the Knowledge continuum is Instinctive. Instinctive people are driven by utilizing past experiences, intuition and seeking specific knowledge when necessary. And the other side of the knowledge continuum is Intellectual. Intellectual people who are driven by opportunities to learn, acquire knowledge and the discovery of truth.

Utility

On one side of the Utility continuum is Selfless. Selfless people who are driven by completing tasks for the sake of completion, with little expectation of personal return. And on the other side of the Utility continuum is someone who is Resourceful. Resourceful people are driven by practical results, maximizing both efficiency and returns for their investments of time, talent, energy and resources.

Surroundings

On one side of the Surroundings continuum is Objective. Objective people are driven by the functionality and objectivity of their surroundings. They can compartmentalize their surroundings and even thrive in chaos.  And the other side of the Surroundings continuum is Harmonious. Harmonious people are driven by the experience, subjective viewpoints and balance in their surroundings. They love peace and harmony and balance around them.

Others

On one side of the Others continuum is Intentional.  Intentional people are driven to assist others for a specific purpose, not just for the sake of being helpful or supportive. And on the flip side of the Others continuum we have Altruistic. Altruistic people are driven to assist others for the satisfaction of being helpful or supportive.

Power

On one side of the Power continuum we have Collaborative. Collaborative people are driven by being in a supporting role and contributing with little need for individual recognition. And on the other side of the Power continuum we have Commanding. Commanding people are driven by status, recognition and control over personal freedom.

Methodologies

On one side of the Methodologies continuum we have Receptive. Receptive people are driven by new ideas, new methods and new opportunities that fall outside a defined system. And on the other end of the Methodologies continuum we have Structured. Structured people are driven by traditional approaches, proven methods and a defined system for living.

When we think of an iceberg, the part above the surface that we see, the observable part of the iceberg is DISC, it’s "how" we communicate, it's seen. What’s beneath the surface is what we don’t see, what is hidden, it's what drives our behaviors, it’s "why" we do what we do, it’s what motivates us to action, it’s what’s important to us and what we are passionate about.

DISC opens the door to communication with others, it tells us how to communicate, do we speed up, do we need to slow down, do we need to get to the point, or maybe we need to talk personally with the individual. Driving Forces enhances our communication with others by building deeper connection. You can think of DISC as the doorway to communication and Driving Forces as the room or space in which we speak. You will be able to engage with the individual about their WHY. Why are they engaged? Why are they passionate about a topic? Is it a return on investment that lights them up? Is it gaining knowledge that's their passion? Is it position or power that really brings them to life? Maybe it's chaos that actually drives the individual and they have an amazing ability to compartmentalize things in their life, or maybe its harmony that brings them to life.

Driving Forces helps us understand the whole person. It helps us build better relationships and in turn produces better results.

Leaders needs to recognize the differences in their team members, if they want to encourage the development, productivity, and happiness of their teams. Understanding a person’s comfort zone helps ensure that they are set up to succeed, based on the things that drive that person. So this is great way for teams to use the 12 Driving Forces assessment.

You can listen to our full podcast episode on this blog topic here or you can check us out on YouTube.

Smiles are powerful! According to research done by the University of Missouri-Kansas City smiling can do several things.

• Smiling can make you look younger. The perception of individuals smiling in photos was a younger age than their actual age when compared to individuals not smiling.
• Smiling can make you look thinner. Maybe its the upturned edges of the smile that make you look lighter or maybe its the fact that all the muscles in your face lift up or maybe the downturned face of individuals gave the perception they were being weighted down by unhappiness.
• Smiling elevates your mood and creates a sense of well-being. When you smile your brain releases endorphins that are natural pain relievers.
• Smiling induces more pleasure in the brain more than chocolate. I know you don’t believe this. I don’t believe it either. But according to Ron Gutman, the author of Smile: The Astonishing Powers of a Simple Act, “British researchers found that one smile can generate the same level of brain stimulation as up to 2,000 bars of chocolate.” Where do I sign up for the next experiment? And what happened to the person who ate 2,000 bars of chocolate? So many questions!
• Smiling makes you seem courteous, likable, and competent. Those first two qualities seem logical, but smiling makes you seem competent? Speculation: If you look sad or anxious, perhaps others wonder if you know what you are doing. So perhaps a simple smile might be a shortcut to business success.
• Smiling is contagious. You who can light up a room if you enter smiling. If you like to help others and lift the spirits of everyone you see, just smile.

Smiling might be one of the most underutilized aspects of non-verbal communication in business. Let's tap into the free commodity and see what kind of change it brings.

We have a YouTube channel, just search Help for Leaders to view all our podcast on video! You can also find a full podcast about this blog everywhere you listen to podcasts.