Suppose for a moment that we are born a certain style – a certain way of behaving. And suppose for a moment that – that style dictates the way that we communicate, and interact with others. And suppose for a moment that there were four distinct styles of behaving and that, generally speaking, we “fit” into one of those four styles. If that were true, would there be any value in understanding your style and the styles of the people you work with and interact with? Would others be more receptive to what you where saying if you communicated with them in a style that they liked? Would they be more likely to learn if you taught them in the way they preferred?

The one thing we know for certain is that adults can learn new things – it just might take some a little longer than others – but eventually everyone can learn. You just need to create an environment that is conducive to learning. Great teaching – like great coaching – has more to do about attitude than aptitude. You don’t have to be the smartest teacher or coach in the room to be the most effective teacher or coach in the room. You just need to take the time to get to know the person you are working with – how they like to receive information, what learning style works best for them – and then modify your approach to be more in “tune” with the way they like to be taught. One teaching and coaching style does not fit all.

DISC – Four Distinct Styles of Behaving.

The next time you have an opportunity to teach or coach someone – take a moment and try to assess their style of behaving. I use an assessment tool based on the language of DISC – which was first developed by Dr. William Marston. Each of the four distinct styles prefer a certain way of communicating and interacting. Once I’ve identified the type of person I’m working with – I simply modify my  teaching style to be more in tune with their style.  There are no dumb students – only dumb teachers who don’t use all the tools available to them to insure the student learns. One style does not fit all.

Dominate persons tend to think on their feet and make quick decisions. They are not big on detail. However, they are task focused and enjoy a challenge. Make communication brief and to the point. Respect their need for autonomy. Be clear about rules and expectations and then get out of their way and let them to do. At all cost, resist the urge to micro-manage them. Be prepared for blunt, demanding approaches. They lack empathy for others.

Interactive persons love to be around people. They enjoy the social interaction that work affords them. They are great at bringing people together and building collaborative teams. Be relaxed and sociable. Let them verablize thoughts and feelings. Provide instructions but keep the conversation light  and use humour. Be prepared for them to try to oversell their ideas. They have a need for the spotlight.

Steadiness persons show up to work on time, are very loyal and like to maintain the status-quo. Provide a consistent and secure environment. Be logical and systematic in your approach  and let them adapt slowly to change. Be prepared for a resistance to change. They may have difficulty in identifying priorities and delivering their work on time.

Conscientious persons are your very best planners. Their strength is knowledge based. They know what they know and they know it very well. They are perfectionists. Be sure to give clear expectations , but more importantly be very clear on deadlines. Allow precedent to be your guide. Be prepared for a resistance to vague or general information. They have little need for social interaction and would prefer to work alone.

Remember everyone has peak performance potential. You just need to know where they are coming from and meet them there. One style does not fit all so modify your approach so that you are  more in tune with the person you are working with and I guarantee you – that even old dogs like me can learn new tricks. Have fun 🙂

The first course I ever taught at a local business college was an ethics course developed by one of my hero’s, Professor Ron Knowles, for first year business students in their SME program. (Small, Medium, Enterprises) One of the neat things about the course was that I got to work with these students to help them develop their own personal code of conduct – their own ethical decision-making model that they’d use when confronted with an ethical dilemma. (An ethical dilemma is when you are forced to make a decision where there is no clear right or wrong answer) When you are confronted with making this kind of decision what series of questions do you ask yourself to help you make a decision that you can live with?

“It is better to be defeated on principle, then to win on lies” – Arthur Caldwell

Ethics is best described as a set of moral principles or values that defines what is considered right and wrong behaviour for a person or group. Some people suggest that there is a difference between business and personal ethics. But, to my way of thinking there is just one. You’re either ethical or you’re not. You either believe in being honest – to act with integrity – to be guided by a strong sense of values – or not. How can you behave one way at work and then behave a different way at home and still be true to yourself?

“Be more concerned with your character than your reputation. Your character is what you really are, while your reputation is what others think you are”. – Dale Carnegie

What do you hold to be true? What are your enduring principles? What are you not willing to compromise – no matter what the situation? What is and what isn’t for sale – no matter the price? What series of questions will you ask yourself to solve your ethical dilemmas? Just because society as a whole has accepted it as the norm – doesn’t mean you have to go along with it. Ethics is a process. It is a continuous effort of studying our own beliefs and conduct and striving to ensure that we, and the institutions we help shape, live up to standards that are solidly based.

“Before the issue of integrity can even be raised we need principles of behaviour – moral convictions about what is and is not appropriate – judgements about right and wrong action. If we do not yet hold standards, we are on too low a developmental rung even to be accused of hypocrisy.” – Dr. Nathaniel Branden

If you were to sit down and write your personal code of conduct, what kinds of things would you include on that list? What things do you hold to be true and you aren’t willing to compromise them no matter the situation – no matter the consequences? Something to think about. Always keep in mind that people hear what they see – not what you say. You gotta walk the walk if you are going to do the talk. 🙂