If you’re a manager, you should be very aware of your management style and how it can affect others. Being conscious of the extremes of your behavioral type will allow you to work more effectively with your direct reports, and transform from just a boss into a true leader.
But before you do that, you’ll need to identify your management style. I espouse using the DISC behavioral assessment, but other popular assessments will work, too.
DISC is an acronym for the four primary behavioral drivers: dominance, influence, conscientiousness, and steadiness. Dominant (high ‘D’ Styles) people are decisive risk-takers who speak boldly and confidently. Those driven by influence (High ‘I’ Styles) are apt to intertwine emotion with work, and they are interested in forming social bonds. Steady (High ‘S’ Styles) people are cooperative and composed, and approach their work consistently and methodically. People with a bent towards conscientiousness (High ‘C’ Styles) prioritize accuracy and precision, and tend to be more guarded and tactful in their expression. Take a DISC online assessment to accurately determine your DISC Style.
If you are not able to take a DISC online assessment, no problem. You can also self-identify your style based on two questions:
- Are you more open (emotive) or guarded (controlled)?
- Are you more direct (faster-paced) or indirect (slower-paced)
Based on your answers to these two questions, your primary style is:
D – Direct and guarded
I – Direct and open
S – Indirect and open
C – Indirect and guarded
Once you have found your DISC Style, you can begin making your management style more palatable to others who might not share the same DISC Style as you. Here are ways a manager, performing as an effective situational leader can round off some of the sharper edges of his or her DISC style:
If you are a DOMINATE High ‘D’ Style…
Ratchet down a notch or two! Keep in mind that others have feelings and that your hard-charging, know-it-all style can make your subordinates feel inadequate and resentful.
Accept that mistakes will occur, and try to temper justice with mercy. You might even joke about errors you make, rather than trying to always project a super-human image.
Dominate Directors can encourage growth in others in at least two ways: by praising employees when they do something well, and by giving direct reports a measure of authority and staying out of their way so they can use it. Whatever you lose in control, you’re likely to gain in commitment and improved staff competency.
Try not to be quite so bossy. Ask others’ opinions, and maybe — though this is extreme for a Dominant Director — even plan some collaborative actions.
Read more – How to Bring Out the Best of Your Management Style by Dr. Tony Alessandra featured in Top Sales Magazine, June, 23, 2015.
Dr. Tony Alessandra is a behavioral and communication expert and the CEO of Assessments24x7. He has authored 29 books including The Platinum Rule, Collaborative Selling and The Art of Managing People. Today he is a leading business speaker on communication, customer loyalty and sales.
