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Phi Management Articles: Have you ever wondered why connecting with some people is easier for you than others?


When planning a vacation, do you plan by the hour everything that you need to do and really get upset if things don’t go according to your plan, or do you just like to enjoy not planning and going with the flow.


Are you organized and detail oriented, or do you hate details. What about routine, do you enjoy your routine, or do you get easily bored and like challenge and constant change? Is building relationships a priority for you at work, or is it more about the achievements of your goals?


All of those questions are probably things that we think of unconsciously or even more consciously nowadays, as sometimes we might receive feedback “as being introverts“ or sometimes we are perceived as active or “hyper“? Or sometimes we are perceived as aggressive or too much into details?


Are these descriptions even fair?


Let us explore further and seek the history of this:

It started when William Moulton Marston, a physiological psychologist with a Ph.D. from Harvard wrote a book on" Emotions of Normal People”, in his book he explained his theory on how normal human emotions lead to behavioral differences among groups of people and how a person's behavior might change over time. 
His work focused on directly observable and measurable psychological phenomena. He was interested in using practical explanations to help people understand and manage their experiences and relationships.
Marston theorized that the behavioral expression of emotions could be categorized into four primary types, stemming from the person's perceptions of self in relationship to his or her environment. These four types were labeled by Marston as Dominance (D), Inducement (I), Submission (S), and Compliance (C). Marston did not develop an assessment or test from his model, although others later did.


Today, all companies and work environments are seeking methods and ways to understand the behaviors of their team members, they are seeking methods to recruit the right profile for the job requirement, the best “FIT“, they are seeking ways to produce a high performance culture by overcoming differences and building stronger communication amongst team members.


Companies and leaders are seeking to create higher levels of self-awareness, and more and more 360 reviews are on the verge of ALMOST replacing the performance appraisals systems. Psychometrics, personality questionnaires, and learning styles are on the list of school development tools!
It is simple leaders would love to have a method that can really support them in understanding how to motivate a certain “character“, how to delegate best, what to delegate and to whom, how to build a stronger team?


So how does DiSC fall into the equation, and how does it support the leaders of today in their tough roles? How does it help in self-awareness?


The DiSC model provides a comprehensive construct to help leaders become more effective in the interpersonal aspects of leadership. The related DiSC products created by Wiley (formerly Inscape Publishing) assist the individuals and organization with its leadership development. Each product or tool provides concrete actions that can be taken to improve one’s leadership. In other words, it helps managers understand that people behave the way they behave because of the way they are wired. It helps them understand the strength and limitations of each style and how to capitalize on it. It gives them tools and techniques on how to motivate, coach and manage the different DiSC styles.


But most importantly it helps them accept differences, it helps open their mind and their perspectives as the cornerstone principles of the DiSC is that all styles and priorities are equally valuable and everyone is a blend of all four styles, this idea helps them cope better with people they see as different or can’t get along with.


It helps each person understand himself better to become more effective when working with others through communication and respective behavioral adjustments, it helps us understand how we each have different priorities.
Most importantly it helps in suspending judgment, if we don’t agree with someone it does not mean he is wrong or we are wright it simply means we think in a different way, we perceive things differently, we have different communication styles, and we need to make certain adjustments to find common ground.


It is a universal decoder that can help us encode better our messages, and get faster to our results, in simple words it will help you know yourself better, know others better and know how to get business priorities done in an easier way with faster results, it helps build stronger relationships and higher efficiency, and who does not want that?