You manage people daily, and you may have years of experience as a manager. But do you wonder if there is a better way of managing people, one that helps you to truly understand yourself, your employees and your boss?

If you’re like most people, you were promoted into a management role because you’re really good at your job. But being good at your job and being good at managing people can be two totally different things.

Managing people is tough. Because in management, there’s no one-size-fits-all approach.

People are different. Great managers understand that each person has their own unique abilities, but just as importantly, their own unique needs. And you are different too. Great managers understand that they too have their own unique abilities and needs.

You may have noticed that you find it easier to connect with some people than others. That’s usually because you have similar personalities, meaning you share similar abilities and needs. And when you find it difficult to connect with people, that’s usually because you have different personalities, meaning you share different abilities and needs.

Knowing how to make connections is the essence of great management, the key driver of success in any organisation. A Gallup study found that managers account for 70% of the variance in employee engagement. Shockingly, Gallup estimates that bad management costs the U.S. economy up to $398 billion annually.

Wouldn’t it be helpful if there was a solution that allowed you to better understand your own management style, a solution that showed you how to better connect with the different styles of the people you manage and the people who manage you?

Well, you’ll be pleased to hear such a solution exists.

The solution is called the Everything DiSC® Management Profile. It’s a way for you to receive personalised feedback with tips, strategies and action plans to help you become a better manager.

Before we discuss the Management Profile, let’s run through the four main Everything DiSC® management styles.

Did you catch our recent webinar about the Everything DiSC® Management Profile? If you missed it, don’t worry, you can watch the replay here.

Discovering your management style

The Everything DiSC® Management Profile helps you to discover which of the four DiSC® management styles you might fall under and the challenges you might face when interacting with other styles:

  • D (Dominance) style: You like to drive towards new goals, take immediate action, and challenge people with high expectations. Other styles may find your approach to be blunt or insensitive.
  • I (Influence) style: You like to give others encouragement, create an atmosphere of collaboration, and take quick action. Other styles may consider your enthusiasm and fast pace to be careless or lacking attention to detail.
  • S (Steadiness) style: You like to support the people you manage, create a stable environment, and encourage teamwork and collaboration. Other styles may see you as set in your own ways or indecisive.
  • C (Conscientiousness) style: You like to focus on analysis and objectivity, use logic to form ideas, and maintain standards of quality and reliability. Other styles may perceive you as overly cautious and slow to act.

Of course in the real world, it’s not so clear-cut. You might find that you are between two management styles and share characteristics of both.

Now each of your employees also has their own DiSC® style. Great management happens when you know your style, you know your employee’s style, and you know the right approach to use for that particular combination of styles.

And you may also have a manager or boss with their own DiSC® style. The best way to approach your interactions with your manager is to do so in a way that adjusts for any differences in style between you.

Becoming more effective as a manager

The DiSC® Management Profile gives you the knowledge and understanding to become more effective as a manager in four main scenarios:

  • Directing and delegating
  • Motivating and the environment you create
  • Developing others
  • Working with your manager

I’d like to show how you how the Management Profile works in practice. To do this, I’m going to take you through the profile of a high-energy, relationship-focused manager named Casey.

Casey’s Everything DiSC® Management Profile (©2013 by John Wiley & sons, Inc.) generated after she completes a research-validated online assessment. The 27-page, management-specific profile shows Casey how she can better understand herself, her employees and her manager.

For each of the four main management scenarios described above, Casey’s profile gives her detailed guidance about how to interact with individuals from each of the four DiSC® styles.

I’m going to take you through the highlights of Casey’s Management Profile, setting out what it tells her about her individual management style. I will also provide examples to show how Casey applies what she learns to improve her interactions with different DiSC® styles in different scenarios.

Management preferences

Casey’s Management Profile tells us she is primarily an i (influence) style, so she likes to provide encouragement, she values collaboration, and she likes to take action. Casey also has a touch of S style, so she also likes to give support to others.

Motivators

Like other people with the i style, Casey enjoys working with others toward a common goal, and she strives to create a high-energy environment where people can express themselves. She is willing to help others succeed in their personal development. Her touch of S style means she encourages an environment where people listen to each other’s needs.

Stressors

As an i style, Casey wants to maintain friendly relationships and be well-liked. But this can lead to a lack of willingness to push people to get results. She does not like dull environments and finds them draining. Her touch of S style means she may find it difficult to manage people who are too aggressive or combative.

Directing and delegating

For managers, effectively directing and delegating to employees is more complex than simply handing off an assignment with a “please” and “thank you.” Great managers understand that different employees need different types of instruction and feedback. Some employees want specific directions and objective feedback, while others want the freedom to act on their own initiative.

Casey places a strong emphasis on encouragement, and she tends to be optimistic about people and their abilities. She usually gives people the benefit of the doubt, which could lead to assigning tasks to employees without checking they have the skills to do the job.

Casey prefers to collaborate, and the people she manages may feel empowered by her trust in their abilities. However, when situations require a more direct approach, Casey may have trouble being tough and holding people accountable.

Casey focuses on action and tends to be fast-paced when directing a team. She is good at getting others excited about their tasks, but she may occasionally be vague about the specifics in her eagerness to get things going.

Casey tends to be supportive and makes sure people know she’s there to help or listen patiently when needed. However, if people are falling behind, she may be reluctant to push them to complete their tasks.

Directing and delegating a D style employee

Casey is directing and delegating to Max, a D (dominance) style employee. As a D style, Max is ambitious and driven. He values his independence, and may not share Casey’s preference to collaborate and work closely as a team. He might challenge Casey’s authority if he disagrees with her.

Casey recognises that D styles like Max like to work on exciting projects that will make a big impact. So she encourages Max to tackle more adventurous tasks. She gives him the freedom to decide on methods and tactics but makes sure to remind him to check in with her to review and monitor his progress.

Motivation and the environment

Managers can’t motivate employees to do something they don’t want to do. Great managers know how to create an atmosphere where people are inspired to find their own motivation. This means building an environment that fulfills the individual needs and preferences of each of their employees. Such an environment will boost the motivation of the people they manage.

Casey is enthusiastic and encouraging of others, so the environment she tends to create is one where people feel recognized and accepted. She’s good at showing her employees that work can be fun, leading to an upbeat and optimistic team.

Casey’s preference for collaboration strengthens the bond among her team members, which is essential for achieving shared goals. Because she recognises group efforts, Caseys’ employees are more likely to brainstorm together without being too concerned about who should receive the most credit.

Casey’s preference for taking action helps to establish a high-energy setting where people want to get going and keep moving. Her employees can become inspired by Casey’s fast pace and her belief that they have the ability to make things happen quickly.

Casey’s supportive nature means she is prepared to put her own needs aside and invest her time and energy into the people she manages. For some people, knowing they have a manager that cares for them can be extremely motivating.

Motivating an i style employee

Casey is motivating Olivia, an employee who is also an i (influence) style. As an i style, Olivia shares Casey’s love of working in a high-energy, vibrant environment. Olivia values socialising and developing relationships. She works at a fast pace and loves to get involved in a variety of projects.

Casey recognises that like herself, Olivia is motivated by public recognition and needs a friendly and exciting environment. So she encourages Olivia to express her positive energy and enthusiasm. And she is quick to recognise and reward Oliva’s contributions with public praise.

Developing others

Developing employees is one of the most important but most often overlooked areas of management. Great managers invest in their employees’ long-term professional growth by providing the resources, environments, and opportunities that help them achieve their potential. Research shows that the most effective approach is to help employees to identify and build on their individual strengths, rather than trying to fix their all their weaknesses.

Casey is enthusiastic and encouraging of others. This makes her good at helping her employees to overcome their self-doubt and strive for and achieve their highest goals. But she can be unrealistically optimistic about some people’s development options.

Casey enjoys collaboration, so she lets her employees know that she is always on hand to help their development. She ensures her employees feel comfortable about approaching her with any questions and concerns. But she may be too accepting when people fail to meet their objectives.

Casey likes to take quick action, so she motivates her employees to be decisive in their development process and to find creative ways to improve on their strengths. However, this can lead to pushing people at a pace that doesn’t allow them the time to develop the skills they need.

Casey is naturally supportive and wants the best for the people she manages. She takes a genuine interest in their well-being which helps her to identify and address their development needs. But she may be too focused on the here and now to take a long-term view of those needs.

Developing an S style employee

Casey is developing Thomas, an S (steadiness) style employee. As an S style, Thomas enjoys making steady progress and working towards team goals. He is uncomfortable with risk and may need support and reassurance at times. His focus on the needs of others may come at the expense of his own development.

Casey recognises that S styles like Thomas need to be gently pushed to grow and develop. Thomas needs to be encouraged to look beyond his fear of risk and see the opportunities for enhancing his skill set. So Casey works with Thomas to create a specific development plan focused on his individual needs.

Working with managers

Being a manager does not only involve managing employees (“managing down”). It also involves working with and influencing their own manager or boss (“managing up”). Being able to manage up effectively requires a manager to understand how their own manager perceives them.

Casey has an enthusiastic and encouraging nature. Her manager may appreciate her tendency to inspire people to keep a positive outlook. But her abundance of optimism can cause some managers to be concerned that she lets her emotions cloud her judgment.

Casey enjoys collaboration. Because of her love of teamwork, her manager may appreciate her receptiveness to ideas that come from other team members. However some managers may be concerned that she’s more invested in the group process than in getting things done.

Casey likes to take quick action. Her manager may appreciate that she can get stuck into new tasks and projects with energy and enthusiasm. On the other hand, some managers may worry that her excitement could cause her to overlook important details.

Casey is supportive towards her people. Her manager may see her willingness to help as a great asset to the team. But some managers may think she is too lenient and incapable of holding people to account when their performance is subpar.

Working with a C style manager

Casey is working with Emily, a C (conscientious) style manager. As a C style, Emily places a strong emphasis on logical decision-making and setting high standards. Emily has a cautious, analytical mindset and may regard Casey’s intuitive, fast-paced approach as too chaotic and risky.

Casey recognises that C styles like Emily need to anticipate any potential issues or complications before making a decision.  So, she tempers her natural enthusiasm, presents Emily with the relevant facts in an objective manner, and allows Emily the time she needs to process them.

Further development for Casey

The real value in the Management Profile is that it highlights Casey’s natural strengths, and how they help her to be an effective manager. It also goes onto identify situations in which Casey’s natural approach is less effective, and provides guidance on how to adapt her style to be more successful as a manager.

Your complimentary Everything DiSC® Management Profile

We’re giving away complimentary Everything DiSC® Management Profiles because we’d like you to experience the benefits for yourself.

With your Management Profile, you will:

  • Discover the strengths and challenges you face when interacting with others
  • Understand how to improve the way you direct, motivate and develop your employees
  • Learn strategies to work more effectively with your own manager

To find out if you qualify for your free profile please phone 1800 222 902.