DISCerning Feedback: How To Tailor Your Feedback To Different Behavioural Styles
Trevor E S Smith
Coaches teams to high performance | Improves Team Dynamics/Productivity | Trains, Coaches & Certifies Leaders | Guides Role Fit Recruitment | Provides Tech Solutions, Done-for-You Online Courses, Competency Framework v2
Are you nervous sometimes about giving feedback to some people?
Do you have a feeling that your well-meaning feedback might not land well?
If any of these questions resonate with you then this?Productivity Enhancement Newsletter?is designed for you!
A study published in the Harvard Business Review found that employees who receive regular feedback from their managers are more engaged and have higher levels of job satisfaction. The study also found that employees who receive more positive feedback are more likely to stay with the organization (Eichinger, Lombardo, & Ulrich, 2004).
Giving feedback is an important Leadership competence and responsibility.
The value of early and consistent feedback is being increasingly appreciated. Many organizations now recognize the importance of ongoing feedback, rather than just annual performance reviews, as a means of improving employee performance and promoting growth.
The issue of remote work increases the challenge. Supervisors and leadership personnel must develop the competence to be skilful and nuanced in offering feedback.
DISCerning Feedback
The concept of DISCerning Feedback is grounded in Jungian DISC Theory.
For me, distilled to its core essence, Jungian DISC Theory seeks to classify our approaches to navigating through life into four groups.
You may be familiar with the DISC classifications: Dominance (D-Style), Inducement (I-Style), Steadiness (S-Style) and Conscientiousness (C-Style).
When applied to Giving Feedback, DISCerning Feedback invites us to appreciate at a deeper level the fact that individual preferences (behavioural styles) lead us to have markedly different ways in which we send and receive information.
In a very real sense, we speak different languages behaviourally! So, here is a brief primer in giving feedback to individuals who have a preference for each of the main DISC toolkits.
?Giving Feedback to the D-Style user
Individuals with a preference for the Dominance behavioural style are typically direct, assertive, and focused on results. They like to get to the bottom line quickly.
When giving feedback to D-Style individuals, it is best to be direct, specific, and focused on the desired behavioural change. Get to the point quickly and avoid offering vague feedback. Instead, provide clear and concise feedback that focuses on the results that the individual needs to achieve.
Giving Feedback to the I-Style user
Individuals with a preference for the Inducement (Influence) behavioural style are typically outgoing, people-oriented, enthusiastic, and responsive. They are keen to maintain warm inter-personal relationships.
When giving feedback to I-Style individuals, it is best to frame your feedback positively, with an emphasis on the carrot and not the stick.
Pointing to their importance to the success of the unit and consequently the need for them to deliver as expected is a winning strategy. Avoid being too critical or negative. Instead, provide feedback that recognizes their strengths and identifies areas where they can improve.
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Giving Feedback to the S-Style user
Individuals with a preference for the Steadiness behavioural Style are typically supportive, patient, and sincere. They are loyal to the team and wants it to succeed.
When giving feedback to S-Style individuals, it is essential to be empathetic and understanding. Be respectful, transparent, and caring. Avoid being too critical or confrontational. Instead, provide feedback that focuses on their contributions to the team and acknowledges their efforts. Take care to smooth out ruffled feathers post-feedback.
Giving Feedback to the C-Style user
Individuals with a preference for the Conscientiousness behavioural style are typically detail-oriented, analytical, and focused on quality. Process, compliance, and accountability are watchwords.
When giving feedback to C-Style individuals, it is best to be specific, detail-oriented, and focused on deviations from objectives, protocols, rules etc.
Avoid being vague or general. Instead, provide feedback that focuses on specific instances and areas where they can improve the quality of their work. Ensure that your feedback is evidence-based!
By applying DISCerning Feedback principles for giving and receiving feedback within the context of Jungian DISC Theory, you can tailor your feedback to each individual's preferred behavioural style and improve the effectiveness of your communication.
Take Action
- Register now for the June cohort of the “How To Get Heard By The 4 DISC Listening Styles” and?get 20% off the US$97 introductory tuition fee.
- Contact me Trevor E S Smith at?info@successwithpeople.org?to get your discounted subscription.
- The course is designed for corporate professionals like you who want to improve their communication skills, increase their impact and influence while advancing their careers. Join us for an interactive and engaging learning experience!
- The course will teach you how to?“get heard”?and?have your feedback land well?with the?4 DISC Listening Styles. You will learn how to identify different listening styles, tailor your communication to each style, and effectively communicate with individuals who have different listening styles.
- Get your?personal Listening Style profile?plus your granular?Behavioural DNA analysis from Extended DISC!
Companion Live Cast: Fri March 24 at 11 AM EST (UTC-5) | 12 Noon NY/EC | 9 AM Pacific
Register even if you can’t attend live to get the recording
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Trevor E S Smith - Human Capacity Development
The Success with People??Academy provides solutions that align, drive and track performance.
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We certify Leadership Professionals and Coach/Mentors and develop Engaged, High Performing Teams.
Avoid bad hires with FinxS??solutions from Extended DISC?.
E-mail:?info@successwithpeople.org
Why is giving feedback so challenging at times?
We might choose to avoid the risk of conflict. However, feedback is essential for growth and development. Get some game changing insights in this Newsletter.