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Your Directing & Delegating Style Directing & Delegating Everything DISC" Management Profile As a manager, you may find that effectively directing and delegating to people is more complex than simply handing off an assignment with a "please" and "thank you." Perhaps you've noticed that certain people respond Positively to different types of instruction and feedback. Some employees want specific directions and welcome objective feedback, while others want just the opposite. Based on your DISC® style, you have a natural approach to directing and delegating. However, to maximize satisfaction and productivity, it's important to consider how effective your approach may be with people of different styles. Casey, because you prefer to move at a fast pace in your pursuit of bold solutions, -you usually hit the ground running and encourage team members to follow your lead. Your strong preference for action means that you don't want to spend a lot of time going over specifics or analyzing options. Instead, you tend to direct people by pointing them In the right direction and pushing them to come up with creative solutions. Furthermore, because you prioritize encouragement, you try to get people fired up about their tasks. You're { likely to be friendly, and the people you manage may appreciate your enthuaslasm for their efforts. On the other hand, your drive for results means that you still keep an eye on the bottom line, so you probably hold others accountable for their performance. At the same time, the people you manage may falter if your demanding pace prevents them from getting all of the Information or resources they need. They may feel empowered to act, but without clear direction they may fail to accomplish the results you're looking for. Directing & Delegating Strengths ■ Creating a sense of urgency • Getting people moving ■ Holding people accountable for their actions ■ Pushing people to reach their potential • Encouraging creativity in the execution of tasks • Giving direction in a positive manner • Making people feel that they are important contributors 02008 by Inscape Publlshing, Inc. All rights reserved. Reproduction In any form, In whole or in part, Is prohibited. s0 ACTION 7; Lu v 6 Directing & Delegating Challenges ■ Neglecting to acknowledge others' limits ■ Failing to analyze the options before assigning a task • Neglecting to emphasize the importance of routine tasks ■ Failing to provide details or step-by-step instruction when needed • Setting unrealistic deadlines ■ Failing to check in on progress ■ Causing others to become frustrated when you change course Casey Tyler 'l