How to Apply Knowledge
The quick answer of how to apply the DISC information is........be observant.
Now for a high "C" like myself this is the natural thing to do. Most "S" personalities would feel this way too. However the "D & I" styles often struggle with this.
Our "D" friends might be too focused on the task of the moment and the "I" styles will be sharing their favourite fun story rather than observing what is happening around them. These are all great traits of course and as you know, we teach you how to recognize them in yourself and others. Being observant is a valuable trait as well, so allow me to give you my observations from two events in our lives this past week.
On Thursday, we had a funeral to attend at our church. No, it wasn't a family member. In fact we had never met the man. However, as some of you know, Barb and I both sing in the church choir, (Well actually, we like to say Barb sings alto and Bill sings also...) and the choir was asked to sing by the widow whom we both know.
The eulogy was amazing. Three people stood up to speak.... a long time family friend, a granddaughter, and the daughter of the deceased's best friend. All three spoke of this man who always had an opinion, backed by a real need to strongly discuss his point. They spoke of his ability to lead many charity fundraising events -- not always in a diplomatic way but always with success. It was mentioned of his love of direction in the gardening at the house. Not always right because he often pulled plants rather than weeds but forge ahead he did. In listening to these three summations of the man's life said with great respect and love, it was clearly evident he had been a very high "D" type personality. Yet here were three people and a PACKED church all paying their loving respects to this demanding, decisive, doer who loved a heated debate.
So often when we meet the D style, we assume they are too strong, too demanding, too forceful and tune out our compassionate ear. "D" styles struggle with this lack of understanding throughout their lives and often hurt inside because few take the time to see past the wall of strength.
The interesting point of this story is......can you guess the personalities of the three giving the eulogies? One was an "I" one an "S" and one a "C". This high "D" man had touched all three primary styles without even knowing it. I noticed there was not a dry eye in the place as they finished speaking and I was wiping the moisture from my own leaking eyes. This man, whom I had never met in life had made a huge impact on people even in death.
I invite you to join me in adopting a more understanding manner when wanting to judge our "D" style friends, family and co-workers. They make a difference in all of our lives.
Sunday, March 22, 2009
Wednesday, February 11, 2009
On the RADIO!
Hi Gang,
Today we were interviewed on the radio for our book Vacation Without Frustration. Have a listen here http://www.blogtalkradio.com/Nuggets-For-Success
You can purchase this book here http://dynamics4u.com/product_gallery.html
Sunday, February 8, 2009
Think Before You Sink
Here is a recent article from Harvey MacKay that is relevant to today's world.
Think before you sink
Four centuries ago when French philosopher and mathematician Rene Descartes made his famous statement, "I think, therefore I am," he probably wasn't thinking about the survival of American businesses.
But businesses that aren't thinking simply won't exist anymore. In a better economy, they can slide a little. In this climate, it takes all the thought processes you have to keep the doors open.
Sometimes, we have to turn off the rest of your life and live in the moment. In other words, stop thinking so hard about things that don't matter and concentrate on the things that do!
Consider Alfred Butts, who lost his architect job during the Great Depression. He switched gears, and studied the front page of The New York Times to calculate how often each letter of the English alphabet was used. The end result: he invented the game of Scrabble. Cheap research, simple design, and a game that remains enormously popular more than 70 years later.
Ira Hayes was vice president of advertising at National Cash Register, now part of AT&T. He believed that everyone should have an "idea-of-the-week book," the goal of which is to write down one really good idea a week. Hayes' personal book spanned 30 years. He said: "The movers and shakers of tomorrow will be those who have the resolve to write down an idea, despite it s source, and to keep trying it, despite any resistance they encounter."
You should be open to unorthodox methods and creative plans. These tough economic times will try even the most stable businesses, and will require some bold actions to keep operating. Don't believe me?
Even if your company is in line for a bailout, you probably have had to change your strategy ... things like attracting customers, selling your products or services, negotiating contracts and buying supplies. What good ideas have you had this week to address your challenges?
Genevieve Bell, a cultural anthropologist at Intel, says that to do good fieldwork, she has four ways of thinking that she keeps front and center when she's working. Here are her guiding principles:
Be present. Get in the middle of whatever you're doing. Talk to anyone who will listen; listen to anyone who will talk. Read the news. Shut off all your electronic devices and participate in what's going on around you to benefit from it.
Be vulnerable. Let go of any preconceived ideas you have. Get engaged—and if you get knocked off-center, pay attention. When you're vulnerable and uncomfortable, she says, you're in a position to learn the most—about yourself and others. That's when you really pay attention.
Be surprised. When you're surprised, you'll ask questions. Be willing to ask stupid ones, she recommends, and be willing to look foolish. I always say there is no foolish question, if it is sincere. And the only dumb question is the one you don't ask.
Be honest and brave. Don't be afraid to say, "I don't know." Bell says that when she's asked questions like, "What are the three key takeaways about China?" she resists answering. She tries to stay true to the stories she gathers. When people share their stories with you, you have a duty to guard the truth of the information with which you have been entrusted.
Keep the details and nuances—no matter how contradictory or nonsensical they might seem, Bell says. If you do, you'll give voice to those who might not be able to do it themselves. In business that often means asking hard questions—as well as not giving easy answers. It means telling the truth to those in power.
Every organization has people who can see the big picture; those people are real assets. They know where you are and where you need to be going. Don't let them get bogged down in a lot of meaningless meetings and paper shuffling. Instead, give them opportunities to solve problems and advance your goals.
Be prepared to take some unorthodox actions; think twice before dismissing a novel approach.
So when you see your key people looking out the window, congratulate them. They are probably doing the company a lot more good by just thinking than anything else they are doing. It is the hardest, most valuable task any person performs.A penny for your thoughts?
It's a bargain for a million-dollar idea!
Think before you sink
Four centuries ago when French philosopher and mathematician Rene Descartes made his famous statement, "I think, therefore I am," he probably wasn't thinking about the survival of American businesses.
But businesses that aren't thinking simply won't exist anymore. In a better economy, they can slide a little. In this climate, it takes all the thought processes you have to keep the doors open.
Sometimes, we have to turn off the rest of your life and live in the moment. In other words, stop thinking so hard about things that don't matter and concentrate on the things that do!
Consider Alfred Butts, who lost his architect job during the Great Depression. He switched gears, and studied the front page of The New York Times to calculate how often each letter of the English alphabet was used. The end result: he invented the game of Scrabble. Cheap research, simple design, and a game that remains enormously popular more than 70 years later.
Ira Hayes was vice president of advertising at National Cash Register, now part of AT&T. He believed that everyone should have an "idea-of-the-week book," the goal of which is to write down one really good idea a week. Hayes' personal book spanned 30 years. He said: "The movers and shakers of tomorrow will be those who have the resolve to write down an idea, despite it s source, and to keep trying it, despite any resistance they encounter."
You should be open to unorthodox methods and creative plans. These tough economic times will try even the most stable businesses, and will require some bold actions to keep operating. Don't believe me?
Even if your company is in line for a bailout, you probably have had to change your strategy ... things like attracting customers, selling your products or services, negotiating contracts and buying supplies. What good ideas have you had this week to address your challenges?
Genevieve Bell, a cultural anthropologist at Intel, says that to do good fieldwork, she has four ways of thinking that she keeps front and center when she's working. Here are her guiding principles:
Be present. Get in the middle of whatever you're doing. Talk to anyone who will listen; listen to anyone who will talk. Read the news. Shut off all your electronic devices and participate in what's going on around you to benefit from it.
Be vulnerable. Let go of any preconceived ideas you have. Get engaged—and if you get knocked off-center, pay attention. When you're vulnerable and uncomfortable, she says, you're in a position to learn the most—about yourself and others. That's when you really pay attention.
Be surprised. When you're surprised, you'll ask questions. Be willing to ask stupid ones, she recommends, and be willing to look foolish. I always say there is no foolish question, if it is sincere. And the only dumb question is the one you don't ask.
Be honest and brave. Don't be afraid to say, "I don't know." Bell says that when she's asked questions like, "What are the three key takeaways about China?" she resists answering. She tries to stay true to the stories she gathers. When people share their stories with you, you have a duty to guard the truth of the information with which you have been entrusted.
Keep the details and nuances—no matter how contradictory or nonsensical they might seem, Bell says. If you do, you'll give voice to those who might not be able to do it themselves. In business that often means asking hard questions—as well as not giving easy answers. It means telling the truth to those in power.
Every organization has people who can see the big picture; those people are real assets. They know where you are and where you need to be going. Don't let them get bogged down in a lot of meaningless meetings and paper shuffling. Instead, give them opportunities to solve problems and advance your goals.
Be prepared to take some unorthodox actions; think twice before dismissing a novel approach.
So when you see your key people looking out the window, congratulate them. They are probably doing the company a lot more good by just thinking than anything else they are doing. It is the hardest, most valuable task any person performs.A penny for your thoughts?
It's a bargain for a million-dollar idea!
Saturday, January 31, 2009
Sunsets
Hey Folks,
As we weather yet another snow storm our thoughts drift back to a blue green sea and sunsets.
Ask us how you can experience this too.
Tuesday, January 27, 2009
The Dynamic Duo
Welcome to the all new blog site for the Dynamic Duo!
Bill & Barb Johnston here from The Centre For Applied Human Dynamics. Not heard of us before? Go here to learn more www.dynamics4u.com
We are hoping you will visit often and share your vacation experiences like ours outlined in our book Vacation Without Frustration!
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