Welcome to the DISC series, where we also provide examples of feedback from a DISC perspective
DISC profiles in relation to feedback in organisations can be highly relevant. This video is part of a series. See the other videos in the series here:
- D-type (the red one) - this video
Videos
Today we take a closer look at how to give feedback to the D-type in the DISC Person Type tool. The Red Profile - I call this profile Dominant Dennis.
If that seems a little odd, check out last week's video where I introduced Dennis and the other guys.
Dennis is direct. He is results-oriented and strong-willed. He's determined, but also something of a competitor.
Some things that are very good to know when we give feedback.
Example of feedback for DISC person type D:
The first tip is as follows:
Please be direct if you can. There's no point in wrapping things up. Remember that red is task-oriented rather than people-oriented.
It's not about relationships, it's about results.
The Red's natural fear is to be perceived as weak and to be taken advantage of - and vulnerability can therefore be an extra difficult emotion to be in, for a Red person.
The competitive gene of Dominant Dennis can sometimes mean that if you give negative feedback, he intuitively signals ready for a fight and he intends to win.
The solution in that case is to stick to your points while being calm and being extra specific.
Feedback to D-type in DISC - example
Let's take an example with Dennis.
"Hi, Dennis."
"Hello!"
"Dennis - I have some feedback from our last meeting, is now a good time?" (read: we remember to ask first!)"
Yes, it's a good time."
"Okay. Sometimes I find you interrupting people and raising your voice at our meetings. Last time, Anna and Sten didn't get a word in."
Dennis: "What was the problem? We finally got on with their project. And what about you? Why didn't you bid? You were at the meeting too, weren't you?"
"Just a minute."
This, this is the challenge.
Reds will often think they are right or have done the right thing.
It also means that in the heat of battle, it seems to be the other's fault if something wasn't optimal. In this situation, Dennis actually ends up attacking me, who was also "at the meeting". Whether he has a point or not, right now it's his behavior we're talking about. If I start apologizing or explaining myself, I risk losing his respect.
My strategy is to keep a cool head and be task-focused.
Stick to your point - example of feedback for DISC type D:
"When you interrupt and don't listen to their ideas, they don't contribute and they contribute less to the project. So after meetings like this, the mood and motivation is low."
"It's not my fault they're not motivated."
"Your behaviour actually influences them a lot, and if you get them on board a bit more and listen to them more, you can really motivate them and then we can win in this market!"
"Yeah okay. Fine..."
"Thanks Dennis."
It's hard to be specific in this little DISC profile example and I might also be exposing Dennis a little bit because he doesn't seem very likeable? But it's not out of malice that the reds are like this. Their focus is really just on getting the job done. That's why my focus is on results and not emotions in our conversation.
Example of feedback to D-type: Other tip
The second tip is about your preparation for the feedback you will give. If you have negative feedback you need to deliver to a distinctly red person, make sure you have surplus on the day because the person may challenge you. Pay particular attention not to create a status threat (i.e. focus on raising the recipient's status) and focus on the task at hand.
What experience do you have with feedback to people like Dennis here?
How do you usually go about it?
Share your experiences in the comments section on LinkedIn and let us learn from each other.
Thank you so much for watching and have a great Friday.
Every Friday a new short episode of #Fridayfeedback is published. Short videos with tips for better performance and well-being through feedback.
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