Welcome to the DISC series
This video is part of a series. See the other videos in the series here:
- Introverts and Extroverts
- Introduction to DISC
- D-type (the red one)
- I-type (the yellow one) - this video
- S-type (the green one)
- C-type (the blue one)
Videos
It is the recipient who decides the message
You've probably heard this before - so we're continuing this little series of tips on how to give feedback to different types of people.
Last week we had a visit from Dominant Dennis, and this week we get a visit from Influential, Inspiring Iben, the I-type, the yellow one.
See the introduction to the DISC model here
The yellow is open, optimistic, communicative and resourceful.
In fact, for me, the yellow can sometimes be a caricature of an extrovert.
There are so many ideas. Change is a party. Anything can be done.
Well... Everything can be done, except prioritizing and implementing all the ideas that come.
Iben may also get ideas during your feedback. And because she's so articulate, you risk ending up in a completely different place than your original feedback.
Feedback for the I-Type: first tip
The first tip when giving feedback to the yellow is therefore:
Have properly prepared feedback. If necessary, have it written down so you don't lose focus along the way.
Feedback to the I-type in DISC - example
Let's take an example with Iben.
"Hi Iben!"
"Hello! How are you? And thanks for a great meeting this morning."
"I'm fine, thanks. Actually, that's what I wanted to talk to you about. I have some ideas on how our weekly meeting can be even better in the future. If you'd like?"
"Great, I'd love to brainstorm on that! I've actually been thinking about how some of the others sometimes get a little hung up and don't offer as much. Have you heard of this app called..."
Time out!
We all have our strengths, but listening isn't the yellow one's natural core competence.
So while we could brainstorm on Iben's ideas, I'll try to stick to my point that Iben hasn't been very good at following up on the points from last week's meeting. (That's my example today.)
And at the same time I try to remember that the fear of the yellow is that people don't like them. Rejection. Ouch. And that's at the same time that they really appreciate and seek recognition.
It might sound a bit silly to take so much into account, but it means a lot for motivation.
"The things I noted this morning were actually also some things that I think you can do a little differently."
"Okay, remind me about that app, because I think that could actually help us and could be really exciting. I also think it could be used throughout the organization."
"I've noticed that we're not very good at following up on the points from last week's meeting, and we agreed a few months ago that you would take care of that as moderator."
"Yes, that's right too... I actually think I need to get a system made for us, because it's like... I actually think the others would be happy with that too.
Have you heard of the meeting structure called IDOART? I was at a presentation on it the other day. It was really exciting. I think it could actually be really cool for us to use!"
"It's great that you have so many ideas, but you've already done it a few times. You know, made it work at the meetings. Two weeks ago, I noticed that you were prepared and you took the follow-up in just 10 minutes. What did you do then?"
I take a bit of a coaching role here, trying to get Iben to come up with a solution herself, while setting clear boundaries.
This is true for everyone, but especially for the yellow one it can be a good idea to point out what Iben is already doing well and then talk about the effect of it.
If I point out her mistakes, she's sure to correct them. She'll probably do better and it will feel like effective feedback, but she won 't want the feedback next time and she'll be less motivated at work
So what do you want most?
Feedback for the I-Type: Another tip
So we have two things we want to do.
One is that we want to have an agenda when we give feedback to the yellow.
And the next thing is that, if possible, we want to point to what is working while addressing the criticisms we now have.
So that the person is absolutely sure:
"What does success look like to me?"
In fact, this is something we should always make sure of when giving feedback to our employees. It's that they know what "right" looks like.
Do you know someone who is like Iben?
And how do you usually go about it?
Thanks for watching and see you again!
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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