DiSC model – Management Styles

June 30, 2008

I completed DiSC (stands for Dominance, influence, Steadiness, and Conscientiousness) training last week and fount it interesting.   DiSC confirms one thing, different strokes for different folks.

DiSC is a system to help you find out similar and unique characteristics among people.  It also shows person’s behavioural preferences and helps to identify different management styles that can lead to obtain better results through interaction. 

According to the DiSC model, there are four management styles – by Dominance, by influence, by Steadiness, and by Conscientiousness.

Series of questions lead to a specific DiSC profile, that tells you what is your score and what is you dominant style of management and what are your supportive styles. 

D – Dominant : these people are active and questioning; these are direct and competitive in nature.  These people want to ‘get it done’.

i – Influence : these people are active and accepting; motivated, enthusiastic, sociable and lively. 

S – Steadiness : these people are thoughtful and accepting; patient and even tempered, accommodating. 

C– Conscientiousness : these people are thoughtful and questioning; kind of private with analytical abilities and task oriented.  Main objective is to ‘get it right’.

As we know everyone is unique and all have different ways of interacting.  Imagine, I interact with a person who has dominant  style of ‘Conscientiousness‘ (private and task oriented).  I pretend to be of ‘influence‘ (sociable and enthusiastic) dominant style; my interaction with that person can not be productive as I may not be providing the specific instructions that other person needs. 

Why is that?  Because people with dominant ‘infulence’ style mix personal talk with business discussions, becoming informal and emotionally expressive leaving the ‘Conscientiousness’ style person unclear or confuse as Max requires specific task oriented info and does not express himself emotionally.

How it will help me?  It lists what are key strengths, what things are overused, what could be the limitations and what changes should be made in management style that make one more effective.

Have you ever taken DiSC and Meyers-Briggs assessment?  What are your thoughts? Did you benefit from it?  Please share your thoughts.  Thank you for reading. 

More info –

  1. http://en.wikipedia.org/wiki/DISC_assessment 
  2. One of the best books on the application of DiSC is by Keith Ayers titled “Engagement is Not Enough.
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Quotes for Managers

June 24, 2008

Quotes are powerful words to stir thinking process, give new perspective on things, motivate to take action.  Here are some quotes on planning and strategy that I collected from book Strategic Management by Fred David.

  1. Like a product or service, the planning process itself must be managed and shaped, if it is to serve executives as a vehicle for strategic decision making. – Robert Lenz
  2. Strategies for taking the hill won’t necessarily hold it. – Amar Bhide
  3. Great spirits have always encountered vioulent opposition from mediocre minds. – Albert Einstein
  4. A firm that continues to employ a previously successful strategy eventually and inevitably falls victim to a competitor. – Bill Cohen
  5. Planning is often doomed before it ever starts, either because too much is expected of it or because not enough is put into it. – T. J. Cartwright
  6. Planners should not plan, but serve as facilitators, catalysts, inquirers, educators, and synthesizers to guide the planning process effectively. – A. Hax and N. Majluf
  7. Don’t recommend anything you woul not be prepared to do yourself if you were in the decision maker’s shoes. – A. J. Strickland III

Intro to Earned Value Analysis – Part 1

June 23, 2008

We got to measure the progress of the project and report it to upper management along with controlling it.  Project might seem progressing well, tasks completing on time and we are spending money for that.  Earned Value Analysis (EVA) gives us an integrated view of cost and schedule performance.  Lets go over some basic definitions in this post.

There are three basic things that we need from project plan – Earned Value (EV), Planned Value (PV) and Actual Cost (AC).

EV  – Budgeted value (in $ or hours) of work performed a.k.a.  BCWP
AC– Actual value (in $ or hours)  of work performed a.k.a. ACWP
PV– Budgeted value (in $ or hours) of work scheduled or planned a.k.a. BCWS

These three key values enable us to calculate Cost Variance (CV) and Schedule Variance (SV).  This variance gives us info on if we are on track.

Cost Variance CV = EV-AC
(i.e. budgeted cost of work performed minus actual cost of work performed).
Positive variance means we are below budget and Negative variance means over budget.

Schedule Variance SV = EV-PV
(i.e. budgeted cost of work performed minus actual cost of work scheduled).
Positive variance means we are ahead of schedule and Negative variance means behind schedule.

Positive variance (in $ or hours) is usually considered good.  But when we have to compare progress of multiple projects, CV or SV of one project won’t make any sense when compared with other projects because they could be of different size in terms of budget and schedule.  To overcome this issue of comparing different projects regardless of their sizes, indexes are used.   Instead of subtracting, we divide the same numbers.

Cost Performance Index  CPI = EV / AC

Schedule Performance Index SPI = EV / PV

If CPI  is 1.0, we can say we are on track with respect ot cost; if CPI > 1, we can say we are under budget plus better cost performance.  If CPI<1.0, we are over budget and need attention.

If SPI  is 1.0, we can say we are on track with respect ot schedule; if SPI > 1, we can say we are ahead of schedule plus better schedule performance.  If SPI<1.0, we are behind schedule and need attention.

If CV or SV is negative or CPI or SPI is less than 1.0, I would monitor the trend of CV and SV for over couple of weeks to see the trend and then take some action.  If CPI or SPI is greater than 1.5, we still need to evaluate why is it so?

We use EVA by plotting project schedule on x-axis and cumulative (weekly or monthly) budgeted spend plan according to base-lined data from project plan. 

We need to remember one thing, Garbage in, garbage out.  If project is poorly planned, EVA can not come to aid.

Thanks for reading and let me know what you think, any suggestions for improvements and corrections are truly welcome. 


Quote from Yogi

June 18, 2008

“We are on this planet to love each other, to serve each other and to uplift each other. We have come on this Earth to give, not to take. Don’t take pride in taking. Give and you will be given virtues. And that will give you God.”  – Yogi Bhajan


Five Powerful Leadership Quotes

June 17, 2008

Five very powerful quotes, read and ponder. 

  1. “A leader takes a little more than his share of the blame, a little less than his share of credit.” – Arnold Glasow
  2. “There are no bad soldiers, only bad officers.” – Napolean
  3. “The key to success is to get out into the store and listen to what the associates have to say.  It’s terribly important for everyone to get involved.  Our best ideas come from clerks and stockboys.” – Sam Walton
  4. “If you don’t know where you are going, you might wind up someplace else.” – Yogi Berra
  5. “I skate to where the puck is going to be, not where it is.” – Wayne Gretzky.

Trust is very important for teamwork

June 17, 2008

When a team outgrows individual performance and learns team confidence, excellence becomes a reality. – Joe Paterno.

Who else can say better than JoePa?  He is absolutely correct, but key thing is outgrowing individualism.  When a team is motivated to work together, everything seems possible and there is quite a different feeling. I have been blessed to work with some of the best people who knew how to empower team and have experienced how team’s common goals produce stunning results. 

Very first thing is to cultivate the trust in the team.  If there is no professional trust among group members, team will never perform at par. 

We have to be little bit open to our team members (my own perspective). if we become totally professional by delegating tasks and demand results with ‘paid for the work done’ attitude, team will not work.  You got to use some emotional intelligence, you got to connect with the employee.

Next, you being the boss,  have to guide and empower the team.  Every team member comes with unique skills, personality, objectives, understanding.  You got to know who needs direction, and who needs nod; who needs to be left alone and who should be slowing down.  Check Situational Leadership II post on my blog.  You are the one who will make things happen through this dynamic team.

Thanks for reading and I welcome your comments how you made your team perform above expectations and what factors were important to you.

 


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