Considers 4 main behavioral types of people and their combinations. It allows you to diagnose the behavioral type of a person during the first 10-15 minutes of communication, and then select the tools of communication and influence that are most suitable for this type of people. DISC is relatively easy to learn and can be used effectively by people without special psychological education.

Simplified DISC model based on two main criteria:
how a person perceives the environment in which he acts (as favorable or as hostile);
how a person acts or reacts in specific situations (actively or reactively).
Accordingly, characterizing a person according to two criteria - environment(hostile and favorable) and behavior(active and reactive), - we get four behavioral types:

On the upper half of the diagram, the behavioral types of those people who treat the world around them as unfavorable, unfriendly and resisting - "Man is an enemy to man." These are the types D FROM(Compliance) - compliance. Other people, on the contrary, perceive the world how favorable, friendly and "helping" - "The universe is favorable to me." These are behavioral types. I(Induction) - influence and S(Steadiness) - constancy, which are conditionally located on the lower half of the scheme.

Some people (their behavioral type is shown on the left half of the figure) tend to believe that they weaker their environment. Therefore, they are more likely to demonstrate reactive behavior, to adapt to what is happening, rather than trying to control events or try to remake them. They are characterized by reflection and slowness - "Measure seven times, cut one." These are the types S(Steadyness) - constancy and FROM(Compliance) - compliance. Other people (their behavioral type is reflected, respectively, in the right half of the figure) feel stronger their environment - "To be afraid of wolves - do not go into the forest." Therefore, their behavior will be more active and persistent. They tend to have more control over circumstances and influence them. These are the types D(Dominance) - dominance and I(Induction) - influence.

So, we got four options for people's behavior. For convenience, we “color” these types in various colors: D - red, I - yellow, S - green, C - blue.

Let's consider each behavioral type separately:

"D" (Dominance, that is, superiority), Red:

• Description:
  • "D" behave confidently and energetically, it is very important for them to demonstrate their status.
  • decisive, strong-willed and purposeful people. The key motivator is victory, the demotivator is defeat.
• Strengths:
  • Strong will, efficiency, perseverance.
  • They like to take on difficult tasks, they feel comfortable in difficult, changeable conditions, they love outdoor activities.
  • Quickly make decisions, quickly navigate the situation.
  • Very passionate, competitive.
• Weak sides:
  • Short temper, harsh, rude manner of communication. "D" can assign himself a penalty for each time he flared up in a conversation. With fine money, you can buy cakes for your team, for those on whom he, in fact, broke down.
  • Inattention to details. "D" is very useful to cross-check his reports and the information on which he acts.
  • Haste, haste. Fast reaction - forte"D", but it also has a downside. "D" often does not listen to the interlocutor, ignores written instructions and, as a result, gets into trouble. "D" would be useful to count to three before making a decision or starting to do something.
  • "D" lacks patience, diplomacy, it is difficult for them to get along with people.
  • Under stress, "D" prone to aggression.
• Characteristic representatives: classic images of Peter the Great and Catherine the Great, Timur from "Timur and his team", Experienced (Morgunov's hero) from the famous trinity "Vitsin-Nikulin-Morgunov", Zhukov performed by Menshov in the series "Liquidation", D'Artagnan.

"I" (Influential, that is, "influencing"), Yellow:

• Description:
  • Representatives of the behavioral type "I" strive to stand out among others due to bright and unusual accessories, original clothes, they have rich facial expressions and gestures.
  • The main motivator of "I" is recognition. They need the attention and approval of other people.
• Strengths:
  • Enthusiasm, optimism.
  • Persuasion and communication skills.
  • They like to be among people, they are good storytellers, the soul of the team.
  • Positive and friendly.
  • They have unconventional thinking, they are creative, they love everything new.
• Key WeaknessesI":
  • Emotionality, prone to exploitation and opposition.
  • Late, lack of punctuality. "I" should challenge myself to arrive at each meeting half an hour early. This will increase the likelihood of arriving on time.
  • Impulsiveness. "I" is an addictive nature. Sometimes this can take the "I" very far from the task at hand. Self-control is something that "I" must constantly learn.
  • Disorganization. "I" is very useful to keep a diary, regularly clean your workplace.
  • Dislike for written communication, inability to work with papers and numbers. "I" should always double-check your written reports at least twice. It will still be faster and more useful than fixing them when the boss returns them for revision.
  • Under stress, "I" become obsessive.
• Tigra from the fairy tale about Winnie the Pooh, Prince Florizel from the film of the same name, Mironov's hero from the film "The Diamond Arm", Aramis.

"S" (Steadyness, that is, "permanent, stabilizing"), Green:

• Description:
  • Representatives of the behavioral type "S" behave modestly, dress comfortably and conservatively, love order and comfort.
  • The main motivator of "S" is predictability, the demotivator is change.
• Strengths:
  • Reliability, warmth.
  • They are very attentive and sensitive to people, they are natural psychologists.
  • They keep their affairs and belongings in perfect order.
  • Enjoy doing routine work.
  • "S" is very difficult to say "no" to another person, in stress they are characterized by conciliation, a tendency to cooperate.
  • "S" is quite difficult to diagnose, as they tend to adapt to the interlocutor.
• Key weaknesses of "S":
  • Compliance, dependence, humility.
  • Fear of change, everything new. The world is inevitably constantly changing, whether these changes will be for the worse or better - it depends only on us. "S" should often remember the positive changes in your life.
  • Touchiness. Sensitivity and natural psychologism "S" have a downside - they are very sensitive to the negative behavior of other people. "S" must understand that not all people are as attentive to the feelings of other people as they are, and make allowances for this.
  • Secrecy, unwillingness to pronounce problems. “S” can set themselves the task of once a month to initiate a meeting with their boss to discuss the results of their work: tell the boss about their successes, about needs, suggest ways to improve work.
  • The inability to say "no". An "S" would be helpful to record the number of times they didn't say "no" when they should have, and try to keep those times as few as possible.
• Characteristic representatives of this behavioral type: Semyon Semenych from "The Diamond Hand", Basilashvili's hero from the film "Autumn Marathon", Piglet from the fairy tale about Winnie the Pooh, Porthos.

"C" (Cautious - "cautious", and Сonscientious - "conscientious"), Blue:

• Description:
  • Representatives of the behavioral type "C" choose things for themselves on the basis of the "price-quality" ratio, they have very restrained facial expressions and gestures.
  • The main motivator of C is the desire to be right. Most of all, they are afraid of making mistakes.
• Strengths:
  • Problem solving oriented. Accuracy, methodical, organized.
  • They have a gift for noticing and analyzing details and facts.
  • "S" is hard to fool, they don't trust anyone.
  • Cautious and accurate, often overly scrupulous.
• Key weaknesses "C":
  • Critical, judgmental.
  • Closure, preference for written communication over oral communication. “C” is useful to force yourself to speak at meetings, participate in public events.
  • Intolerance to one's own and others' mistakes. C needs to constantly remind himself that people make mistakes and that only those who do nothing do not make mistakes.
  • Perfectionism to the detriment of deadlines. “C” should not try to do the job perfectly, you just need to turn it in on time or as soon as possible if the deadline is not specified. The quality of the work of the "C" due to their consistency and accuracy in the use of numbers and details is in any case quite high. “C” should be concerned not with quality, but with whether this work will be needed at all if it is delivered very late.
  • Lack of flexibility, unwillingness to compromise. Much to the regret of "C", they do not live on desert island around them are people to be reckoned with. "C" should often put himself in the place of his opponents, look at the problem through their eyes.
  • “C” react to stress by withdrawing into themselves, becoming isolated.
• Characteristic representatives of this behavioral type: Vladimir Putin, Stirlitz, Sherlock Holmes, Owl from Winnie the Pooh, Athos.

AT real life in addition to people in whom one dominant behavioral type is very pronounced, there are also those in whose behavior two behavioral types of DISC are manifested almost equally strongly. Each of the behavioral types can manifest itself in a person equally or one of them a little more, but the main thing is that they are both noticeable in behavior. this person and determine its values ​​and basic motivation. As a rule, "bordering" colors are combined in a person. Let's look at these types in more detail.

"DI-ID", Red-Yellow and Yellow-Red, Mastermind:

• Such people seek to charm people, to influence them. It is very important for them to lead through personal charisma and/or persistent persuasion. They know how to achieve results in negotiations, to convince other people of their point of view. They are very comfortable in a highly competitive work environment. However, they have a tendency to manipulate other people, putting pressure on them, especially when they are under stress. Most of all, they are afraid of losing control of the situation. Their aggressive style of behavior often causes hidden resistance in people.

"IS-SI", Yellow-Green and Green-Yellow, Messenger:

• These people are easy to communicate with. They treat others with great consideration, warmth and understanding. They are hospitable and devoted to friends. Although they are most comfortable working in a stable environment, they can be quite flexible. Them weakness- Excessive gullibility and forgiveness. Maintaining peace and harmony in the team is their top priority. With an "S" dominant, they will seek to avoid conflict at all costs.

"SC-CS", Green-Blue and Blue-Green, Coordinator:

• Such people are usually reliable and diligent when performing tasks. They think for a long time before making a decision or agreeing, but then they can be relied upon. They combine the ability to critically analyze and the ability to cooperate with other people. They feel most comfortable in a stable, predictable environment. Most of all, they are motivated by the desire to do everything right and maintain a harmonious atmosphere. They are afraid of surprises and irrational thinking. They are not very flexible and not very ambitious. AT stressful situations they withdraw into themselves and are tormented by the question "What if ...".

"DC-CD", Red-blue and Blue-red, Artist:

• These people tend to be aggressive when they strive to achieve excellence in everything they do. They feel most comfortable in rapidly changing, unstable and unpredictable conditions. They have a talent for critically evaluating existing systems and finding ways to improve them. They are always at the forefront in the development of new concepts, the implementation of innovations. The danger is that sometimes they start fixing things that haven't broken yet. They are characterized by excessive criticality and exactingness in relation to other people. In stressful situations, these qualities grow to unreasonable pickiness.

"IC-CI", Yellow-blue and Blue-yellow:

"DS-SD", Red-Green and Green-Red:

• This is the most complex and controversial behavioral type. Such people are very rare. People with this behavioral type tend to develop violent activity. They are enterprising, stubborn and persistent in any task, so they often succeed. They strive to achieve results in everything they do. They focus too much on their personal tasks rather than on the tasks facing the team, but at the same time they have a deep attachment to the people with whom they work. When stressed, they are irritable and take the lead. In general, these are people with uneven behavior, sharp mood swings.

3. Diagnostics of behavioral types:

What can be paid attention to in order to determine the behavioral type of a person? Here are some simple examples:

• Clothes and accessories:
  • "D" may look different. After all, the main thing for him is victory at any cost. The main thing is the goal that must be achieved, and he can change his appearance depending on the conditions set by the struggle. But unchanged for "D" is the desire to show their status. At the beginning of his career, "D" tries to look cooler than he really is, spends more money on clothes and accessories than he can afford. But having risen to the very top, in order to stand out, he can, on the contrary, change into ordinary clothes, such as jeans, a T-shirt, etc.
  • "I" dress fashionably. If it doesn’t turn out fashionable, then catchy! Others will definitely pay attention to his orange tie with green cucumbers, a "gold" watch the size of Big Ben or a sports car, albeit not a new one, but still eye-catching.
  • "S" does not stand out externally. Wears discreet unobtrusive tones of clothes. He seems to fit into environment and does not stand out from it, becoming one with it, and does not violate harmony.
  • "FROM" very afraid of making a mistake. From this point of view, he can wear clothes of very famous, “right” brands, because this allows him to be sure of the right choice. Looking at "C", we see a belt exactly matched to the color of the shoes, pressed trousers and always clean shoes.
• Office or workplace:
  • Office or workplace "D" first of all emphasizes his status: a large table, a high "director's" chair, a portrait of the president on the wall. On the walls you can often see weapons, diplomas.
  • At work "I" you will definitely see something that should emphasize its uniqueness. Also, the “I” office will be distinguished by a rather serious mess, stickers will be pasted everywhere, papers can lie on the windows, on the floor. There can be a lot of cool but useless knick-knacks on your desktop.
  • On desktop "S" we see a photo of the wife, separate photos of children and a dog. There is a flower nearby, and various pleasant little things around. Workplace well organized, and there is a feeling that everything is in its place and somehow at home.
  • At work "FROM" order reigns. Each thing performs its function. We will not see photos of friends, relatives and relatives on the wall. Most often, there will be the necessary working information: graphs, diagrams. Personal information is hidden from the eyes of strangers.
• Facial expressions, gestures, gait, look of a person:
  • Meeting with "D" you will feel a firm handshake, see a direct look, hear a loud voice. "D" often gives the impression of hurrying somewhere. It is typical for him to talk to several people at once, unceremoniously cut off the conversation or interrupt the interlocutor. Therefore, sometimes he can be perceived by others as a daring, rude or reckless person. "D" has a constant readiness for competition. He seeks to dominate and can provoke conflict.
  • "I" is distinguished by violent gestures, emotional speech, saturated with original slang words, bright facial expressions.
  • "S" usually calm, friendly and gentle.
  • "FROM" in communication, he carefully shows feelings - after all, the world is hostile! This is expressed in his gestures, which are restrained and functional. The "C" handshake will be "sparse and brief", or he will try to avoid tactile contact altogether.
• Communication, behavior:
  • When expressing your opinion "D" usually open and straight. He says what he thinks, harsh and even sarcastic, but not vindictive. May "explode" and disagree with colleagues, managers and subordinates.
  • in behavior "I" He is very friendly and looks interested in communication. He quickly reduces the distance, sometimes, by telling his stories and jokes, he can reduce the distance to an uncomfortable one. These are the type of people whose appearance enlivens those around them - stories, stories gather the audience necessary to satisfy their need for recognition.
  • Communicating with "S", you will meet calm attention and goodwill. May appear to agree. Sometimes "S" gives the impression of a person who has his own opinion, but did not voice it. By making an "S" new unexpected offer, you may feel some resistance. He will ask questions in order to probe the situation and will defend the already established order of things.
  • When interacting with "C" you will feel their accuracy and punctuality. Working with such a person, you will see that the plans for him are not only on paper - they are his life. He strictly adheres to established rules, standards and procedures. If you see him walk by and offer to discuss your new idea, expect him to invite you to meet later after finding out how long the discussion will take. Then the day and time will be agreed. But be prepared for a serious conversation - it needs calculations, numbers, arguments.
• Summary:
  • Representatives of the behavioral type "D" behave confidently and energetically, it is very important for them to demonstrate their status.
  • Representatives of the behavioral type "I" strive to stand out among others due to bright and unusual accessories, original clothes, they have rich facial expressions and gestures.
  • Representatives of the behavioral type "S" behave modestly, dress comfortably and conservatively, love order and comfort.
  • Representatives of the behavioral type "FROM" they choose things for themselves on the basis of the “price-quality” ratio, they have very restrained facial expressions and gestures.

4. Interactions with people of various behavioral types

So, we learned what behavioral types of people exist, learned how to diagnose them. Now let's see how to most effectively interact in life and at work with representatives of each of the considered behavioral types.

• Significance of the meeting arrangement:
  • "D" they value their time very much, strive to organize it, again, a preliminary arrangement for a meeting raises their status. True, because of their high dynamism, they are not always punctual.
  • Concerning "I", then these are the same people with whom it is useless to negotiate a time frame. Punctuality is their weakest point. In addition to the fact that you will be annoyed by their lateness, they themselves may be upset because they were late for a meeting with you, start to complex about this, which will derail all negotiations. It is best to call them just before the visit with the words: “Will you be there in fifteen minutes? When can you? I will call you before leaving and specify the time of the meeting"
  • On the one hand, an agreement to meet with "S" reduces the overall level of uncertainty that scares them. On the other hand, people are very important to them. They are ready to listen to other people at any time.
  • "FROM" very much appreciate orderliness, preparation, actions according to a plan. If they are forced to discuss any issue with a swoop, taking them by surprise, the result is guaranteed not to be achieved. This "C" can only anger and unbalance.
• Establishing and developing contact:
  • Be careful when composing compliments for "D". Not having time to start a conversation, you can immediately lose their trust and interest in you. Lady "D", like the man "D", does not really trust people, so she is unlikely to believe in the sincerity of your compliment. Being direct and sharp people, they are intolerant of platitudes and insincerity. If you want to praise "D", then find something that is really worthy of praise. "D" - people motivated for a career, achieving a certain status. They are enterprising and acumen in business. Therefore, it is best to praise some of their business achievement, especially since most often there is a real reason for this. Quoting "D" will be perceived positively, as this strengthens his status in this business communication, but here it is important not to overdo it, because "D" respects a worthy opponent who is able to confront him on an equal footing, and not a sycophant and a compromiser. Useful information "D" will also perceive favorably, as well as an anecdote told to the point. In this case, "D" will evaluate the joke "on the verge of a foul", politically risky or obscene.

  All the banal compliments you can save for "I". Firstly, they most often really monitor their appearance, and secondly, they tend to have bright eye-catching accessories. Both they consider worthy of praise. And, frankly, their ability to stand out from the crowd, while remaining natural and harmonious, is worthy of sincere approval. At the same time, “I” is nice when they are talked about, they are praised. So don't be afraid to overdo it. Quote "I", as well as everything that others have said about "I", to the maximum. But to report useful information or to tell an interesting story, you most likely simply won’t have the opportunity, because the “I” themselves are very good at it and love to do it very much. Again, do not interrupt "I" or intercept the laurels of an interesting storyteller from them.

  • "S" it will be very nice to hear a question about their family, friends, team. Praise the comfort and order in their workplace, in the house or the well-groomed car. Most likely, in this case, you are not being disingenuous. "S" are very sensitive to falsehood and slyness. Don't even try to be insincere when giving a compliment. "S" will definitely mark it. But, unlike "D", they will not besiege you with a caustic remark. It's just that everything else that you said at the beginning will be passed through the prism of distrust and devaluation. And you will not know at what point you lost contact with them. Interesting story would also work, because "S" are great listeners, and they don't like to "pull the blanket over themselves", telling jokes themselves.
  • The most difficult, of course, is the establishment of the first contact and in general contact with "FROM". These people are very distrustful and withdrawn. Any compliment will be taken with skepticism by them. Any praise "C" should be woven into the fabric of communication very imperceptibly and naturally. You can praise his report or plan, but only in the context of the conversation. Perhaps, in communication with “C”, it is worth skipping this part altogether and immediately proceeding to discuss the rules of the meeting. Quoting "C" is also not easy, because if you allow even the slightest inaccuracy in quoting them, you will annoy them. Most likely, they will positively evaluate useful information.
• Offer presentation:
  • Presentation for "D" should be clear, dynamic, confident. If the "D" feel that the interlocutor doubts, is not sure what he is saying, they will never accept such an offer. Even if it is obviously beneficial, they will suspect a trick. No need to prepare a lot of figures and evidence. "D" do not like to delve into the details. It is better to concentrate on the minimum number of the strongest arguments. They make decisions pretty quickly. The main rule is the main arguments at the beginning of the presentation.
  • Presentation for "I" should be visually rich, bright and figurative. The context, the atmosphere in which the presentation is held, is very important. It is also important to emphasize the role and meaning of the "I" in connection with your proposal. For example, how "I" would look like if he bought what you offer. Or what a prominent role is assigned to "I" in the implementation of the proposed project. Avoid excessive numbers and calculations. It is more effective to “paint a picture of the future”, where “I” with your product is already gaining “universal recognition”.
  • Presentation for "S" should be clear, logical and calm. Just tell them what you have to offer in layman's terms, show slides or documents to support your presentation. Remember that “S” is convinced by precedents, that is, what has already been implemented and the effectiveness of which has already been confirmed. Also pay special attention to the sequence of actions that should be taken in connection with your proposal, the procedure for its implementation. Take your time and do not press, pause, ask if there are questions, if there is anything in doubt.
  • Presentation for "FROM" requires very careful preparation. Recheck all numbers and calculations. Gather as much material as possible to support your proposal, prepare it all in writing in several copies without typographical errors, with neat design.
• Work with objections:
  • "D"– may raise objections to test your position. First of all, in no case do not succumb to the provocation of "D". They also like to conflict and provoke others to conflict. "D" are sure that a "good quarrel" is better than a "bad peace" contrary to the well-known saying. As we have said many times, the optimal form of communication with "D" is calm, but tough. One good thing is that they won't "hide" their objections.
  • "I" the world learns not through books and product manuals, but through people. He may raise objections not because he is not satisfied with something in your product, but to draw attention to his person. For the same reason, he may begin to drag you into discussion of minor and, in fact, unimportant details of the agreement for him. Therefore, when dealing with the "I" objections, do not try to return to the numbers and calculations again, if you did so at the beginning of the presentation, but refer to the potential buyer's personality and emotions.
  • "S". Objections to begin with still have to draw from them. Not wanting to cause tension in the relationship, "S" prefer to remain silent. After all, the world is so good, and there is no need to waste energy to change it! They will most likely voice their objections in a soft interrogative form. But this does not mean that these objections can be easily overcome or simply ignored.
  • "FROM" as well as "D", focused on the result, not people. Therefore, working with them can be quite difficult, and at the same time terribly boring. "S" are very corrosive, they will bring a thousand objections on the most insignificant issues. The main thing in dealing with them, as in dealing with "D", is to control yourself, not to let "C" piss you off.
• Motivation:
  • Motivation "D"- to achieve results, for career growth. "D" must himself list the mistakes made in the work. He is aware of them only if he is sure that he himself thought of them. It is useless to teach "D". It is necessary to use the natural tolerance of "D" to change, his ability to take action in new conditions.
  • Motivate "I" can be in their desire for active communication, to influence people, their need for recognition from other people.
  • Use the persuasiveness of precedents to "S". Through slow, unhurried analysis, bring "S" to the idea that he often resists any changes in life. Recall times when it hurt him in life. Show that it harmed not only him, but also those around him.
  • Motivate "FROM" that he did everything right. Recall all the times in life when he made the right decisions. To push "C" to implement his plan, to accelerate his actions.
• Written communication:
  • Written communication with "D" important for securing verbal agreements.
  • Written communication with "I" should be kept to a minimum.
  • Written communication with "S" may slow down the issue.
  • For "FROM" Written communication is the priority and most comfortable form of communication.

Let's now see what are the characteristics of communication with representatives of mixed behavioral types, keeping in mind communication, support and preferred partnership:

"DI-ID"

• How to communicate: These mixed personality types should be approached in a friendly manner, focusing on the actions that need to be taken within the framework of the work. Communication should be short. You should be prepared in advance for the fact that representatives of this behavioral type can behave emotionally, jump from topic to topic. Better not to stand in the way of these people.
• How to provide support: First, listen to them and help them sort out the problem. Such people need to be made clear that they do not have to win every argument, sometimes they just need to relax and let go of the situation. They are greatly encouraged by the reminder of their social status about what they have achieved.
• Preferred partners: SC, SCD, SI, CS.

"IS-SI"

• How to communicate: Such people should not be rushed, they should not be pressured. Be rational and logical, patiently answer questions. Useful non-verbal displays of friendliness.
• How to provide support: Respect their desire to be alone, to think things through. They are more receptive to non-verbal, silent support. You should be very careful and without pressure to inspire them with faith in their strength.
• Preferred partners: I, IC, DI, IS, ISC, SC.

"SC-CS"

• How to communicate: Talk to them should be open, logical, clearly to the point, laconic. You should prepare well for the meeting and master the material flawlessly.
• How to provide support: Don't interfere, leave them alone.
  Preferred partners: ID, IS, ISC, SI, SC.

"IS-SI"

• How to communicate: Communicating with these people should be as friendly and informal as possible, avoiding aggression against them. It is necessary to prepare for a long and not very structured communication. You should not put pressure on them, they should be given time to make a decision. This is especially important for SI.
• How to provide support: They need friendly attention, they need to be listened to. And then help to strengthen self-esteem, emphasize their position in the team.
• Preferred partners: for SI: D, DI, DI, ID, DC; for IS: S, SC, SD, SCI.

"IC-CI"

• How to communicate: With these people you need to speak clearly and to the point, patiently answer their questions. But at the same time, they should be allowed to express their thoughts and feelings, not interrupt or restrain them. They should be allowed to take the initiative of communication into their own hands.
• How to provide support: Let them have their say if they want to. Or give them the opportunity to be alone with themselves, if at that moment “another ancestor woke up” in them.
• Preferred partners: SC, SC/D, CS, IS.

"DS-SD"

• How to communicate: In dealing with such people, one should not show aggression or pressure, one should behave in a friendly manner and be logical and laconic, focusing on discussing actions.
• How to be supportive: Don't push or get in the way, be friendly, be flexible.
• Preferred partners: ID, DI, I, 1C, IS, CS, CSD.

5. Links to online tests

Working on oneself requires a clear understanding of one's character, one's behavioral type DISC. But it's very easy to make a mistake here. The fact is that the effectiveness of self-diagnosis is much lower than the effectiveness of diagnosing other people. It is difficult for a person to treat himself objectively and perceive himself as he is. Therefore, to accurately determine your DISC behavioral type, it is best to take a computer test or ask other people who are familiar with DISC to evaluate you.

Most tests to determine your behavioral type according to DISC are paid. But you can also find free online tests:

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Ways of classifying by personality types wagon and small cart. The most convenient and applicable in communications for me as a manager - and for DISC.

In general, if we consider a person through these two typologies, one can describe his character very accurately, and therefore suggest the most effective ways interaction with him. And of course, in the process of researching colleagues and acquaintances, you will be surprised at the abundance of different configurations.

It is also useful to know such things about yourself, at least in order to correctly assess your own strengths and weaknesses.

D. Dominant	I. Influencing	S. stable	C. Compliant
Competitive, aggressive, determined and results oriented, prefers to move quickly, take risks and achieve immediate results. He likes to take responsibility, control the situation and keep power in his hands. I also like changes and challenging tasks. Can be impolite, bossy and even rude. Not a very good listener. Capable of making sudden decisions.	Talkative, sociable, optimistic, lively, people-oriented, unpredictable, energetic, enthusiastic. When interacting with people, he strives to be positive and friendly. Inattentive to details, talkative and emotional. He promises more than he is able to fulfill, since optimism and popularity are the main thing for him.	Calm, helpful, patient, modest and unhurried, always ready to help, loyal, good team member, attentive listener, persistent, reliable and balanced. He needs stability and security, and therefore, with sudden changes, he needs help. Slow, indecisive, stubborn.	Accurate, consistent, businesslike, cautious, analyst. Focuses on the task and does a very good job. Overly focused on details, picky, slow, often overlooked big picture. Critical, distant from people, pessimistic, cold.
Weak sides Aggressiveness Ruthlessness Rigidity (inflexibility)	Weak sides Emotionality Tendency to exploit tendency to resist self-confidence Skeptics	Weak sides Indiscipline Addiction Submission Excessive caution Compliance Dependent on other people's opinions, easily manipulated by constructions "this will offend other people", "I will feel that you are letting me down"	Weak sides criticality Formalism Uncertainty Tendency to be judgmental
Strengths Independence Ability to make decisions Efficiency persistence strong will	Strengths Enthusiasm The ability to convince Optimism Communication skills	Strengths Heat Ability to listen and negotiate Reliability Propensity to cooperate	Strengths Problem solving oriented Accuracy methodical organization Rationality

Express test DISC in the elevator :)))

• red - press the floor or close the doors several times
• green - rarely look people in the eye
• yellow - everyone smiles
• blue - read signs or simply look ahead and count everything to themselves

Reds are little dictators. In the event of a crisis, they quickly seize control and quickly and loudly give out commands to whom to do with kicks.

Blues are very loud and formal, it is difficult to discuss new ideas with them.
Always asking why? What for? Where it leads? Let's calculate?
But when the information is accepted, very focused on solving the problem.
In the event of a crisis, they usually close and leave to think.

It is important for the greens that everyone is happy with everything. First of all, people, and healthy relationships in the team, then everything else. In the event of conflicts, they lose their motivation to work sharply and almost to zero.

Yellows know how to motivate people in a very harmonious way to do something that they didn’t think about for five minutes. They generate heaps of ideas, and often their ideas come up on their own, it is not necessary to implement them :)

Of course, all these features are inherent in each person to some extent, and usually one dominant is distinguished, but otherwise there can be completely different configurations that form transitional colors.

Okay, so why do we need this? In theory, the use of DISC and Adizes models allows

1. solve recruitment issues - understand who we need?
2. retention of staff - what motivates or, on the contrary, hinders?
3. create favorable conditions for effective work employees in groups or pairs
4. identify the conformity of employees, in terms of psychotype, position and tasks to be solved
5. carry out staff rotation
6. build a more adequate system of motivation

Also, understanding what psychotype your immediate supervisor belongs to can help you in more effective communication and interaction with him.

For example, you are a manager and want to buy a second monitor for your programmers.
Reds care about action and results.
You need to talk in the key “I tried to put myself a second monitor. It turns out really faster. Let's buy it all."

For the yellows, the picture is important, the vision of awesomeness:
“Imagine clients/partners come to our office, and we show where our programmers are sitting, and each of them has 2 monitors, you can immediately see a serious company.”

For the greens, it is important that everyone is happy with everything:
“It will be more convenient for programmers to work. I have already agreed with Pavel Ivanych and Margarita Alekseevna, they are not against it.

For blues, numbers and facts are important:
“We tried to put a second monitor on a programmer, wrote 30% more lines of code in a week. Buying a second monitor for everyone will cost so many thousand rubles, it will pay off by such and such a time. ”

Also, you can send a link to this HR article and add “I need a red-haired administrator” in the personnel search application if you are looking for a business executive, or there is a “green manufacturer” if you need a team leader. Well, if you are looking for a system architect for a project, of course, the right color is blue.

Useful:
DISC test - just don't send results at the end. Better write your results in the comments :)
DISC profiles - page 14 useful table
Video: Typology of people and teams: how to communicate with different people?- watch from 14 minutes, well, or from the 49th - Highly recommend

personality typologies

DISC CLASSIFICATION

Roots of DISC

In 1928, the American psychologist William Marston published The Emotions of Normal People. In it, on the basis of his research conducted since 1920, he describes four variants of behavioral reactions, which he first (previously used other terms) named so that the first letters of the names subsequently formed the abbreviation DISC: Dominance (dominance), Compliance (consent ), Inducement (motivation) and Submission (submission). Over 400 pages, he explores these reactions in depth, as well as the relationships between them.

So many "DISC specialists" refer to this book. But, judging by the fact that they “quote” from it what is not written in it, few people read it. And, in fact, reading Marston's book requires good thoughtfulness and a certain culture of thinking, in particular, because of the rather specific and even specially invented terms he uses.

Speaking in a more understandable language, but without losing too much accuracy, then:

D is the reaction of the stronger to a hostile stimulus,
I - stronger for a friendly stimulus,
S - weaker to a friendly stimulus and
C - weaker to hostile stimulus.

D: ego - emotions; aggressiveness; rage; rabies...
I: persuasiveness; attractiveness; the charm; seduction...
S: readiness; obedience; pleasantness; good nature...
C: fear; fear of expressing one's will; fear of some more powerful force, person or object; timidity...
On the other hand, unity with nature; joys of nature; look at the hills from where help will come to me; setting to infinity...

Basic reactions according to Marston (inner circle)

Original drawing from the book Emotions of Normal People.

Various questionnaires were developed based on Marston's ideas, but it was the American psychologists John Geier and Dorothy Downey who in 1970 proposed the already classic questionnaire for determining a person's profile using DISC and the Personal Profile System report form. And, having received a measurement tool, DISC walked around the planet.

Now, more than 1 million people are tested annually using the most common Wiley DiSC questionnaires in the world alone.

What's wrong with the original DISC?

As a researcher, Marston did not think about creating a commercial product.

Therefore, he could afford to be “politically incorrect”. Well, how could one of the reactions be called “submission” (S)! What business customer would be willing to pay for their DISC report with a high “submission” score! Therefore, a set of names, as in the book - Dominance, Inducement, Submission and Complience - now you will not find a single provider of DISC questionnaires (although there are several decoding options). Submission (submission) is changed, for example, to Steadiness - stability. True, for some reason they mislead customers, claiming that Marston had already used this term in 1928.
With translations into Russian, even more inconsistency. For example, I use my own names:

Another moment. To speak of a person, as Marston did in The Emotions of Normal People, as "stronger" or "weaker" can offend him. But, thank God, in 1931 in his next book"Integrative Psychology" (Integrative Psychology), written with co-authors, Marston already talks about activity: reactions D and I - with an increase in activity, and S and C - with a decrease. Almost everyone uses the term "activity" now. True, the misconception that it was introduced in the first book is widespread. With the new book, the DISC model has become even more focused on human behavior.

The word "DISC" cannot be registered as a trademark due to its general usage. Therefore, anyone can refer to "The Emotions of Normal People" and claim that he offers training and questionnaires on "DISC".

True, there are businessmen of a different kind. They take the DISC model as a basis, but come up with other names and pass off as their original designs. Who classifies by colors: red, blue, etc. someone for animals: a lion, an owl, etc., who else will come up with some names: Motor, Analyst ... The third option is when the author offers something very specific (like, for example, Ichak Adizes (Ichak Adizes) PAEI classification of functional roles in management) , but still describes reactions according to DISC. This is understandable: you can describe using DISC much more, and much more exciting.

DISC as a management tool

It has long been known that the saying: "Do unto others as you would like to be done unto you," which is sometimes presented as Kant's categorical imperative, is categorically wrong. If in a work situation you want to achieve something from another, then you need to treat him as he wants it. (The case when in a work situation you are a cannibal leader with absolute power over fellow tribesmen is not considered.)
In fact, this is what you need

determine what kind of person is in front of you and how to behave with him.
And here it is extremely important that in his book Marston describes reactions by DISC, that is, external
That is, the "definition of a person" according to DISC situationally. DISC is not a typology, that is, it does not assign a person tightly to any “type”. I'll explain with an example. Perhaps the most famous division into personality types is extrovert and introvert. It occurs in a variety of typologies and is carried out in different ways.
For simplicity, we will assume that the "extrovert" talks a lot and

communicates with people, and the "introvert" spends time in silent solitude. But there are no normal people who either only communicate, or are only silent. Therefore, it turns out that an “extrovert” is one who communicates more often than is silent. Now suppose that I have an employee whom I want to motivate to complete a complex task, or a client to whom I want to sell some complex service. And I know he's an extrovert. That is, in most life situations, it must be listened to and brought to the opinion I need in a lively and not very structured dialogue.

But I see that in this particular situation, my interlocutor is in no hurry to speak out, asks me clarifying questions, makes long pauses, thinking over my words and carefully preparing his answers. That is, he behaves like an "introvert". What should I do, arrange “dances with a tambourine” for him, as for an “extrovert”? God forbid! I don't care what exactly is happening to him now. Maybe something happened to him at home, maybe this particular task/purchase is especially difficult or significant for him….

In order to establish contact with him, in order to be convincing to him, I must adapt to him as he is here and now, and not to his “type”. For example, slow down speech, provide more information in writing. And if after some time he "as usual" becomes an "extrovert", then I will change my behavior.

After all, typologies are good for career guidance, when I have a choice of what I should do better. If, for example, I'm an "introvert" type, then I probably shouldn't go to the bartenders. But in a managerial situation, there is not often much choice about which employee to assign a particular task to. This is usually determined by their functional responsibilities. And in sales, I don't usually think about whether I'd be better off selling a particular service to an "introvert" or "extrovert." I work with a specific employee, and I work with a specific client in a specific situation here and now. Therefore, I do not need to bother with who he is by "type". I need to understand where he is now style and choose the appropriate style way of influencing it.

And again, it is crucial that in his book Marston describes reactions by DISC, that is, external manifestations at a particular moment in time, not feelings, thoughts, inclinations ...

It is known that it is impossible to manage what cannot be measured. Style by DISC is determined precisely by behavior man - by what and how he does and says. In some typologies, for example, they are guided by the "preferences" or "inclinations" of a person. But let's go back to the example of an employee or client that I want to influence in a particular situation. Why should I know, for example, that he has a tendency to be more silent than to speak, or that he would prefer to spend more time in solitude, if I see that he easily and naturally comes into contact with everyone around him, appropriately jokes, shares advice? I will also adapt to his style of communication. And what do I care about where he realizes his "inclination-preference" to retire

and be silent? Whether at home with his wife or once a year on a fishing trip!
Again. If I need to understand something about a person in the long term (for example, I want to marry a person, have children), then, of course, I will be actively interested in both his “type” and “inclinations-preferences”. I will be interested in all this even if he behaves somehow out of hand inappropriately, and I can’t part with him quickly (for example, an employee who has information unique to the business began to incapacitate with his emotional attacks colleagues and subordinates). But, I'm afraid, no typology will help me here either - we need a normal human dialogue and, perhaps, with the support of a good psychologist and even a psychotherapist.

But in the vast majority of managerial and business situations, it is enough classification of behavioral styles, which is DISC.

Any person at different times can be in different DISC styles. Yes, some more often, some less. But I'm interested in what style he is in right now - and I adapt to it. His style will change - I will adapt to the next one.

You can reproach DISC for a small number of styles - only 4. But from my experience of practice: both managers and salespeople rarely learn and actually use classifications for more than 4-5 elements.

DISC is a basic tool for any practitioner that will effectively (and sometimes effectively) take into account the human component of any business interaction and achieve the desired result. Whoever wants something more complex can easily make the necessary “add-on” on DISC.

Questionnaire quality by DISC
The original Guyer-Dorothy questionnaire, developed in 1970, asked each of 24 quadruples of adjectives to choose the one that fits you the most and the one that fits you least. Based on the positive, negative and total choices of a person, three variants of the profile of style combinations according to DISC are built. The stronger a style is expressed in a profile, the more often a person uses it. Also, the authors of the questionnaire identified 15 basic profiles as combinations of the severity of various styles, which made the test results more visual and practical.

As a commercial product, the Personal Profile System was first published in 1977 by Guyer's Performax Systems International. Thanks to the overwhelming success of the tool, more and more new entrepreneurs were ready to invest in its development. He (together with the business) was consistently bought out by the Carlson Company (Carlson Learning Center), The Riverside Company (Inscape Publishing), and, finally, in 2012, by the largest international educational holding Wiley www.wiley.com
It is important to understand that all these investments help to keep the DiSC â questionnaire (this way, by a small "i" you can distinguish the original questionnaire from all other versions) at the highest

level of accuracy, reliability and validity. In particular, back in the mid-1990s, the number of fours evaluated in the questionnaire was increased from 24 to 28.
After all, as I said, neither the name nor the DISC model itself is protected by copyright. Therefore, it is easy to make a “DISC questionnaire” on your knee. For example, you take 10 adjectives related to D: strong-willed, decisive, courageous, going ahead, result-oriented... and 10 each related to other styles. Next, ask the client to choose those that describe him. If he chose 8 D style ( Achieving) and only 6 related to C ( constructor), does this mean that the style Achieving(D) he uses more than style constructing(C)?

It turns out not. First, you also need to check what words you included in your questionnaire. On the one hand, it is bad if all the words on some scale are very close in meaning. Then clients will choose either all of them or none. The scale will be extremely miserable - you will not learn anything about the severity of the corresponding style. On the other hand, it is bad if all the words are far from each other in meaning. Then there is no guarantee that on this scale you measure exactly the severity Achieving(D) style, and not, for example, also aggressiveness, and self-confidence, and much more in one bottle.

All these possible errors are caught not by the “method of careful scrutiny” and “serious reflection”, but by special “stupid” methods of statistical data processing, when on a large sample of subjects it is calculated which words they choose from the proposed ones and in correlation with which ones. And then the test results are discussed with each other and compared with the results of his assessment according to already proven methods and with his real behavior.

Secondly, it still depends on the cultural environment in which a person lives. For example, in the United States, characteristics describing Achieving(D) style, socially desired and encouraged. And not always in Russia. Therefore, it is quite possible that a Russian who has chosen 6 characteristics of style D will have it much more pronounced than an American who has chosen 9 characteristics. Therefore, for each language, the questionnaire should be specially calibrated on the appropriate national sample using statistical data processing methods.
The same applies to temporary changes. Let's say in Soviet time style constructing(C) was over

Typology of people DISC: what to say to people if you need something from them August 30th, 2016

And now a little bit about interaction with other people.
Six months ago I got acquainted with the DISC typology, which divides people by color into red, yellow, green and blue.

• D - Dominance. Dominance: how does a person respond to problems and challenges? Or "solver".


• I - Influence. Influence: how does a person interact, influence others? Or "visionary".


• S - Steadiness. Persistence: how does a person respond to change? Or "communicator".


• C - Compliance. Compliance: how does a person follow the rules? Or "analyst".

If you're wondering who you are, take the quiz below. They are taken from the Stratoplane, as is most of the description. Thank them very much for this!

Test 1

This table must be traversed from left to right, each time choosing the desired branch. As a result, you should get a number. We find this number in the figure below.

And now a little patience. Remember the color and try the second test.

Test 2
Test link: http://www.stratoplan.ru/disc/ http://www.stratoplan.ru/disc/
The result of the test will be a list of numbers. Something like : D:-6, I:8, S:0, C:-2 (by the way, these are my indicators a year ago). The example shows that I have expressed I (yellow), then there is a green S, but it is not even positive. That's why I'm just yellow.

Results and with what it is
And now to the results.
The main goal of the whole typology is to understand how the other person thinks, and tune in to his wave if you need to agree with him.

Below is a list of the strengths and weaknesses of different colors according to the DISC typology (thanks, Stratoplan).
There are mixtures of two or three neighboring colors. No one has 4 colors at the same time, like Adizes with his types of leaders.

The situation, for example, we need to buy new chairs for the office.

• D - red. These are actions, power. Action people. They need to say not “We need to buy new chairs so that people are comfortable”, but “I have already looked after, tested - what you need! I made an order, sign it.” They should not be loaded with numbers (with this - to the blue). Red motto: "Go! Go! Go!"


• I - yellow. Vision / vision, emotionality. Skillful inspirers and inadvertently manipulators. They inspire people and are easily inspired by the words "Just imagine." You need to go to the yellow one with a beautiful story "Just imagine ....". Yellowy will quickly imagine everything in his head.


• S- blue. This is a prudent mind, scrupulousness. Such themselves the right lawyers, accountants. Give them the facts. We go to the blue one with numbers and research. "Chairs cost so much, the efficiency of work from them will increase by so much."


• C- green. This is humanity, communication, support. We go to green with a story about how people will feel good, how we will help them, and how grateful they will be to us, how this will affect the aura of the company.

Once at a conference, I was sitting at a table with a colleague and I was talking about this typology. A neighbor joined us and told us about how he happened to attend a training for representatives of consulting services. Everyone in the hall turned out to be blue, except for him and his colleague. Even the coach was surprised when he asked what they were doing here :-) It turned out that they were just from the management :-)

By the way, I did some research in my company. So, I am yellow, the programmer is yellow, the designer is green, the coder is green-blue. And the director is red with blue or yellow :) They captured everyone, but there are more yellow ones.

How about in your company?

Why, in an atmosphere of budget cuts and staff cuts, some employees are loudly indignant, while others are quiet? Does this mean that the former began to work worse? How demotivated are the “quiet ones” who are completely withdrawn into themselves? This article briefly describes W. Marston's little-known, but very effective for business model of personality differences, DISC, explains why various people react and behave differently in the conditions of the onset of the crisis, recommendations are given on the individual motivation of representatives various types personality.

History and goals of DISC

There are many typologies individual differences, for example, one of the most popular typologies among psychologists is the Myers-Briggs typology. Basically, these typologies were developed by psychologists of various directions. On their basis, many tests were created, using which, you can understand what type the person under study belongs to. Often, these tests can only be used by professionals with special education. And they are rarely used by business structures, executives, managers, employees who interact directly with customers.

But one of these techniques was created by a person with practical business experience specifically for business. This is the DISC typology. “We know, we heard. These are tests,” you say. We would immediately like to separate those diagnostic tools that were created 20-40 years later on the basis of the DISC model and the William Marston model itself. By the way, testing and diagnostic tools are quite widespread in Russian HR consulting. But today we will not talk about tests, but about their primary source - the Marston model, and also about how it can help in working with personnel in a crisis.

What is W. Marston's model of individual differences DISC.

Marston's model is based on the description of observed behavior, i.e. how a person acts and contains two very useful tools:

1. Express diagnostics of a person during the first 10-20 minutes of communication,
2. an explanation of the basic motivators of a given person and, consequently, his preferences, likes and dislikes, patterns of behavior.

Marston chose 2 criteria based on which he built his model:
how a person perceives the world in which he acts (as favorable or hostile);
How a person acts or reacts in specific situations (actively or reactively).

If we represent these criteria in the form of axes, then when they intersect, 4 basic types are obtained:

Dominance
* quick in actions and decisions
* impatient, persistent and tireless
* openly say what they think
*willing to take risks
* competitive, loves a challenge and knows how to take it

Influence
* openly express their feelings and emotions, attract the emotions of other people
* have a high creativity and out of the box thinking
* talkative, charming, have increased charisma
* easy to trust people, very friendly, easy to make friends
* inattentive to details, impulsive, little punctual

Constancy
* able to listen carefully and hear the interlocutor
* touchy - subtly feel falsehood and deceit
* love peace, regularity and methodicalness
* uphold the established order of things
* the team will try to maintain the harmony of relations
* sympathize and empathize, will try to help

Constancy (Compliance)
* emotionally buried
* demonstrate self-discipline and high self-organization
* carefully prepare in advance, like a systematic approach
* analyze, weigh, plan, provide
* think about the bad and prepare for it
* willing to give in to avoid direct conflict

Some simplified idea of ​​these types of behavior can be obtained through the following comparison. Imagine four football team captains:

The first. For this captain, victory at any cost is important, people are just tools to achieve this victory; this is a fast, energetic, strong-willed captain.
Second. This captain infects the team with personal example and enthusiasm, it is important for him to score a key goal in the match and score it beautifully.
Third. For this captain, it is important to rally a real friendly team that will fight for a common victory.

Fourth. For this captain, his personal achievements are not so important, it is important that the work is as efficient as possible, they won, following his clear plan to achieve victory.

Behavior of basic personality types according to DISC in a crisis and recommendations for working with them

How will these four captains behave in a crisis?

First, D.

Budgets are cut, salaries are reduced. “What have these idiots brought the company, the country to!” thinks D. His natural reaction is aggression, attack, accusation, active struggle for a place under the setting sun. And not necessarily just for yourself. D can sincerely wish the best for all people, as, for example, Vladimir Ilyich Lenin. He just has such ways of achieving the common good. So, the first person you will hear and see when starting anti-crisis measures in your company or division will be D. He will be loudly indignant, insist on his own anti-crisis plan, and take actions that are not agreed with the management. How to curb it?

1. Show your confidence and strength. D respects strength. If you convince him that you have everything under control, you are in control of the situation, you know what needs to be done, then he will become your active ally in anti-crisis measures, will drag chestnuts out of the fire for you.
2. Tightly control all of D's actions until you are sure that he has finished panicking. Otherwise, he can break a lot of firewood.
3. Give D a responsible and difficult task that will occupy his mind and time, channeling his irrepressible energy into a useful channel.
4. In an irritated and demotivated team, D is a wick in a powder keg. By virtue of their natural features it can bring even a very calm person to a boil without even wanting to. In a crisis situation, he becomes an unwitting provocateur of conflicts. They should be dealt with in the first place, trying to win him into your allies, or, if this is not possible, minimizing his communication with the team.

Second, I

The star in shock is about I. You probably noticed that subordinates usually learn all the news of the company either at the same time or before their bosses. The backbone of the wireless telegraph is I. They carry the news around the company, sometimes embellishing it. In a crisis, embellishment develops into alarmism. Unfortunately, I's natural response to stress is obsession, so rumors will spread faster and more distorted than usual. What to do with his violent emotional energy?

1. Talk. I requires attention, sympathy, understanding, a long sincere conversation. It is not necessary to talk about the crisis and ways out of it, talk better about I himself.
2. Do not forget that I is most often the informal leader of the team. By dragging it to your side, you will receive a powerful tool for controlling the general mood of the team. You can make I your ally by emphasizing his importance and significance in the company, showing special attention to him.
3. I - everyone's favorites. Use them to mend shaky relationships both inside and outside the company, with business partners, suppliers, the tax office.

Third, S

And so we got to those very "quiet people", the silence of which is wonderfully described by Pushkin in the tragedy "Boris Godunov" with the words "the people are silent." This is the most destructive silence to be feared. D and I will openly tell you how they feel and what they want. At least you will know what to work with. S will quietly nod his head to all questions, pretend that he is doing something, and maybe really do something. Who will take it apart, this S! Quiet, executive, obligatory, but terribly touchy. In stress, he tends to agree, which should not be confused with consent. From which side to approach it?

1. The most dangerous thing is that managers and personnel officers usually simply do not have time for S. During a crisis, the amount of work of the manager increases many times, and then there are these active D and I, which need to be paid attention. And S sits quietly, does not climb anywhere. Visibility is deceiving. Make time for S!
2. S needs a calm detailed conversation, an explanation of what is happening, detailed description next steps and management plans. Explain to S what you expect from him, what actions he should take and in what order.
3. S - ideal listeners, many open their souls to them. They know more about the employees and the company than anyone else. Take advantage of their knowledge.

Fourth, C

1. Firstly, here the same danger awaits leaders as with S - the danger of missing out on C, not finding time for it. Here it is even more, because C must also be persuaded to talk for a long time. You can’t just approach him without warning and, sitting on the edge of the table, call him to frankness. We'll have to make an appointment, look for a secluded quiet place to talk.
2. However, you can also communicate with C by e-mail. It might even make him more comfortable.
3. Communication should be built around plans for overcoming the crisis. C - yours indispensable assistant working with facts and figures. At the same time, a person who has poor knowledge of figures and facts immediately loses his trust and is not perceived as a worthy boss. Prepare for such a conversation with C so as not to lose his favor.

Of course, this article is only a simplified idea of ​​an individual personal approach to employees in a crisis. As part of short article it is impossible to describe all the nuances, for example, to describe mixed types personality. However, I hope that these notes will at least slightly facilitate your work with the team located in stressful condition as a result of the crisis.

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  Employees should be stimulated on intermediate achievements, without waiting for the completion of all work, since great successes are difficult to achieve and relatively rare. Therefore, it is desirable to reinforce positive motivation through not too large intervals of time. It is important to make employees feel confident, because this is required by the internal need for self-assertion. Success brings success. In general, it is possible to formulate a number of rules for the effective motivation of employees.

• Diagnostics of motivation

  The article is devoted to the study and evaluation of the strategic development of the system for managing the motivation of the labor activity of managers and specialists, as well as their remuneration at the enterprises of the construction complex Penza region. The possibility of existence of unused managerial reserves in the strategic system of labor motivation is substantiated.

• satiety threshold.

  Managers are characterized by territorial mobility, high sensitivity to changes in the labor market and are not limited to a specific geographical area. They live and work throughout the space Russian Federation. At the same time, there are pronounced local features that significantly distinguish, for example, a information technology the city of Voronezh from the same specialist in the city of Yekaterinburg. The differences come down to three main parameters: the size of the "satiation threshold", the format of leisure activities and self-esteem.

• Job Satisfaction as a Component of Effective Organizational Behavior

  The most important task facing the modern Russian business community is the development of mechanisms for managing the organizational behavior of an employee. Organizational behavior will be effective if it contributes to the achievement of the strategic goals of the organization, i.e. the main vector of behavior of all employees coincides with the movement of the organization to achieve its strategic goals. However, the achievement of these goals will be possible only if this movement is sustainable. Job satisfaction (job satisfaction) can give such stability to the behavior of employees.

• Consultant Tips: Master, Lumpen or Patriot

  One of the problems with motivation is that people react differently to the same stimuli. It is enough for one to promise a prize, and he will give the result. Another will stand in a pose: you take it cheaply. And the third will say or think: “I don’t need your bonuses, let me earn as much as I can or want. Just don't interfere!"

• Effective motivation strategy

  Why is it necessary to focus on the strategic goals of the company when developing employee incentive programs?
  How to make the motivation system as transparent as possible?

• How to motivate staff in a crisis

  The crisis situation threatens the company not only with financial problems and the loss of its positions in the market, but also with the loss of qualified personnel, without which it is impossible to overcome the crisis. Retention of key employees is one of the main tasks of management at the crisis stage, and this goal can be achieved if the staff is informed in a timely manner and an adequate motivation system is implemented. Let's talk about this in more detail.