Read the news lately? Americans are frequently discussing whether employers are looking out for their most important assets: their people.
Rather than accept that employees often leave jobs for greener pastures, leaders would be wise to understand why their people aren’t satisfied in the workplace.
But these actions go beyond surface-level, one-off conversations. Instead, deeper insights and more meaningful discussions can begin by looking to validated assessments that reveal a person’s unique talents and skills and help us understand other people’s actions and decisions.
Knowledge of self is the biggest catalyst of change, and we know by using a DISC (Dominance, Influence, Steadiness, Compliance) assessment (among others) we can measure human activity through the prism of observable behavior.
But there are prerequisites to learning DISC. Setting out these three qualifiers before you discuss DISC behavior styles with others or explore them individually will lead to richer conversations and more discoveries.
As one of our longtime Value Added Associates, Judy Suiter, says, “If you want to change others, you first must change yourself.”