Professional Development Plan
Assume you are the manager of your learning team and need to develop a plan that will address the characteristics of your group and yourself as the leader. This plan can be used to determine the needs of the learning team and is a tool for members to assess their skills, strengths, areas needing improvement, and the resources needed to help them reach their career goals.
Use each Learning Team member’s DiSC assessment results
1. The Go-Getter (Sd)
You are predominantly a SteadinessStyle. We break each main Style down into four Substyles. Yours is the Sd, which we like to call The Go-Getter. The GoGetter is LESS open and LESS indirect than most other Steadiness styles. Below is a snapshot of The Go-Getter Substyle… as such, it’s a closer look at you! The primary goal that motivates you is a desire for a steady flow of more accomplishments. Despite your somewhat indirect nature, you can be very direct in situations that are task-focused. Your ability to think through a project makes you a good short-term planner; you can identify the roles, resources, and timelines needed to complete a project successfully. Your search for results leads you to be highly self-reliant, rather than to depend on others to achieve the quality you want. YOUR TENDENCIES INCLUDE Enjoying being industrious Taking charge of tasks Eagerly and competitively diving into your work Breaking tasks down into parts and supervising closely those parts being done by others Being less comfortable with complex or multiple tasks Looking for concrete, short-term results, especially if they bring personal rewards or recognition Becoming rigid and guarded when under pressure YOUR GROWTH OPPORTUNITIES With Tasks: You can benefit by understanding more of the big picture. Make sure you are clear about a project before jumping in with your full energy. Retain the support of people who’ll be involved or affected by the work. With People: While you like to do things yourself, you must learn to delegate more. You have a tendency to spread yourself too thin, so limit your involvement in less critical tasks. PERSONAL EMPOWERMENT POINTERS Make sure you understand the overall goal and context before you jump head first into a task. Ask others to share their ideas on how to accomplish tasks and how to satisfy their expectations and yours. When making or implementing decisions, check with at least three to five other knowledgeable people to see if there’s a consensus. If you don’t find a pattern, widen the search.
2. The Pioneer (Dc) You are predominantly a Dominance Style. We break each main Style down into four Substyles. Yours is the Di, which we like to call The Pioneer. The Pioneer is MORE guarded and LESS direct than most other Dominance styles. Below is a snapshot of The Pioneer Substyle… as such, it’s a closer look at you! The primary goal that motivates you is being in a position to direct and redirect task accomplishments. You tend to focus more on the future than on either the present or the past. You are driven by a quest for unique accomplishments and you avoid boredom. Although you are cautious and calculating, your ability to think quickly enables you to act quickly when the situation requires it. As an agent of change, you do not like to leave things as you found them. YOUR TENDENCIES INCLUDE Wanting to change the way things are done Performing to your own standards Seeking control over people, situations, and procedures Not expressing your innermost thoughts and feelings Striving to accomplish the unusual Fearing you won’t meet your self-imposed requirements Becoming demanding and even more detached under pressure YOUR GROWTH OPPORTUNITIES With Tasks: Your very high expectations mean you often end up being too hard on yourself. This can be selfdefeating; you can spend too much time thinking negatively. You’d benefit by developing collaborative problem-solving and people-management skills. Enlightened thinkers have learned to empower not just themselves, but others as well. With People: You have twice the tendency to be task-oriented – once from your Cautious Style side and once from your Dominance Style side. As a result, you’re so focused on work that you can appear aloof or calculating. But by showing more genuine warmth and interest in people, you can multiply your effectiveness. PERSONAL EMPOWERMENT POINTERS Be more realistic in what you expect of yourself and others. First, focus on what’s working well; next, what’s getting better; and finally, what else can be done now to make progress. Take training or learn from mentors or colleagues how to enlist the creative potential or unused talent of others. Minimize your tendency to be aloof and guarded. This can include such simple adjustments as smiling more, asking others how they feel about things, giving approving head nods or making comments such as “That’s really interesting,” “I can see your point” and “That’s quite helpful.”
3. TheAssessor (Ci) You are predominantly a CautiousStyle. We break each main Style down into four Substyles. Yours is the Ci, which we call The Assessor. The Assessor is LESS guarded and LESS indirect than most other Cautious styles. Below is a snapshot of The Assessor Substyle… as such, it’s a closer look at you! The primary goal that motivates you is accomplishing goals with excellence. As a quick thinker, you can deal with many inputs simultaneously; however, you may be slow to take action. Your nickname of “Assessor” is based on your evaluative approach to people and tasks. You tend to have strong opinions about people and groups with whom you do not identify or agree. YOUR TENDENCIES INCLUDE Being tense with yourself and others when under pressure Having a natural curiosity about people Being concerned about what people think, feel, and expect Having strong attachments to your personal interests Underestimating the time required to complete tasks Being intuitive and observant about situations and people Associating your self-worth with your work Being intrigued by concepts, ideas, and processes YOUR GROWTH OPPORTUNITIES With Tasks: You’re an idea person who can profit by being more attentive to details and timely follow-through. Your curiosity sometimes leads to unpredictable digressions while you work. You can benefit by learning to pace yourself. Taking time-outs during the workday may help allay your natural intensity. With People: Because you’re intense by nature, you tend to be impatient with yourself and others, especially when things aren’t going well. Therefore, focus on remaining positive when dealing with situations and people under pressure. If you can control your thoughts and emotions in such cases, you can then use your creativity to discover workable solutions. PERSONAL EMPOWERMENT POINTERS Be attentive to what others expect. Deliver that first before digressing into other areas that are likely to be of greater interest or curiosity to you. Stay focused on key priorities. Do that by sorting tasks into “immediate,” “shorter-range,” and “long-term” categories. Indicate those that you alone must do, those for which you share responsibility, and finally, those for which others have primary responsibility and your involvement is limited. Treat yourself to free time and recreation.
4. The Steadiness: (she did not save her results with the explanation as the others.
Develop a combined DiSC chart of your Learning Team members for use in developing this paper. Based on the individual assessments, what are the characteristics of your team?
Create a professional development plan to address the characteristics of the Learning Team members both individually and as a group and your ability to lead them:
- Content must be between 1300-1400 words. The tally does not include the Cover or References pages.
- Format your paper consistent with APA guidelines
- Evaluate the individuals, including yourself, and the group based on the DiSC assessment.