EPI Leadership to Live By Work Samples

COMMUNICATING FOR RESULTS PROPRIETARY - DO NOT COPY

Why Good Communication Is Important

ŠŠ 60-70% of communication is misinterpreted.
ŠŠ Communication affects everyone, all the time.
ŠŠ Our identities are created and understood through communication.
ŠŠ It's impossible to NOT communicate.
ŠŠ Communication is the basis for all human relationships and interactions.
ŠŠ Communication is not reversible.

My Communication Challenges

©2017 Empowering Performance, Inc. 1

COMMUNICATING FOR RESULTS
Nonverbal Communication

Communication includes much more than the words we say. Psychologist Albert Mehrabian's research is
particularly interesting when it comes to communication about emotion.

Mehrabian's studies indicate that when we express emotions we must take special care. In those
situations, if tone of voice and body language are incongruous with the words we're speaking, then
the listener starts focusing on nonverbal signals rather than our words. Consequently, those nonverbal
signals take on even greater emphasis.

When transmitting a verbal message about your thoughts, feelings, or attitudes that is inconsistent with
your nonverbal signals, what percentage of importance is taken on by each type of communication?
PROPRIETARY - DO NOT COPY
Words % If you don't consciously think about what your body
% language is saying, you have a significant chance of
Body Language % communicating an unintended message.

Tone

Based on studies by Albert Mehrabian

Build your self-awareness by reflecting on how you "show up" to others.

POSITIVE NEGATIVE

NONVERBALS NONVERBALS

EYE CONTACT FROWNING

SMILE DROOPY SHOULDERS

OVER-THE-TOP HAND GESTURES POINTED FINGERS

OPEN PALMS SHAKING HEAD

LOOKS CONFIDENT BITING LIPS

GOOD POSTURE FIDGETING
NOD TOUCHING HEAD OR FACE,
LEAN FORWARD HEAD UP ESPECIALLY MOUTH
ARMS CROSSED

©2017 Empowering Performance, Inc. 2

COMMUNICATING FOR RESULTS

Listening

Listening Roadblocks

Take an honest inventory of the listening roles you play. Circle F, S, or R to indicate how often you engage
in that behavior: Frequently, Sometimes, or Rarely.

COUNSELOR JUDGE
Counselors start Instead of listening, judges spend
formulating advice while the time critiquing the speaker about
speaker is speaking. irrelevant issues, such as
FSR F S R appearance.
PROPRIETARY - DO NOT COPY
PROFESSOR FSR FORTUNE TELLER
Professors only listen to Fortune tellers spend their time
speakers who say something the trying to determine the
professor agrees with. speaker’s true intentions rather
FSR than listening to the speaker.

TOURIST FSR BOXER
Tourists are on a mental Boxers want to argue; they aren’t
vacation when they should be listening to the speaker, they are
listening; they start daydreaming mentally preparing their next
F S R instead of focusing. comeback.

ACTOR FSR MOM
Actors rehearse their next Moms like to placate the speaker;
comments as the speaker is they sometimes listen only
speaking. halfheartedly in order to seem
FSR pleasant.

SUPERSTAR FSR CHILD
Superstars love to share their own Children don’t like to hear
experiences; while the speaker is criticism; they don’t want to
speaking, superstars wait to jump change and so they resist
F S R in and share about themselves. suggestions.

POLITICIAN FSR MULTITASKER
Instead of listening, politicians are Multitaskers believe they handle
focused on how they compare to simultaneous tasks well; they
the speaker. Who is smarter? Who continually check email/phone,
F S R has had worse luck? rarely making eye contact.

©2017 Empowering Performance, Inc. 3

COMMUNICATING FOR RESULTS
Listening with Insight

Go beyond rudimentary listening . . .

Listen with insight.
Listen to learn.

Be mindful of your own listening
tendencies and correct yourself if
you notice you're falling back into

poor listening behaviors.
PROPRIETARY - DO NOT COPY
Insightful listening means you:

• Are genuinely interested in understanding the • Ask questions to gather background
speaker information, show concern and empathy, and
to check for mutual understanding
• Care about the speaker’s feelings and emotions
• Look into what is meant, not necessarily what • Use positive body language: don’t look at
your watch or over the speaker’s shoulder;
is said nod your head to show you understand
• Restate or paraphrase your understanding to
• Show empathy to help diffuse an emotional
confirm that you got it right situation
• Understand the speaker’s viewpoint, even if
• Maintain concentration
you disagree
• Think about and acknowledge the speaker’s • Listen enthusiastically

beliefs, expectations, and version of the truth • Are able to use what you learned to interact
• Show respect and patience more effectively

Cultivate CURIOSITY and PATIENCE.
You'll listen best—and learn most—when you're genuinely

interested in what someone else has to say.

©2017 Empowering Performance, Inc. 4





PROPRIETARY - DO FACILITATOR GUIDEEMPOWERED LEADERS
NOT COPY

EMPOWERED LEADERS: Performance

Delivering Effective Feedback

Table of Contents

Introduction ................................................................................................................. 1
Learning Outcomes......................................................................................................... 1
Feedback to Coaching Process........................................................................................ 2

Why Is Feedback Scary? ............................................................................................... 3
What We Hear................................................................................................................. 4

Consistency Is King ....................................................................................................... 5
The Importance of Asking for Feedback.......................................................................... 6

Good News, Bad News ................................................................................................. 7
Positive Feedback............................................................................................................ 7
Corrective Feedback........................................................................................................ 8

Planning the Feedback Conversation ............................................................................ 9
Having the Feedback Conversation ............................................................................... 10

Overcoming Objections................................................................................................... 11
Nonverbals and Listening................................................................................................ 13
The Power of Recognition ............................................................................................. 16
PROPRIETARY - DO NOT COPY

FACILITATOR GUIDE
EMPOWERED LEADERS: Performance Delivering Effective Feedback

Facilitator Notes

At-a-Glance

Performance Time: 6 hours (360 minutes)
DELIVERING EFFECTIVE FEEDBACK 2 hrs. 20 mins. (140 minutes)
Welcome and Classroom Logistics
Introduction/Feedback to Coaching Process 5 mins
Why Is Feedback Scary?
Consistency Is King 20 mins.
Importance of Asking for Feedback
Good News, Bad News 10 mins.
Positive Feedback
Corrective Feedback 15 mins.
Planning the Feedback Conversation
Having the Feedback Conversation 5 mins.
Overcoming Objections
Nonverbals and Listening PROPRIETARY - DO NOT COPY 5 mins.
Feedback Practice 10 mins.
Recognition and Reward 5 mins.
COACHING FOR SUCCESS 5 mins.
Transitioning from Feedback to Coaching 20 mins.
Learning Outcomes/Feedback to Coaching Process 5 mins.
Coaching Snapshot 20 mins.
Differences Between Coaching and Feedback 15 mins.
Why Coach? 2 hrs. 40 mins. (160 minutes)
Coaching Skills Self-Evaluation (review)
Your Role as Coach 5 mins.
Coaching Model 5 mins.
Trust and Relationship Building 10 mins.
The Coaching Conversation 10 mins.
Listening with Insight 10 mins.
Support 5 mins.
Challenge 5 mins.
Reach Agreement 20 mins.
Documenting the Session
Coaching Scenarios 1 hr. (60 minutes) 15 mins.
BUILDING A HIGH-PERFORMING TEAM 10 mins.
Team Development 15 mins.
10 mins.
Learning Outcomes/Stages of Team Development 5 mins.
Wrap-Up 35 mins.

20 mins.
30 mins.
10 mins.

©2017 Empowering Performance, Inc.

PROPRIETARY - DO NOT COPYFACILITATOR GUIDE
EMPOWERED LEADERS: Performance Delivering Effective Feedback
Why Is Feedback Scary?

Let's start with feedback. How many of you felt a little shiver of nervousness or even fear as I said
the word, "feedback"?
Wait for a quick show of hands.

If you did feel uncomfortable, you aren't alone. Psychological research indicates that what most of
us know intuitively about feedback is from being on the receiving end: It often feels threatening.
Neuroscientist Kevin Ochsner’s research shows that feedback is ignored around 70% of the time,
typically because the person receiving it feels emotionally threatened. This is especially true when the
feedback is unsolicited.
What actually happens when we feel threatened? Our lizard brains take over. We feel what
psychologists Eisenberger & Lieberman call “social pain,” which affects the same general brain areas
as actual physical pain. Being “in pain” makes it harder to take in new information. It also causes a
decrease in higher cognitive processes and an increase in automatic motor functioning. This effectively
makes learning difficult, increases defensiveness, and renders the feedback virtually useless.
Today we're going to talk about why it's important to ask for feedback, and how to give it so that
personal development can actually occur.

Feedback is an exchange of information that helps people understand how others perceive them.
Effective feedback increases insight and motivates action. Feedback helps team members gain relevant
information to sustain their development, which benefits them, the team, and the organization.
Feedback is most effective when you and the person to whom you're providing feedback try to
understand each other better. Work to find the commonality between your perspectives. Everyone
is more willing to act on feedback that is perceived to be more relevant to what matters to them.
Feedback only really sticks when it's part of a regular process of inquiry rather than a single
conversation. Ensuring that feedback is a consistent process also helps lessen the threatened feeling
and keeps the lizard brain from kicking in as often.

F3 ©2017 Empowering Performance, Inc.

PROPRIETARY - DO NOT COPYEMPOWERED LEADERS: Performance

Delivering Effective Feedback

Why Is Feedback Scary?

According to neuroscientist Kevin Ochsner's research,
we ignore about 70% of the feedback we receive
because we feel emotionally threatened.
Our threat response is especially strong
when feedback is unsolicited.
What happens when we feel threatened?
Our lizard brains take over.

We feel what psychologists Eisenberger & Lieberman
call “social pain,” which affects the same general
brain areas as actual physical pain.

When we're “in pain,” we find it harder to take in new
information. We also experience a decrease in higher

cognitive processes and an increase in automatic
motor functioning. This effectively makes it more
difficult for us to learn, increases our defensiveness,

and renders the feedback virtually useless.
You can keep your team members' lizard brains from

kicking in as often by maintaining a
consistent feedback process.

©2017 Empowering Performance, Inc. 3

PROPRIETARY - DO NOT COPYFACILITATOR GUIDE
EMPOWERED LEADERS: Performance Delivering Effective Feedback
Planning the Feedback Conversation

Giving corrective feedback isn't an easy task, even when you've been asked to give it. Even
seasoned leaders in the express position to give corrective feedback often have a hard time delivering it
effectively. However, your team’s (and therefore your own) performance may be hanging on feedback.
If a teammate is unaware of performance problems, how can they correct their behavior?
It's essential that you deliver corrective feedback in a non-threatening, non-condescending, and overall
extremely sensitive manner. No matter how prepared someone is, even if they've asked for your
insights, it's never easy to hear corrective feedback. No one is perfect, yet it's sometimes hard to hear
that.

There are several items to consider as you plan to give feedback.
Read bullets in PG. Ask for ideas on how to gather information.

Observation or Assumption?

Take a quick look at the scenarios in your PG and determine if they are observations or
assumptions, and then we will talk about them.
Debrief:
Give participants time to fill in answers to the scenarios, and then discuss.

Think back to the Feedback to Coaching Process: the first step is Discuss Observations. So, when
you start planning your feedback conversation, it's important not to make assumptions and to make
sure the feedback you're planning to deliver is based on actual observation. You want to be able to
describe the behaviors of the person/people involved in the situation.
The most common mistake in giving feedback happens when observations are communicated by using
adjectives that describe a person instead of a person’s actions. Give specific examples and provide
supporting data. It helps to give location, time, surrounding details, and events in a way that creates
context for your feedback recipients, helping them to clearly remember their thinking and behavior at
the time.

F9 ©2017 Empowering Performance, Inc.

EMPOWERED LEADERS: Performance

Delivering Effective Feedback

When planning to give feedback: Planning the
Feedback Conversation
ŠŠ Plan the topic: Feedback sessions should
only cover one topic. Resist the temptation to
discuss other issues and stick to the plan.

ŠŠ Confirm timing: If you're planning on
having a feedback conversation, confirm
the timing first. Be prepared to postpone if
someone is not in the right frame of mind.

ŠŠ Gather information: There are a number
of ways you can gather information
on performance. Keep a feedback file
with all documentation available.
PROPRIETARY - DO NOT COPY
Examples of Behaviors Examples of Assumptions
ŠŠ Written communication and ŠŠ Doesn't seem to care
documentation has multiple typos ŠŠ Is stupid
ŠŠ Makes insulting comments about peers ŠŠ Is condescending
ŠŠ Looks down or away when I am talking to ŠŠ Is lazy
her ŠŠ Is annoying
ŠŠ Says, "I don't know" and shrugs his ŠŠ Is deliberately inconsiderate
shoulders when asked more ŠŠ Has no concept of time
ŠŠ Interrupts others' comments
ŠŠ Turns an assignment in after the deadline

Observation or Assumption? Observation Assumption

Scenario X

Jerry arrives at the weekly project meeting 15 minutes late. X

Jerry has no respect for the start time of team meetings. X
X
Jerry checks his phone multiple times during the meeting and X
keeps looking at his watch.

Jerry is not a meeting person.

Jerry should not be on the project team if he can’t attend
meetings.

©2017 Empowering Performance, Inc. 9



SUCCESS COACH TRAINING
FACILITATOR GUIDE

THE TOOLS
YOU NEED

TO SUCCEED
PROPRIETARY - DO NOT COPY



SUCCESS COACH

Table of Contents

Introduction .................................................................................................................................. 1PROPRIETARY - DO NOT COPY
Icebreaker....................................................................................................................... 1

Learning Outcomes......................................................................................................... 2
Success Coach Program ................................................................................................................ 3

Guidelines at a Glance..................................................................................................... 3
Shadowing, Coaching, and Mentoring ........................................................................................ 4

Definitions and Characteristics........................................................................................ 4

Tips for Effective Coaching and Mentoring..................................................................... 5
DiSCovering Your Style .................................................................................................................. 6

DiSC® Basics.................................................................................................................... 6

What DiSC® Measures..................................................................................................... 7

Styles in the Workplace................................................................................................... 8

People-Reading............................................................................................................... 11

Strategies for Improving Relationships............................................................................ 12
Adult Learning Styles .................................................................................................................... 14
Success Coaching Model .............................................................................................................. 17

Best Practice Tips for Giving Feedback............................................................................ 18
Improve Communication to Improve Feedback ........................................................................ 19

Nonverbal Communication............................................................................................. 19

Listening.......................................................................................................................... 21

Clarifying Questions........................................................................................................ 22
Creating the Success Coaching Condition ................................................................................... 23

Establish Rapport............................................................................................................ 23

Support........................................................................................................................... 24

Challenge......................................................................................................................... 25
Nuts and Bolts ............................................................................................................................... 26

Getting to Know Your CM................................................................................................ 26

Practicing the Success Coaching Model.......................................................................... 29

Check for Understanding................................................................................................. 30

Action Plan...................................................................................................................... 32
Success Mentoring Model ............................................................................................................ 33

Maintaining Your Success Coach Role............................................................................. 34
Wrap-Up ......................................................................................................................................... 35

©2017 EPI - Used with permission

Facilitator Guide SUCCESS COACH
Creating the Success Coaching Condition

To be effective as a Success Coach you need to create a trusting condition with your CM. As withPROPRIETARY - DO NOT COPY
respect, trust is earned. Ask yourself what you've done to earn the trust of the CM. Trust is the
foundation of a relationship, and is vital for Success Coaching. It's nearly impossible to coach effectively
if mutual trust is not present. Do you trust the person you are coaching? Does the person you're
coaching trust you? If the answer to either of these questions is "no," can the trust be repaired?

As you build trust, you'll build a relationship. So how do you convince the person you are coaching that
you have their best interests at heart? Do you have a track record of keeping commitments? Do you
have the credibility to provide coaching so that they will listen to you and value your perspective? If not,
what can you do to establish that credibility?

This doesn’t mean you have to be perfect to be an effective and trusted Success Coach. In fact, sharing
where you have made mistakes—and learned from them—can actually help to build trust.

Establish Rapport

The first step in building trust is to establish a rapport with your CM. The Success Coach is a thinking
partner, not an authority or expert. Because you want to be a partner in Success Coaching with your
CM, it's important to establish a rapport between you.

Review bullet points in the PG.

What are some other possible ways to build rapport?

Allow participants to respond. Let them know they should write any other good ideas they hear in the
space provided in their PGs.

You came up with some good ideas for rapport building. In order to be an effective Success Coach,
you must have solid relationships with your CMs. They'll trust you more as you begin fairly assessing,
supporting, and challenging them.

F23 ©2017 EPI - Used with permission

SUCCESS COACH
Creating the Success Coaching Condition

Coaching requires a willingness to be coached.

Effective coaching requires participation and willingness on the part of the CM, as well as a skillful
Success Coach who can match their style to the CM and the situation, and a relationship built on
common purpose and a mutually high level of trust.

Establish Rapport

As a Success Coach, you are a thinking partner, not an authority or expert. Because you want to be a
partner in Success Coaching with your CM, it's important to establish a rapport between the two of you.
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Establishing Rapport

• Listen actively; ask clarifying questions. •
• Be consistent. •
• Be honest. •
• Have good eye contact. •
• Convey a sense of caring. •
• Use positive body language. •
• Maintain your focus (no technology distractions).

Establishing rapport implies there is a connection between the Success Coach and the CM; it's the first
step in building trust.

©2017 EPI - Used with permission 23

Facilitator Guide SUCCESS COACH

Practicing the Success Coaching Model

PROPRIETARY - DO NOT COPYNow let's get down to the real nitty-gritty and pull together everything we've talked about so far
with some Success Coaching role playing.

Success Coach Role Play

1. Divide the participants into groups of three and hand out some extras of the Success Coach
Worksheet. Have them reference their Road to CM Success Guide and pick three situation/training
opportunities they want to coach and chose the desired outcome for each situation. Explain that
each person will have an opportunity to play each role.

2. Have them designate one person in each group of three to be the first Success Coach, CM, and
Observer roles.

3. Have the groups share their primary DiSC® and learning styles and look over the feedback form,
so the expectations are clear. Tell them to plan out their coaching conversation using the Success
Coach Worksheet.

4. The first Success Coach will coach the first chosen situation, using the Success Coaching Model,
moving through the TELL and SHOW stages.

5. The CM will be responsible for the DO phase, using the first situation they chose.

6. The SC will then review the CM's performance by providing feedback.

7. The SC will continue the model until the desired outcome is reached.

8. The following steps should take seven minutes (two minutes for the Observer to record feedback
on the form and five minutes to share the feedback). The Observer will provide both positive and
corrective feedback and honor feedback best practices.

9. Have the Observer provide feedback on use of the model and completing the task. Each Observer
will use the table in their PG to record how well the SC did using the Success Coaching Model. The
Observer will then provide the SC with feedback.

10. Report out and start the process again. Have the three participants switch roles, work with
the second situation they chose, and continue until all have played each role and used all three
situations

11. Walk around and assist as needed.

Debrief:
Take a few minutes to discuss how it went and ask for questions. Make sure participants feel comfortable
with the process.

You have been provided with extras of this role play feeedback form. Use a blank form to rate
yourself the first time you practice the model with the CM at your property. You can also have the CM
rate your performance.

F29 ©2017 EPI - Used with permission

SUCCESS COACH TELL

Practicing the Success Coaching Model REVIEW Success SHOW
Coaching
Success Coach Role Play Process

Keeping in mind the Success Coaching Model, use
the form below to record role play feedback.

DO

PROPRIETARY - DO NOT COPYStronglyAgreeNeutralDisagreeStrongly
Agree Disagree

The Success Coach used the TELL
portion of the model while presenting
the outcome to the CM.

The Success Coach was clear (TELL)
about the task.

The Success Coach did SHOW the CM
how to do the task.

The Success Coach allowed the CM an
opportunity to DO the task.

The Success Coach did REVIEW the
performance by providing both
corrective and positive feedback.

The Success Coach used feedback best
practices throughout.

The Success Coach incorporated the
both the DiSC® style and learning style
of the CM.

Role Play Feedback Notes:

©2017 EPI - Used with permission 29



PROPRIETARY - DO NOT COPYLead Change Well

Participant Guide

leadchangewell.com
aboutepi.com
303.395.0885

Lead Change Well

PARTICIPANT GUIDE

Table of Contents

Introduction............................................................................................................ 1
Learning Outcomes..................................................................................................... 2

The Change Model.................................................................................................. 3
Prepare for Change................................................................................................ 4

Assumptions, Perceptions, and Myths........................................................................ 5
Execute Change..................................................................................................... 8

Individual Commitment to Change.............................................................................. 9
Team Approach to Change.......................................................................................... 12
Your Role in Leading Change....................................................................................... 14
Decision Fatigue.......................................................................................................... 15
Sustain Change...................................................................................................... 16
Organizational Approach to Change............................................................................. 17
A Plan for Change........................................................................................................ 18
Wrap-Up................................................................................................................. 20
PROPRIETARY - DO NOT COPY

TOC

Lead Change Well PARTICIPANT GUIDE

The Change Model

PREPARE PROPRIETARY - DO NOT COPYEXECUTE SUSTAIN

Prepare for Change Execute Change Sustain Change

●●aBbeoturat nthsepaurpecnotming ●●bMeohdaevliothrse you want ●●Swuitphpoonrtgtohinegchange

change and the to see from your feedback, and
business reasons team. by rewarding
behind it. innovation.
●●iMniotivaetitvheefocrhwanagrde
●●aAtdtditruedsesst,hfeears, ●●tChraetaatencchoonrditthioens
deliberately and
and habits of your consistently, change as the new
team members, eliminating way "things are
and maintain obstacles. done."
communication
throughout.

©2017 Empowering Performance, Inc. 3

Lead Change Well PARTICIPANT GUIDE
Individual Reactions to Change
Things to Expect:
Five Sources of Resistive Reaction

●● Expect varying reactions to
change.

●● Have a focused conversation with
each individual to reset goals.

Confusion Frustration ●● Listen and reframe.

●● Explain the rationale for change.

●● Seek opportunities to involve
everyone.
PROPRIETARY - DO NOT COPY
●● Be optimistic, but acknowledge
there will be challenges.
Fear

●● Keep in mind that resistance
comes and goes.

●● Remind resisters that their toll;
reaction takes an emotional
there are more productive ways to
expend their energy.
Distrust Loss

●● Don’t be offended by resistive
reactions.

●● Become inquisitive rather than
defensive.

Questions to Coach Individuals Through Change

●● What kind of role could you take in this change?

●● What resources or people do you have for support?

●● What are the things within your control?

●● What opportunities do you have to make a positive difference regarding this change?

●● What new things can you try or what new systems can you develop with this change?

●● How can you be resilient and adaptable regarding this change?

●● If you experience a negative emotional reaction to change, what strategies or tools will you
utilize to return to a normal emotional state?

●● What excites you about the change process?

●● Do you believe change makes things better? How?

©2017 Empowering Performance, Inc. 10

Lead Change Well

A Plan for Change PARTICIPANT GUIDE

Planning is critical to successful organizational change. A strong "The
planning process increases understanding of the need for change. art of
Here are some tips to keep in mind as you plan for change: progress is to
preserve order amid
a Be more visible. change and to preserve
change amid order."

Alfred North Whitehead

a Be supportive; practice empathy.
PROPRIETARY - DO NOT COPY
a Be as transparent as possible to reduce fears.

a Be approachable and answer questions.

a Identify and challenge myths and rumors.

a Learn to control your actions and reactions.

a Monitor (and model) your attitude.

a Be tolerant of mistakes that occur during transition.

a Discuss good stress management techniques.

a Invent the future instead of redesigning the past.

©2017 Empowering Performance, Inc. 18



PROPRIETARY - DO NOT COPY

UNIFY

PARTICIPANT GUIDE

PROPRIETARY - DO NOT COPY UNIFY

Table of Contents

DiSCovering Your Style ................................................................................. 1

Uncover and Understand Your Style .............................................................................. 1
Learning Outcomes......................................................................................................... 1
DiSC® Basics.................................................................................................................... 2
Styles in the Workplace................................................................................................... 4
People-Reading............................................................................................................... 7
Strategies for Improving Relationships............................................................................ 8

Communicating Effectively ........................................................................... 10

Identify Their Styles and Flex Your Own ........................................................................ 10
Learning Outcomes......................................................................................................... 10
The 5 Cs of Communication............................................................................................ 11
Active Listening............................................................................................................... 13
Personal Perspective and Its Effect on Communication.................................................. 15
Flexing Your Style............................................................................................................ 18

Building Trust ............................................................................................... 21

Navigating Through Relationships with Trust ................................................................. 21
Learning Outcomes......................................................................................................... 21
The Nature of Trust......................................................................................................... 22
Strategies for Building Trust ............................................................................................ 24
Setting Clear Expectations............................................................................................... 25
Accountability................................................................................................................. 26

Creating a Service Experience ...................................................................... 28

Yielding the Best Outcome: Customer Loyalty ............................................................... 28
Learning Outcomes......................................................................................................... 28
Who Are Your Customers?.............................................................................................. 29
Customer Satisfaction vs. Customer Loyalty................................................................... 30
Moving from Satisfaction to Loyalty............................................................................... 31
The Loyalty Model........................................................................................................... 33

Wrap-Up ........................................................................................................................ 34

©2017 Empowering Performance, Inc.

UNIFY

DiSCovering Your Style

DiSC® Basics

1. DiSC® is a dialoguing tool, not a diagnostic tool.

2. Everyone has all four profiles.

3. This information is not meant to box in people.

4. It’s best to have all profiles represented on your team for greater
creativity, innovation, and problem-solving.

5. Understanding all DiSC® styles will help you more effectively lead your team.

Members of Successful Teams

ŠŠ Understand themselves and how their _­_­b_e_h_a_v_i_o_r _ affects others.
ŠŠ Understand their _­_­ r_e_a_c_t_io_n_s_______ to other people. They

are aware of their own and others' hot buttons.
ŠŠ Know how to _­_­ __m__a_x_im__iz_e_______on what they do well.
ŠŠ Have a __­­ __p_o_s_it_iv_e_________ attitude about themselves.
ŠŠ Know how to _­_­ a_d_a_p_t______their behavior to work better with team members.
PROPRIETARY - DO NOT COPY

©2017 Empowering Performance, Inc. 2

UNIFY

DiSCovering Your Style

What DiSC® Measures

BEHAVIORS
PERSONA
RE LITY
GENETIC
S
CO

COPY

NOT

DO

-

PROPRIETARY
Behaviors Are . . .
ŠŠ Observable
ŠŠ Situationally based
ŠŠ Flexible
ŠŠ Dynamic
ŠŠ Based on thoughts and beliefs
ŠŠ An expression of personality

©2017 Empowering Performance, Inc. 3

UNIFY

Creating a Service Experience
Moving from Satisfaction to Loyalty

"Satisfied" Customers Shop Anywhere

SATISFIED
CUSTOMER
(ACCEPTABLE)
PROPRIETARY - DO NOT COPY
NO LONGER A LOYAL
CUSTOMER CUSTOMER

A loyal customer is one who:

Makes regular repeat purchases
Purchases across product and service lines
Refers others
Has an emotional connection
Trusts enough to tolerate the occasional mistake
Provides useful feedback

©2017 Empowering Performance, Inc. 31