Compendium of knowledge on engagement

Team's engagement does not just appear out of nowhere. It does not just appear out of thin air, nor does it disappear without any reason. It is the result of our working in the DISC D3 spirit - that requires everyone in the team to make an effort, with the leader in particular. Significant engagement, taking personal responsibility for individual and team goals, avoiding sick leaves or changing jobs suddenly is the effect of skillful use of our knowledge about the differences in personalities: at the recruitment stage, to make sure that we hire the right person; during onboarding, so that the new employee feels "at home" as soon as possible, and everyday work with a team and in the team, so that everyone has the best interest of our common workplace in their hearts.
The book will help understand the significance of personality differences and in what areas of the organization it simply does not pay to disregard this aspect of working with people. Together, we will take a closer look at what is means to: work in the DISC D3 spirit and when to use this model of behaviors and tool so that it supports the underlying objective - which is to work in an environment where we do not need to fight for engagement, but where we support the factors which influence high engagement of each team member, regardless of their role.
This book is a compendium of knowledge on engagement - what it is, why, despite being in the same workplace, some people are more engaged than others, what causes sudden drops or peaks in engagement and what you can do to build a team and organization with people who will want to join you towards a common direction. When talking about engagement and DISC D3, we will focus on sharing good practices (while simultaneously pointing out mistakes that organizations make when using competencies surveys). Of course, we won't be pointing out mistakes, but showing how to correctly use DISC D3 so that it serves its purpose.
organizational values * recruitment * onboarding * leadership * improving the quality of cooperation * competencies development

Currently, knowledge about the differences in employees' personality becomes a necessity for managers, not an addition to substantive training or a kind of curiosity. Because the reality around us changes very quickly, so we should just as quickly follow this change - in the context of leading teams. Our old ways of responding to employee behavior, our old ways of interpreting inefficiencies and engagements are no longer working.
Magdalena Wachnicka, Head of Personnel and Administrative Affairs, VINCI Facilities Polska
When I put DISC's behavior pattern on people I knew, it was like a bomb went off. I thought, wow, that's something. I like to apply the acquired knowledge in practice, so in the next step I began to translate this model of behavior into business. It turned out that the coherence is so great that I am able to predict how a person will behave in teamwork, what will drive them to action or what can motivate them, what style of communication they prefer, how they will behave in stressful situations, etc.
Robert W

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Spis treści

Dynamics of Team Engagement: DISC D3 as the key to effective recruitment, relationship-building and competence development eBook -- spis treści

Contents
Introduction 9
PART 1. 
DISC D3 and engagement
What is engagement? 1. 17
Costs of poor engagement 21
Poor employee engagement – what comes next? 24
What does the level of engagement depend on? 25
2. DISC D3 for engagement 31
What does work with DISC D3 entail? 31
The History of DISC D3 in a nutshell 36
3. What is a DISC D3 survey? 41
DISC D3 areas of application 45
4. DISC D3, or the three dimensions of engagement 49
COMMUNICATION, or the DISC behavior styles 50
FOCUS 86
TEAMS roles 86
VALUES at the workplace 92
PURPOSE – BAI attitudes/internal motivations 111
5. DISC and DISC D3 myths 141
DISC labels people: it’s about these popular colors 141
DISC D3 is an American behavior model, 
so it won’t work in another culture 145
When you know DISC, you can easily manipulate people 146
Assessment result can be different each time 147
PART 2.
in practiceDISC D3 
1. DISC in business 153
2. DISC D3 in the recruitment process 157
3. From recruitment to the benefit system: a case study of VINCI Facilities Polska 181
4. Leadership and talent management: a case study of Bawaria Motors (BMW dealer) 189
5. Improving the quality of cooperation: a case study of SGB-Bank 201
Summing up 205
Acknowledgements 207