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Art Schoeck
Art Schoeck Quick Facts
Main Areas: workplace assessments, employee selection, talent retention, adaptive sales, DISC strategy, communication, team buildingCareer Focus: DISC Behavioral Style Strategist, Business Owner, Speaker, Trainer, Executive Coach
Affiliation: Data Dome, Inc.
Arthur G. Schoeck is
the founder and CEO of Data Dome, Inc. Art received his BA in Psychology from
Florida State University and did his post-graduate research in Behavioral
Psychology at the University of Florida. Art Schoeck is a recipient of the TTI Trainer of
the Year Award (selected from over 2000 national trainers and over 800
international trainers). More than thirty years as a business
owner provide Art with a unique understanding of strategic business issues.
Speaking from this base of expertise, Art is in demand
as a speaker and trainer. Over 19,000 executives, managers and employees have
benefited from Art Schoeck's seminars on human behavioral preferences,
communications and team building. Art's speaking engagements offer practical,
effective solutions to such common problems as high turnover, personality
conflicts and poor communication. Seminars are customized for each client to
improve internal strategic planning, assist in implementing and coping with
change, enhance interactions between management and support staff, boost sales
and productivity, and build project-oriented teams.
Favorite Quotes & Thoughts from Art Schoeck
Workplace Recognition as a Motivator
DISC Behavioral Style analysis offers a neutral language and concrete actions for motivating. I saw a study in which recognition and praise were considered great workplace motivators. Well, maybe and maybe not. Instead of a general suggestion to praise employees, DISC will give you more targeted tips.
While giving personal thanks for a job well done may tend to motivate workers
with a High I in their behavioral style profile, Low I’s may be suspicious of
such praise.
A High I likes praise and recognition, but also needs people to talk to and a
chance to help and motivate others.
If you praise High I’s, but then put them in charge of firing people, or
isolate them, then your praise will mean nothing.
Recognition may please a High D - especially if it acknowledges bottom-line
results and comes with prestige - but if you take away the power to make changes
and confront problems or slow him/her down with a lot of repetitive tasks, then
that recognition doesn’t matter.
A High C wants quality information, effective procedures, and proven
strategies. Your praise may simply seem superficial - it may even annoy.
A Low
C that is tangled up in meaningless procedures will appreciate the opportunity
to do a bit of troubleshooting - to think “out of the box.”
High S’s may like personal recognition, but are really more concerned with
their niche, with the security of their position as part of a habitual status
quo. If you introduce a lot of sudden changes without their advance buy-in, or
rush them… and a Low S will be bored without some variety in the tasks they do.
See What is a DISC Behavioral Style Profile?
http://www.datadome.com/index.php/White-Papers/What-is-a-DISC-Behavioral...
Getting Started With Art Schoeck
For the ethical, successful, and targeted application of the assessments, we
offer a complimentary consultation on your current needs and goals, and how best to meet and
even exceed them. Don't worry, it's free.
Contact us online or call 404-814-0739.
