At first glance, having a team of managers who all behave the same way might sound ideal. You’d think teamwork would flow, banter would be great, and team productivity and performance would be up there. But… would it?
Here’s the thing: if everyone shared the same behavioural type*, the team would miss out on a lot. Here’s why:
- A team of assertive people? Non-stop debates or worse, arguments
- A team of unassertive people? Reluctance to talk, not much deciding
- A team of empathetic people? Concern for people’s feelings would shift the focus away from practical decision-making
- A team of logical, pragmatic people? Tasks would get assigned but creativity and people’s well-being might fall through the cracks
These types* are based on the DISC behavioural model. None of these styles is “better” or “worse.” In fact, each one brings something essential to a business team:
- Assertive people push for action and keep things moving
- Unassertive people create balance, stability, and bring caution
- Empathetic people prioritise teamwork and connection
- Logical people focus on results and efficiency
When you bring together all four styles, you unlock the true potential of a team. Variety doesn’t just create balance; it sparks creativity, generates fresh ideas, and ensures the team considers multiple perspectives. Without this mix, the team risks becoming one-dimensional and might fall short of its full potential: become stale, in other words.
That’s where I come in. I help organisations evaluate their teams, identify their strengths and imbalances, and create strategies to build a more balanced, high-performing group. By understanding each team member’s unique behavioural style, we can unlock their full potential, create a healthier team dynamic, and drive better results.
For instance, the MD of a medium-sized engineering company in South London called me in. Although historically successful, recovery had stalled post-COVID, and there was widespread staff despondency. I discovered that the managing team of eight engineers shared similar DISC behavioural types, meaning that showing empathy was not their strong suit. My own team meetings with them tended to be businesslike and efficient without much warmth.
Understanding the different DISC behavioural styles and types was a revelation to the managing team. With this insight, we coached them to become more people-aware and empathetic. This coaching included helping them take corrective business actions, such as consulting their staff and involving them more in decision-making processes. Additionally, the managing team committed to acquiring more empathetic individuals to their ranks in the future.
How can I help your team thrive?
*Note that DISC recognises 4 behavioural styles, D(ominance), I(nfluence), S(teadiness), and C(onscientiousness). Types (as I’ve used the word here) is a combination of DISC styles, viz assertive = D+I, unassertive = S+C, empathetic = I+S, Logical = C+D.
