DISC and Hiring: What the Model Can and Can’t Tell You
Every week, hiring managers search some version of the same question: can we use DISC for hiring? It usually comes from a good place. A bad hire has just cost the team a year, or a technically brilliant candidate turned out to be unmanageable, and behavioral assessment looks like the missing filter. The honest answer […]
Reading Your Buyer’s Style in the First Five Minutes
In our guide to selling to DISC styles, we made the case that buyers buy in four recognizably different ways and that most lost deals are style collisions, not product failures. Which raises the obvious practical objection: it’s all very well knowing how a C buyer decides, but your prospects don’t arrive with a profile […]
DISC Team Building Activities That Actually Change Behaviour
Team building has a reputation problem, and it earned it honestly. The trust falls, the escape rooms, the raft made of barrels — activities that lift the mood on the day and change nothing by Monday, because they were never connected to how the team actually works. People enjoy them, roughly, and trust them not […]
The Reflection Loop: How Insight Becomes Behaviour Change
Earlier this month we made an argument that resonated with a lot of people in learning and development: assessment insight fades — predictably, on a schedule — because the industry built the measurement layer and never built the application layer. That piece named the problem. This one names the mechanism that solves it, because the […]
Leading Each DISC Style: A Manager’s Guide
Most managers lead the way they would like to be led. It is rarely a conscious decision — it simply feels like good management, because it is precisely the management that would work on them. The high-D manager gives everyone autonomy and stretch and cannot understand why half the team seems rattled. The high-S manager […]
Team Dynamics: What They Really Are (and How to Read Yours)
What Team Dynamics Really Are: Reading Your Team’s Behavioural Composition Ask a manager to describe their team and you will usually get a personality. “This team resists change.” “We’re a fast-moving bunch.” “They go quiet when things get hard.” It is natural shorthand, and it is almost always wrong in a way that matters: a […]
Developing Emotional Intelligence in Managers: A Practical Starting Point
Most managers are promoted for what they can do. They are kept, and judged, on how well they lead. And the difference between the two, more often than not, comes down to emotional intelligence for managers: the ability to understand and manage your own emotions, and to read and respond well to other people’s. It is the […]