How organisations can use behavioural profiling tools

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Many organisations use behavioural profiling tools. When used correctly they can be a great way to better understand your team members. When used incorrectly, they can be used to label and pigeonhole people, creating division, instead of collaboration.

My favourite profiling tool is DiSC. It is simple to understand and remember, and I particularly enjoy training teams on how to use DiSC for better collaboration, improved retention and reduced conflict.

What is DiSC?

DiSC is an acronym used to describe four preferred behavioural styles: dominance, influence, steadiness, and compliance. Each of these preferred styles have unique characteristics that help explain the behaviour, communication styles and preferences of the people in your team, summarised here.


Dominant styles are results driven, outcomes focused and task oriented. They fear failure and appearing weak. They are quite direct communicators who can sometimes come across as abrupt. Dominant styles make up 3% of the population.


Influence styles are friendly, positive and people focused. They fear not being liked and being rejected. They are quite expressive communicators who can sometimes get off track. Influence styles make up 11% of the population.


Steady styles are kind, gentle and people focused. They fear confrontation and letting others down. They are quite considerate communicators who will often try to keep the peace. Steady styles make up 69% of the population.


Compliant styles are logical, factual and task focused. They fear making mistakes and too much emotion. They are quite methodical communicators who will often stick to logic. Compliant styles make up 17% of the population.

This information is important to know, because in each team there are a variety of different styles. Some styles get along better than others, and some not at all.

Understanding the characteristics of each style, allows organisations to foster team collaboration, the right people in the right roles and ensure that the number one reason for poor retention (colleagues not getting along with each other) can be tackled.

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