Leveraging DISC Styles To Unleash Paradoxical Leadership In Your Teams

Years ago, I was charged with incorporating behavioral competencies into the Job Descriptions of a large national agency.

There was one job that still stands out in my memory. At its core, it would require the incumbent to rely heavily on C-style characteristics (detailed-oriented, precise) because of the need to be accountable for every cent of expenditure.

At the same time, the incumbent would be required to be the embodiment of I-style creativity, engagement, and innovation to achieve the desired level of impact.

At the time, I recommended that they separate the roles. Today, I would introduce them to the concept of Paradoxical Leadership.

Applying Paradoxical Leadership Then

Paradoxical leadership involves embracing and balancing seemingly contradictory behaviors or strategies to achieve optimal outcomes. It is about managing tensions and contradictions in a way that leverages their potential benefits.

The unfortunate incumbent in my case above would add value to the organization and their career by embracing paradoxes – Financial rigor with Creative Flair; Attention to detail with No barriers Brainstorming.

Applying Paradoxical Leadership Today

Not much has changed in my life with respect to paradoxes and leadership challenges.

My coaching of individuals from their Extended DISC Behavioral DNA analyses makes it clear that for many to achieve Next Level growth they would need to embrace Paradoxical Leadership.

The struggle leaders face today is the increasing need to shift from “either/or” to “both/and.”

Let's look at two typical challenges that my coachees encounter.

Flexing Opposing Styles in Your Behavioral Profile

1.???? Tradition and Innovation

You have climbed the corporate ladder by discharging your responsibilities reliably. You have followed routines effectively and there can be no question of your competence.

This ties in perfectly with your S-style profile.

However, the environment has changed. You are now operating at a higher level. Also, the organization is facing competitive challenges and an unstable operating environment.

Will the powers that be look to your traditional approach to guide your team through these uncharted waters?

Your behavioral profile suggests that it takes more energy for you to demonstrate D-style and I-style behaviors. You might be thinking, one is too hard-nosed and assertive, and the other is too outgoing and free-spirited for your preferred reserved and sensitive approach.

But, what if you were to intentionally make the effort to use D-style and I-style tools more frequently? How would that position you as a leader for all seasons?

For example, what if you proactively examined the potential vulnerabilities of your team and organization and suggested brainstorming sessions to identify solutions to those issues?

What if you took the initiative to volunteer to work on projects outside of your present role that will require the use of D-style and I-style behaviors?

Your Next Level Challenge is to avoid hunkering down on your S-style keys to your current level of success. Instead, accept the paradox of incorporating tradition, reliability, and team spiritedness in your pursuit of being a dynamic change agent and innovative leader.

For those new to the DISC Framework:

S-Style (Steadiness): These team members bring reliability, consistency, and respect for tradition. They could add value by ensuring that innovative ideas align with the organization’s core values and established best practices.

I-Style (Influence): Known for their creativity, enthusiasm, and innovation. I-style team members are excellent at generating new ideas and driving creative projects. They thrive on brainstorming sessions and pilot initiatives. They could add value by being more attentive to structure, the need for buy-in, and the existence of established procedures.

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2.???? Control and Empowerment

A frequent example of an individual who needs to embrace Paradoxical Leadership is the C-style rising star who now needs to branch out into general management of a larger unit.

That C-style leader needs to work on balancing empowerment with control.

Many have buried down on the numbers and personal effort to deliver the target results of their team or unit. However, at the next level, people management is of much more importance.

This C-style leader must spend more time engaging and empowering staff!

I shamefully recommend that they set up “appointments” in their calendars to ‘accidentally’ meet key people in the corridors to have informal chats.

C-Style (Conscientiousness): These individuals excel in providing structure, attention to detail, and process orientation. They ensure that there is necessary oversight and that detailed plans are in place. They need to get more comfortable with S-style and I-style inclusiveness and engagement. They also need to adopt the D-style readiness to delegate, since effective delegation is a powerful means of empowering team members.

D-Style (Dominance): Decisive, driven, and goal-oriented. D-style team leaders are adept at making high-impact decisions and steering the team towards ambitious goals.

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Paradoxical Leadership Exercise for Your Team

1. Introduction: Explain the concept of paradoxical leadership and its relevance to team dynamics. Introduce the DISC model and have the participants complete their Extended DISC Behavioral DNA assessment.
2. Group Activity: Divide participants into small groups based on their DISC styles. Present each group with a scenario involving a paradoxical challenge, such as launching a new project while maintaining quality standards. If any style is missing, nominate someone to play that role.
3. Scenario Analysis: Each group identifies how their DISC style can contribute to addressing the challenge. Groups then pair up with a different style to create a balanced strategy combining their strengths.
4. Discussion and Reflection: Have each pair of groups present their strategies. Discuss the potential benefits and challenges of balancing different DISC styles. Facilitate a reflection session where participants share insights on applying these principles in their own teams.

Let's have a conversation!

Trevor E S Smith

Success with People Academy - INFOSERV Group

We deploy our DISCerning Model of Communication and Leadership to promote personal, team, and organizational growth. The process is supported by granular Behavioral DNA assessments from Extended DISC??on the revolutionary FinxS??Platform. Talk to us about Team Dynamics, Leadership, and Performance.

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