The Power of DISC

So now the FRAMEWORK is in place, we can concentrate MORE on the people.

We like to use a DISC psychometric profile as a base-line review.

DISC helps us understand an individual’s communication style and how they are likely to react in different situations. While results may vary slightly each time, the insights gained help build stronger relationships.

I’ve seen both myself and other senior leaders become more tolerant and respectful as a result of DISC. Simply knowing an individual’s preference supports understanding—what they’re really trying to say, what they’d prefer not to say, and even how much time they need to say it.

Knowing that some people like to start and end a conversation with small talk (e.g., about their pets) can help build trust. The next conversation may be with someone who sees NO VALUE in that and may even feel you’re wasting their time. If you don’t know this, you may be getting it wrong often!

The real value of DISC is when BOTH sides understand each other’s communication preferences.

Good communication is the responsibility of BOTH parties, not just the most senior in the room.

Two-way communication is crucial. The same VALUE a leader gains from DISC applies to a team member. I’ve shared my own DISC profile with my team so they know the best way to communicate with me. I remember one individual who, after reading my profile, came prepared with data to a meeting, allowing them to answer my questions factually. They felt more prepared and in control, and we made better progress. This tool benefits everyone.

*(Due to our structure, we rarely hear 'I didn’t know that.' If we did, the response would be, 'While I review why, can you also consider any forums where you could have asked?')

So, how do you use the Framework and DISC practically?...

Weekly Default Time Managers have weekly default time (30 mins) with key reports for brief, informal updates.

1. The benefit? Colleagues know they have dedicated time to discuss opportunities or issues raised in huddles or SLT meetings. It’s an opportunity to coach, brainstorm, or share opinions.
2. They are NOT INTERRUPTING your time, and you’re not interrupting theirs—it’s PLANNED. This means the focus you give them is of much HIGHER QUALITY. (Remember the 'door is always open' excuse? When mine was, I often paid lip service to people while busy with something else. This made them feel unheard, made me less efficient, and often hindered the support they needed.)

That one meeting is the chance to properly listen. When the team is in good flow, both the Manager and Team Member take notes throughout the week, avoiding time-stealing 'quick catch-up calls.'

But this alone isn’t enough…

Monthly Appraisal

Every individual has a monthly 1-2-1.

This follows a SET FORMAT within our HR software and is recorded. The questions remain broadly the same across the organisation, allowing us to track trends.

The focus is on the individual, not just the task.

The meetings I’ve mentioned so far are TRANSACTIONAL, to ensure efficiency. This one is different.

We review the questions annually to keep them relevant. Discussions cover career progress, CPD, personal or professional issues, ideas, frustrations, and support needed for the next month.

This critical feedback loop ensures everyone feels respected, heard, and valued. It also fosters accountability, if someone hasn’t raised an issue in their 1-2-1, it’s hard to justify a complaint later. Likewise, a manager can’t justify inaction if something has been raised. Another bonus? Minimal 'corridor conversations'!

Personal Development Plan

Everyone has a personal business plan detailing their ultimate aim, strengths, skills, areas for improvement, and next steps.

The plan is developed collaboratively between the team member and manager, with business oversight. This triage approach ensures everyone understands each individual’s goals and can look for opportunities to support them.

Identifying necessary qualifications, skills, and experiences personalises training. We provide a budget to support this.

For example, in the last 12 months, three people have reached Director status through Level 7 qualifications. Another travelled to the USA to become a software expert alongside completing a Level 6 qualification. Last week, a junior team member took another step in their professional accountancy journey.

We make it clear we want that journey to be with us. This helps identify 'next jobs' within the business, not as a threat to current role-holders, but because progression creates opportunities at all levels.

This personal, monthly attention is quality support that everyone deserves.

**A recent example: Liam. A rock star who joined us at 18, supporting phones one summer. He became full-time and wanted to lead a team. We enrolled him in a Level 3 work-based apprenticeship, followed by a Level 5 Management Apprenticeship and a Level 5 in Safeguarding.

Three years later, when we acquired a struggling seven-figure business with 70+ staff, he stepped into daily leadership. We didn’t know the vehicle when we built the plan, but we knew the destination and looked for opportunities.

NB: He hasn’t stopped—there’s more to come.

This is how we support a PERSONAL approach to people. But it doesn’t end here…

In the next article, we’ll share more processes and forums that harness the organisation’s collective brainpower to drive performance and efficiency.