Behavioral Styles in Team Settings

“Let’s celebrate our differences!” — easy to say when you’ve never actually had to WORK through real differences. Here’s the thing: Real differences don’t feel like a celebration. They feel messy, uncomfortable, even threatening. 🧠 Our brains are hardwired to detect difference as potential danger. When someone thinks, works, or communicates differently than we do, our first instinct isn’t to embrace it—it’s to resist it. Recently, I worked with a team trapped in conflict for years. The problem wasn’t competence or commitment. It was cognitive diversity they didn’t know how to handle. 👉 One part of the team was task-focused—eager to get to the point and skip the relational aspects of collaboration. 👉 The other part was relationship-driven—prioritizing emotional connection and dialogue before diving into action. Celebrate their differences? Not likely. 🚫 The task-focused group saw the others as emotionally needy attention-seekers. 🚫 The relationship-driven group saw their counterparts as cold and disengaged. So, what changed everything? Not a shallow celebration of their diversity, but finding their common ground. 🚀 I used my D.U.N.R. Team Methodology to transform their conflict into collaboration: 1️⃣ D – Diversity: we explored their differences without judgment and recognized the strengths in both approaches. 2️⃣ U – Unity: we found their shared purpose—every one of them cared deeply about the team’s success, just in different ways. 3️⃣ N – Norms: we co-created practical norms that guided their interactions and set clear expectations. 4️⃣ R – Rituals: we introduced rituals to honor both styles while reducing friction and fostering collaboration. The real breakthrough? Not pretending their differences were easy, but building bridges through shared values. My honest take: If you’ve truly worked through real differences, you know it’s not about celebrating them—it’s about navigating them with care and intentionality. 💡 Celebrate your common ground first.  That’s how you unlock the power of team diversity. What’s your experience with managing real differences on a team? 🔔 Follow me for more insights on inclusive, high-performing teams. ___________________________________________________ 🌟 If you're new here, hi! :) I’m Susanna. I help companies build an inclusive culture with high-performing and psychologically safe teams.

I watched a team miss a $250,000 opportunity because of a simple communication breakdown As a team dynamic coach working with organizations across industries, I've seen this scenario play out countless times. Recently, a client was struggling to meet client expectations. They had talented individuals, strong expertise, and a clear strategy. Yet something wasn't clicking. After observing their interactions, the issue became clear: they weren't speaking the same language. Their director was focused on timelines and results, communicating in direct, no-nonsense terms. The creative lead communicated through possibilities and relationship-building, often skipping details. Their data analyst shared concerns in complex reports few took time to understand while the client liaison concentrated on maintaining harmony. Different communication styles. Different priorities. All valuable, but completely misaligned. ✅✅ Understanding these four distinct communication styles is transformative for any team: 1. Controllers: Direct, decisive, and results-oriented. They value efficiency and bottom-line impact 2. Promoters: Enthusiastic, imaginative, and people-focused. They thrive on possibilities and building relationships 3. Analyzers: Methodical, detail-oriented, and data-driven. They seek precision and logical solutions, and prefer to thoroughly evaluate before deciding 4. Supporters: Empathetic, patient, and team-focused. They prioritize group harmony and ensuring everyone feels valued. They often ask "How does everyone feel about this approach?" What transformed this team wasn't a new project management system or restructuring. It was awareness of these styles. When I helped them recognize and adapt to these patterns, something remarkable happened. 🌟🌟 The director started providing context behind deadlines. The creative lead documented specific action items. The analyst delivered insights in more accessible formats. The liaison created space for constructive challenges. 🌟🌟 Within weeks, their efficiency improved by 30%. Client feedback turned overwhelmingly positive. And they secured a contract renewal worth three times their previous agreement. This pattern repeats across every successful team I work with. The differentiator isn't talent or resources – it's communication awareness. Understanding your natural style and recognizing others' preferences creates the foundation for exceptional teamwork and professional growth. What's your natural communication style? Sign up for my newsletter for weekly insights on elevating your communication effectiveness: https://www.lift-ex.com/ #communication #team #performance #professionaldevelopment #leadership #cassandracoach

I was having team with my neighbors who is Director at a reputed consulting firm. He has seen me facilitate teams for bring clarity through Sketchnotes 📝 He promptly asked me to suggest some way to resolve conflicts in his team. He said “they are always on fire, waiting to put each other down”. My eyes lit up and rolled up 🧠remembering what I did in my team few years ago. In high-performing teams, conflict is inevitable. When collaboration 👥is frequent and stakes are high, differing working styles, communication gaps, and behavioural patterns can often spark friction. But rather than letting these conflicts fester, what if we turned them into opportunities for clarity and growth? One powerful ritual I’ve found useful is something called a Behavioural Retrospective 🙌— a structured conversation that helps teams reflect on behaviours causing friction and co-create better ways of working together. Let’s break it down 🧩 What is a Behavioural Retrospective? Unlike project retrospectives that focus on processes and outcomes, a Behavioural Retrospective dives into the interpersonal actions and behaviours that impact team dynamics. It guides teams to safely surface frustrations, understand the root causes, and collectively agree on more constructive behaviours. Here’s a simple four-step framework to run one: ⸻ 1. Get Frustrations on Paper Start by asking team members to quietly write down actions or behaviours of peers that are frustrating them. Encourage specificity — focusing on actions, not people. ⸻ 2. Take Turns Sharing Create a safe, non-defensive space where team members can take turns sharing what they’ve written. A crucial mindset here: listen to understand, not to defend. Everyone deserves to be heard. ⸻ 3. Ask Revealing Questions Encourage the team to ask revealing, open-ended questions to uncover what’s beneath the surface. This helps build empathy, as people often act from unseen pressures or intentions. ⸻ 4. Make Suggestions for Alternate Behaviours End the session by inviting the team to suggest constructive, alternative behaviours. Focus on actions that can replace the problematic behaviours moving forward. Capture these as actionable, specific agreements. ⸻ Why This Works Behavioural Retrospectives promote empathy, mutual respect, and a culture of continuous improvement within the team. ⸻ If your team has been experiencing behavioural conflicts, this might be a good ritual to introduce in your next cycle. It’s a simple but transformative way to realign as a team — not just on what you build, but how you work together. Have you tried something similar? Would love to hear how you handle behavioural conflicts in your team. #TeamCulture #Leadership #Retrospective #ConflictResolution

Most team conflict isn't about personality clashes. It's about nervous systems colliding. That teammate who dominates every meeting. The one who never speaks up. The person who agrees to everything, then resents it later. The colleague who vanishes the moment things get hard. We call these "communication styles." They're not. They're trauma responses. 𝗙𝗶𝗴𝗵𝘁 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗲 𝗶𝗻 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻: → Interrupts or talks over others → Gets defensive when ideas are challenged → Dominates conversations to feel in control → Responds to feedback with pushback → Creates tension without knowing why 𝗙𝗹𝗶𝗴𝗵𝘁 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗲 𝗶𝗻 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻: → Avoids conflict at all costs → Stays silent in meetings, then vents privately → Misses deadlines when pressure builds → Changes the subject when things get uncomfortable → Physically or mentally checks out 𝗙𝗿𝗲𝗲𝘇𝗲 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗲 𝗶𝗻 𝘁𝗲𝗮𝗺𝘀: → Goes blank when put on the spot → Can't make decisions under pressure → Perfectionism that stalls projects → Shuts down during difficult conversations → Appears disengaged or distant 𝗙𝗮𝘄𝗻 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗲 𝗶𝗻 𝗴𝗿𝗼𝘂𝗽 𝗱𝘆𝗻𝗮𝗺𝗶𝗰𝘀: → Agrees with whoever has the most power → Takes on everyone else's work → Never pushes back, even when they should → Prioritizes harmony over honesty → Burns out from over-accommodating None of these are character flaws. They're nervous systems doing what they learned to do to survive. The problem is when two different trauma responses collide. A fight response meets a fawn response. One person bulldozes while the other silently drowns. A freeze response meets a flight response. Nothing gets decided or completed. These aren't personality mismatches. They're nervous system mismatches. And no amount of team-building exercises will fix them. 𝗪𝗵𝗮𝘁 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗵𝗲𝗹𝗽𝘀: → Recognizing these patterns as protective, not problematic → Creating psychological safety so nervous systems can settle → Addressing the root, not just the behavior When people feel safe, they communicate differently. When nervous systems are regulated, collaboration flows. The "difficult" team dynamic often transforms when you stop treating it as a people problem and start treating it as a nervous system problem. Regulate your emotions. Reconnect with your body. Thrive at work. If your team keeps colliding and you're ready to understand why, trauma-informed workshops can help. This is how you build teams that actually work together. Message me or book a discovery call here: https://lnkd.in/euyv_yyj

Stop trying to find your one "authentic" leadership style. Start being the leader your team actually needs you to be in the moment. Conventional wisdom tells us to be consistent. But what if that consistency is the very thing holding your team back? A single leadership style applied to every person and situation is a recipe for failure. → Your brand-new intern feels lost because you're too hands-off. → Your senior expert feels micromanaged because you're too hands-on. The most effective leaders don't have one style; they are leadership chameleons. They use the Situational Leadership Model to accurately diagnose and adapt to the needs of their people. It’s about flexing between four distinct approaches based on your team member's competence and commitment to a specific task. 🎨 The 4 Leadership Styles: 1. Directing (S1) 🎯 → You provide clear, step-by-step instructions. Perfect for the Enthusiastic Beginner (D1) who is eager but inexperienced. 2. Coaching (S2) 🤝 → You still direct, but also explain the 'why' and encourage them. Ideal for the Disillusioned Learner (D2) who has hit a roadblock and lost confidence. 3. Supporting (S3) 🤗 → You empower them to lead the way while you act as a sounding board. For the Capable but Cautious Performer (D3) who has the skills but is hesitant to own it. 4. Delegating (S4) 🚀 → You turn over full responsibility and trust them to deliver. Reserved for the Self-Reliant Achiever (D4) who is a true expert. Your goal as a leader isn't just to get the task done. It's to develop your people from D1 to D4. That requires you to change your approach as they grow. Ready to try it? Try this for one week: → Pick one person on your team and one specific task. → Diagnose their Development → Consciously apply the matching leadership style (S1-S4). Who's ready to become a more adaptable leader? — 👉 Get free weekly tips and actionable guides by signing up for my newsletter at the link in my bio.

Have you ever walked away from a leadership conversation knowing the work was “𝘁𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹𝗹𝘆 𝗿𝗶𝗴𝗵𝘁” — but the connection felt 𝘁𝗵𝗶𝗻 𝗼𝗿 𝘀𝘁𝗿𝗮𝗶𝗻𝗲𝗱? That tension brings us to the final DISC lens this week: 𝗖-𝘀𝘁𝘆𝗹𝗲 (𝗖𝗼𝗻𝘀𝗰𝗶𝗲𝗻𝘁𝗶𝗼𝘂𝘀𝗻𝗲𝘀𝘀) 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀. C-style communicators are often: • Precise, accurate, cautious & logical • Motivated by correctness, clarity, quality & sound reasoning • Thoughtful in their analysis & preparation, who value getting it right • Careful decision-making grounded in data & structure These strengths are essential — especially in environments that demand rigor, risk management, and high standards. 𝗨𝗻𝗱𝗲𝗿 𝗽𝗿𝗲𝘀𝘀𝘂𝗿𝗲, C-styles may: • Slow decision-making in an effort to get it right • Over-index on detail when others need direction • Withhold input until fully certain • Prioritize accuracy over emotional or relational cues • Be overly critical None of this is a flaw—DISC was never meant to be weaponized. No style is superior; each brings unique strengths. When one style dominates, teams lose balance. The diversity of all four DISC styles is what builds strong, cohesive teams. 𝗗𝗜𝗦𝗖 𝗲𝘅𝗽𝗮𝗻𝗱𝘀 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗰𝗵𝗼𝗶𝗰𝗲 𝗮𝗻𝗱 𝗿𝗮𝗻𝗴𝗲 — not by changing who you are, but by helping you adapt how your style lands on others. 𝗙𝗼𝗿 𝗖-𝘀𝘁𝘆𝗹𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀, 𝗳𝗹𝗲𝘅𝗶𝗻𝗴 𝗺𝗮𝘆 𝗹𝗼𝗼𝗸 𝗹𝗶𝗸𝗲: • Sharing thinking earlier — even before it feels “fully baked” • Naming the why before the how • Balancing precision with reassurance & presence • Recognizing when the team needs direction more than detail 𝗙𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗻𝗴 𝙬𝙞𝙩𝙝 𝗖-𝘀𝘁𝘆𝗹𝗲𝘀: • Lead with logic, rationale & process • Be clear, structured & prepared • Avoid unnecessary urgency or ambiguity • Allow space for questions & reflection Across all four DISC styles this week, one pattern keeps emerging: Leadership effectiveness doesn’t come from having the “right” style. It comes from awareness, adaptability & intention. That’s the bridge into what comes next. Because when leaders don’t flex communication styles intentionally, teams don’t just miscommunicate — they begin to misinterpret intent, lose trust, and fracture alignment. Next week, we’ll build on this foundation by exploring Patrick Lencioni’s The Five Dysfunctions of a Team — through the lens of 𝘁𝗲𝗮𝗺 𝗰𝗼𝗵𝗲𝘀𝗶𝗼𝗻, trust & collective accountability. 🧭 𝗬𝗼𝘂𝗿 𝗠𝗼𝘃𝗲 𝗧𝗵𝗶𝘀 𝗪𝗲𝗲𝗸: Notice one moment where precision or detail may have outweighed connection. In your next similar interaction, experiment with naming intent first before diving into data or detail. Observe how it shifts clarity, trust & engagement. Photo credit: Leadership Pasadena & Conscious Leadership Partners. #DISC #ConsciousLeadership #Intentionality #LeadershipDevelopment #SelfAwareness #CommunicationSkills #ConsciousLeadershipPartners

When you work in teams, you’re dealing with all kinds of personalities. Everyone brings a mix of background, experience, and temperament that shapes how they show up. As a leader, it’s important to recognize those differences, but talking about them directly can be a potential landmine. Instead, I anchor those conversations in something objective: the DiSC personality assessment (it stands for Dominance, Influence, Steadiness, and Conscientiousness). My whole team has completed it, and it gives us a common language to describe how we work — who’s more accommodating vs. strong-willed, private vs. outgoing, focused on logic vs. feelings. I’m a DI profile, meaning I’m oriented toward action and results. I have others on my team who lean toward accuracy and stability. Neither is better. Both are necessary. The key is knowing how to align decision ownership to each person’s confidence level and communication style so they’re set up to move fast and make sound decisions. As an example, when conflict arises, I ask my managers to look at the DiSC profiles of those involved and think about strategies that work toward a common ground. Anyone else know your DiSC profile? #DiSC

“Team success or failure is often attributed to individuals. . .as the main driver of performance, or to some nebulous sense of team “chemistry.” As with most things, hope is not a strategy.”  McKinsey & Company on the 17 team behaviors they've identified as necessary for maximum team effectiveness, and that explain 69-76% of the differences between low- and high-performing team on efficiency, results, and innovation. Grouped into four areas, they are: Configuration: Is everyone on the team clear on roles and responsibilities, and do we have a mix of internal and external perspectives?  - Behaviors include: Role definition, Diverse perspectives, External orientation Alignment: Is everyone committed to the team and clear on its purpose and goals?  - Behaviors: Commitment, Goals, Purpose Execution: Is day-to-day work being done effectively?   - Behaviors: Collaboration, Decision making, Feedback, Meeting effectiveness Renewal: Are we creating a work environment that supports long-term learning and improvement? - Behaviors: Belonging, Conflict management, Innovative thinking, Psychological safety, Recognition, Trust McKinsey’s research shows that there’s room for improvement in even the best teams; “well-performing teams were, on average, very good at only 11 of these 17 behaviors," and not all drivers are created equal. The ones with the greatest impact are trust, communication, innovative thinking and decision making. “Teams that had above-average scores in these four areas were more likely to be efficient and innovative and to produce better results. . . .” (Worth looking at the rankings in the article to see which behaviors had the biggest impact on efficiency, result and innovation, and the impact of those behaviors on each.) The degree to which each behavior is required is also determined by the degree to which the team’s interdependence is outcome- or task-oriented. The former is the extent to which team members’ individual successes are dependent on the rest of the team; the latter is the degree to which team members have to interact with one another to achieve their goals. McKinsey identified three archetypes, all of which require the top four behaviors of trust, communication, innovative thinking and decision making but where performance is differentiated based on others: - Cycling team: Each member can operate on their part on their own but team success comes from a degree of coordination and positioning. No differentiating behaviors. - Relay team: Each is running their own segment, but success is based on the collective result and requires precise timing and coordination to ensure smooth handoffs. The differentiators here are commitment, goals, and recognition. - Rowing team: Their actions have to be completely synchronized, and they succeed or fail together. Belonging and role definition are the differentiating behaviors. #team #teamwork #performance #success #drivers