The shepherd always tries to persuade the sheep that their interests and his own are the same.-STENDHAL (cited in Lieberman, 1983)

Perhaps one of the most important, yet frequently overlooked qualities of a group or team leader is the ability to understand the members of the group well enough to motivate each individual according to the member’s unique and special needs. Team leaders often expect employees to meet them on their level, rather than taking the time to understand and meet the team member on the employee’s level. A team leader needs to understand group dynamics and communication styles in order to be able to develop employees to their full potential.

Stephen Covey addresses this issue in his Habit 5, "Seek first to understand, then to be understood" (Covey, 1989). This principle is important not only to the team leader, but also to the team members because they will almost always mimic the mood, tone, and example set forth by the leader. Team members will usually follow suit by seeking to understand one another’s communication styles, thus enhancing the entire work environment.

The foundation of personal and professional success lies in understanding others and realizing the impact personal behavior has on those around. A powerful vocational tool to assist in understanding communication styles and motivation is the DISC Personal Profile (Carlson Learning Company, 1994), which will be discussed in detail in this article.

In a group setting there are usually diverse backgrounds, talents, strengths, and weaknesses. The most challenging responsibility of a team leader is to combine all of these strengths and backgrounds to accomplish a higher goal (Nurick, 1993). A leader’s level of understanding of the interactions and motivations among employees is a primary indicator of potential success (Ethen, 1997). In a team-oriented work process the two major factors that are considered are the task at hand and the relationships in the group (Nurick, 1993). Relationship competence refers to a group’s ability to solve conflicts, build trust, and communicate effectively. The group will most certainly take their lead from the team leader regarding relationship interactions. Therefore, it is important for the team leader to be knowledgeable about interpersonal dynamics in order to mold the individual team members into a truly effective team unit (Hart, 1997). "CEO’s who are skilled in understanding interpersonal relations and psychological needs will inspire their whole team by motivating each person through supportive insight, respect, and recognition" (Hart, 1997, p. 48).

Many have found that the most useful psychological tool in helping get the very most out of interpersonal work relationships is the DISC Personal Profile System (Carlson Learning Company, 1994). The Personal Profile System is designed to help individuals "identify [one’s] behavioral profile, capitalize on [one’s] behavioral strengths, increase [one’s] appreciation of different profiles, and anticipate and minimize potential conflicts with others." By understanding the four different personality types, it is possible to see why individuals function in certain ways. It is a tool to help leaders at all levels know what to expect from others and how to best motivate others.

DISC stands for Dominance, Influence, Steadiness, and Conscientiousness (Carlson Learning Company, 1994). These are the major personality types associated with the DISC and everyone possesses at least a small amount of each characteristic. In reading the descriptions the four personality types, one can often associate at least one personal friend or acquaintance who falls under each description.

A person who is strongest in Dominance is primarily concerned with "dominating" others to accomplish results (Carlson Learning Company, 1994). Such a person likes to get immediate results, accept challenges, make quick decisions, and take on authority. A dominant person is most comfortable in an environment of power and authority where the opportunity exists for individual accomplishment. This type of person likes to be in charge of several things at one time and does not like to be under the control of anyone else. A positive aspect of the D personality is that it has a plethora of ideas, can cause action, take authority, and make quick decisions. However, this personality type is not detail-oriented, does not have good follow-through, and is often inconsiderate of others’ feelings. Because of the dominant person’s characteristics, they need others who think things through and use caution in decision-making. In order for persons with this personality type to be the most effective, they need to be assigned to difficult tasks, to recognize their need for others, and to slow down and think things through before acting. The D personality type is likely to say, "Let’s get the job done now, or the fastest way." In a company chain-of-command, the D most likely serves as a "figure head," such as a CEO, president, or idea man.

A person who is strongest in Influence is primarily concerned with influencing or persuading others (Carlson Learning Company, 1994). Such a person loves to be around other people and is concerned with making a good first impression. The influential individual talks a lot and typically livens up the mood. This personality type likes to be the center of attention, and is usually upbeat and positive. The influential person is most comfortable in an environment that fosters the person’s popularity and social recognition. Such a person functions best in a position that does not involve control or attention to detail, but rather places a great deal of emphasis on coaching and counseling others. Positive aspects of the I personality include being very entertaining and optimistic, making a good impression, being out-going, and showing a genuine concern for people. Unfortunately, people with this personality type also tend to wear their feelings on their sleeve, don’t think things through, and don’t concentrate on the task at hand. Because of these negative tendencies, this personality type needs others who can concentrate on the task at hand with the ability to follow-through. They also need others around them who are sincere and direct in their communication. In order to be more effective, the I personality type needs to have better time-management skills, more realistic judgments of others, and to be more assertive with others. The I personality is likely to say, "Who cares how we get the job done, as long as I get to see people!" In the company chain, this person usually serves in a "people-person" position, such as a director of personnel or public relations.

A person who is strongest in Steadiness is most likely to cooperate with others to get the job done (Carlson Learning Company, 1994). This personality type is notorious for performing a job function in a consistent, predictable manner. The steady person is patient and helpful to others and is able to calm people who are overly excited. This individual is excellent at creating harmony in the workplace. The steady person is most comfortable in an environment that is predictable and contains minimal conflict. This personality type needs to know what is expected, along with a step-by-step process of how to accomplish the desired goals. The most positive contributions of an S personality are being a good listener and being very predictable, helpful, loyal, specialized, and patient. Weaknesses include a lack of self-worth, not being self-motivated, often reluctant to change, and reluctant to making decisions. Because of the steady person’s characteristics, this type of person needs to be surrounded by those who can adjust well to change, can apply pressure to others, can help prioritize tasks, and who are flexible in their work procedures. In order to have optimal effectiveness, the steady individual needs to be informed of upcoming change as soon as possible in order to be able to adjust. Persons with this personality type need to be validated about job performance and need to know how the function they perform fits into the big picture and goals of the organization as a whole. The S personality is likely to say, "What can I do to help get the job done?" This type of person is typically the "operations person" in the company.

Conscientiousness is scored highest in individuals who work diligently, focusing on quality and accuracy (Carlson learning Company, 1994). The conscientious person gives great attention to detail, analyzing and weighing the pros and cons of every situation. This person is diplomatic in dealing with others and is usually methodical in approaching new situations. This personality type is most comfortable in an environment in which performance expectations are clearly defined. Such a person is "at home" in situations that are reserved and business-like. Also, a conscientious person is likely to ask "why" questions. They are happy to do whatever is expected as long as they understand the reasons behind the request. This need to understand applies to rules as well. The conscientious person is a stickler for rules, but must have the freedom to analyze and decide if they make sense first. Positive aspects of the C personality include being detail-oriented and analytical, having good follow-through, handling conflicts well, separating business from pleasure, and having traits of diplomacy and loyalty. However, the C’s weaknesses are that they are slow to make decisions, can be overly detail-oriented, question authority, are not very forgiving, are not good at compromising, must have a reason for everything, and are overly self-critical. Because of these characteristics, the conscientious person needs others who can make quick decisions and compromise with others. This personality type also needs others who use policies only as guidelines rather than the "be all end all" in decision-making. In order to optimize effectiveness, the conscientious person needs plenty of time to plan things out. This type of person needs specific job descriptions and specific feedback on performance. Also, such a person needs to develop tolerance for conflict. The C personality is most likely to say, "Let’s get the job done the right way." This type of person is typically immediately under the D in the company chain of command, and may carry the title of Vice-President or Assistant Manager. In Group Dynamics terminology, this personality type often fills the role of "unofficial leader."

Based on the characteristics of each personality type, there are some natural pairings of types that work well together. A D-C combination makes a great pair. The D is the idea person, while the C provides the follow through. While the C is more independent and does not need the D, the D needs a C for success. Likewise, D-S makes a good pair as long as the D is able to give very specific information regarding the task at hand. This is important because the S requires specific guidance. S-C makes a good pair because they have a shared mindset. C wants quality, while S provides stability and takes instructions well.

In the same way that there are good pairings, there are also pairings that do not work as well. C’s and I’s conflict because a C often requires time alone, while an I needs to be around people. Likewise, D and I naturally conflict. In fact, this can sometimes be the most volatile combination of personalities. While a D is non-emotional, bordering on anti-emotional, an I is almost entirely emotion based. These differences can cause conflict under pressure.

In a work setting the personality types can often be identified by their approaches to meetings. A D hates meetings. D’s feels like meetings are a waste of time. They could be doing something else that is important. An I, on the other hand, considers meetings a pleasure. This is the time to share how everyone is feeling this week. An I tends to go off on tangents and absolutely should not be put in charge of leading a meeting. It is important to note that an I personality can get feelings hurt easily during a meeting because these individuals are so emotional.

The S likes meetings because this is an opportunity to find out what the job is for the week. An S will follow the meeting itinerary unless there’s a tangent. An S can go along with whatever is happening in the meeting. The C type runs the meeting, regardless of whether this person is officially in charge or not. A C sets the itinerary, sticks to it, and prioritizes. The C personality type will take as much time as necessary in a meeting if it accomplishes the goal at hand. A point of irony is that D and C work the best together. However, in a meeting situation, they become archenemies because the C can take all day, while D would rather be doing something else.

It is important to understand the things that irritate each personality type and the things that revive them emotionally. D’s are typically irritated by I’s, and by overly emotional situations, while I’s are irritated when people fail to consider their feelings. S’s are disgusted when others fail to recognize their contributions, while C’s get frustrated when others fail to give them the freedom to make decisions or fail to provide them with enough information to complete a task correctly.

While such things tend to get under their skin, other things can really fill their "emotional tanks." D’s are fulfilled by idea generation and the opportunity to do something – anything. I’s are stimulated by being around people and experiencing social interaction, while S’s get rejuvenated by accomplishing tasks that are given to them. A C’s emotional tank is filled by being alone, or having "down time" for introspection. Also, C‘s love feeling like they have gotten "better" at something based on their own self-evaluation. Interestingly, D’s and C’s are natural loners, while I’s and S’s are not.

From a team leader’s perspective, the most beneficial information to glean from the DISC profile is how to motivate each personality type. To motivate a D, it is important to set immediate attainable goals that can be accomplished by use of a "quick fire" method. Be blunt and straightforward, as you cannot hurt a D’s feelings with communication. And remember, long meetings do not motivate a D.

In order to motivate an I, you must be emotionally involved. It is important to show an interest other than just "work-related." It is important to show the I emotion because this personality type equates emotion with importance.

The S requires clear and attainable goals and steps for motivation. Give the S confirmation and feedback regarding performance, but don’t expect an S to go above and beyond. This personality type does specifically what you ask.

Finally, to motivate a C, you must key into the person’s competitive desire. Challenge the C to be "better." Give this personality type all the information needed, but allow such persons to make their own decisions. Give them leeway. The challenge is to set parameters, but allow C‘s to come up with their own final product.

The DISC profile (1994) is a useful tool in determining which of these characteristics are stronger and which are weaker in a given individual. It is a quick assessment tool in which the person being evaluated chooses the word that is most descriptive and least descriptive of the individual for 28 different groups. After completing the assessment, one can derive a profile of the individual. The DISC assessment offers explanations for each profile.

This is an excellent tool for use in employee development among management teams and staff. By better understanding the different personality types in the work place, one can create a more productive and effective environment.

In an ideal world the opening quote would be something like, "The Shepherd always tries to understand the sheep and their interests so that they, together, can grow and affect change." Unfortunately, a team leader is sometimes weak in the skill of seeking "first to understand and then to be understood." By utilizing a tool such as the DISC Personal Profile System, team leaders can become better equipped at understanding the personal dynamics at work, and thus have the necessary knowledge to motivate and accelerate team players to their highest potential.

Carlson Learning Company (1994). DISC Personal Profile System 2800 Series.Minneapolis.

Ethen, T. (1997). "Staying focused & effective". Association Management 49(1), 45-48.

Lieberman, G.F. (1983). 3,500 Good Quotes for Speakers. New York: Main Street Books.