Unlocking Team Potential: Building A Resilient Company Culture With Business Coaching And DISC Proficiency

In the dynamic world of small business operations, success hinges not only on strategies and systems but also on understanding and leveraging predictable human behavior effectively.

Building a thriving company culture requires a profound understanding of each individual within the organization.

One powerful tool that guides this understanding is the DISC model, categorizing predictable behavioral traits into four distinct personalities: Dominance (D), Influence (I), Steadiness (S), and Conscientiousness (C).

Employing DISC in your small business can significantly contribute to building a cohesive and productive company culture.

Decoding the DISC Model:

The DISC model serves as a compass, navigating through an individual's predictable behavior in diverse circumstances. Each style represents a unique set of characteristics and tendencies.

Dominance (D): This style embodies a direct, results-driven approach. Individuals with a dominant style are assertive, resolute, and avid seekers of challenges and growth opportunities—essential qualities for effective team building in any small business.

Influence (I): The influential style manifests through an outgoing, enthusiastic demeanor. Individuals exuding this style revel in building relationships, excel in persuasive communication, and often seek validation and acknowledgment—a crucial aspect of nurturing a positive company culture.

Steadiness (S): The steadiness style underscores cooperation, support, and a patient ethos. Individuals embracing this style are steadfast, dependable, and value teamwork and stability in their professional sphere—cornerstones for a resilient company culture.

Conscientiousness (C): The conscientiousness style places emphasis on precision, accuracy, and a quality-centric approach. Individuals characterized by conscientiousness are meticulous, analytical, and prefer a methodical and organized approach to tasks—vital attributes in a small business environment where attention to detail is key.

Understanding these distinct styles empowers organizations to tailor their approach to communication, team dynamics, conflict resolution, and leadership development, amplifying organizational efficacy and promoting effective company culture.

Utilizing the expertise of a business coach is highly suggested for getting the best outcomes when implementing DISC in your small business.

Applying DISC to Cultivate Company Culture:

Communication: DISC styles lend insight into tailoring communication strategies. Addressing a D-style employee demands a direct and succinct approach, whereas an I-style employee thrives on engaging and sociable interaction—essential strategies for effective team building and promoting a healthy company culture.

Team Dynamics: Utilize the DISC model to compose diverse and harmonious teams. A blend of D, I, S, and C styles fosters a varied perspective, augmenting problem-solving and innovative capacities, vital elements of successful team building within a small business setting.

Conflict Resolution: When conflicts arise, recognizing involved parties' DISC styles guides resolution efforts. Addressing concerns and motivations aligned with each style fosters understanding and facilitates amicable resolution—a critical skill for maintaining a positive company culture within a small business.

Leadership Evolution: DISC assessments identify potential leaders and customize development paths. Understanding an individual's inclinations aids in formulating an effective leadership development strategy, crucial for effective team building and overall company culture.

Nurturing a Cohesive Company Culture in Small Business:

Encourage Flexibility: Educate employees on diverse DISC styles and promote adaptability. A culture that appreciates varied behavioral styles encourages inclusivity and understanding—integral aspects of a thriving company culture within a small business.

Foster Collaboration: DISC insights can foster collaboration and synergy among team members. Emphasize the unique value each style contributes to the team's collective triumph—essential for successful team building and cultivating a robust company culture.

Cherish Diversity: Recognize and celebrate the uniqueness of each style; no one style is superior. Valuing the array of behavioral traits within the organization underlines collaboration and understanding—essential for a thriving company culture in the context of a small business.

By integrating DISC insights into the organizational fabric, a profound and harmonious environment emerges, empowering employees and aligning them with the company's vision.

Understanding and embracing these predictable behavioral traits pave the path for a culture that nurtures success, growth, and enduring prosperity in the realm of small business.

Want to learn the steps to implement DISC in your company? Click Here.

Want a professional small business coach to help you implement DISC in your small business? Click Here.

If you are ready to talk to one of the top-rated small business coaches centrally located in Oklahoma City, Oklahoma, in the United States, CLICK HERE to chat or CLICK HERE to call us at 405-919-9990 today!

3 Critical Things All Great Leaders Do To Earn Respect

Great organizational teams are a result of exceptional leaders. It may be true that good leaders are born with prevailing leadership characteristics, but extraordinary leaders are not born, they are the product of constant learning, discipline, and humility. Exceptional leadership is what separates excellent companies from average companies.

There are countless books, articles, and blogs on leadership. Experts in leadership have numerous principles required for leading a team to greatness. Which policies work best for your organization will depend on the culture of your company.

Here are three key things that all great leaders do, no matter the circumstances of their culture or team.

 Never Complain Or Criticize

Growing up, we all heard those infamous words, "If you don't have anything nice to say, then don't say anything at all." We've listened to these words not just once or twice, but numerous times throughout our childhood. We've heard them so often that it should be as easy as walking and chewing gum at the same time.

Yet, for most, it is easier and faster to complain and criticize, rather than to find a solution. Finding a solution takes time and energy, which most of us don't have enough of in the first place.

Constant complaining and criticizing will earn you the "that person" title. We all know them. We've all been around them. We have all probably worked for one. You know, "that person" who no one wants to be around because they are consistently negative, complaining, and criticizing others. You know, "that person" who is continually talking about others in a demeaning or passive-aggressive way.

It's unfortunate that, in most cases, "that person" never changes. It's almost like it is in their DNA as if they are on this earth for the primary reason of showing us how miserable life really could be. As a leader, you do not want to be "that person!"

To some degree or another, we all complain or criticize from time to time. It is human nature. Although we should always try, we cannot control our emotions 100% of the time. When we have had a bad day, sometimes, we just need to vent. As a leader, we need to be aware of our audience. It should never be in front of our employees.

When is it not okay to complain or criticize? Always! Leaders are at a higher standard. Leaders need to be "that person." No, not the "that person" that no one wants to be around, but "that person" who everyone wants to be around. "That person" who does no wrong, "that person" who always has the solution and "that person" who is a confidant. You will not be a successful leader if you say anything negative about another employee. You will lose all trust with employees.

If you want to lose the trust and respect from those around you immediately, complaining and criticizing will do the trick. Not only will you become "that person" who no one wants to be around, but you will also bring your colleagues down, annoy and depress those around you, drain everyone's energy, and, most importantly, create counter-productivity. You should be building everyone up, not talking negatively, and bringing them down.

Never complain or unfairly criticize when you are in a leadership role. A golden rule of effective leadership is learning when and when not to open your mouth. There is a fine line of saying too much and not saying enough.

  If You Are Wrong, Admit It And Apologize

Let's get one thing clear here; if you can read this, you are a human with a drive to learn before you earn. All humans, not just some, make mistakes. Knowing this, admitting to an error should be easy to do, but the reality is that it's much easier said than done. 

Ego and arrogance are the biggest obstacles we must overcome as leaders to begin admitting our wrongdoings. Unfortunately, there are far more leaders who possess extreme pride rather than humility. Arrogant and egotistical leaders believe admitting their mistakes reflects a sign of weakness. It indicates just the opposite. Nothing displays a stronger character or reaps more amounts of respect than someone who can confront their mistakes, head-on, and apologize for them. But, it is hard to convince arrogant types of people because typically, their self-esteem is low. Even though they should show employees a different side, they don't know how or don't want to.

Now, I've been around quite a few of these types of people, and it is not pleasant. Their insecurities are so deep within that they have no other way to feel good about themselves, other than to push people around. It does not matter what advice you give, these types of people are going to throw their weight around, and the last thing they would ever do is admit when they were wrong.

The leadership principle of admitting mistakes and apologizing is not for the weak. The greatest leaders always admit their mistakes, apologize, and apologize swiftly. They are leaving no doubt within their team that they were wrong, learning from it and moving on to greener pastures.

When business owners and company managers fail to own up to their mistakes and push all of the blame onto their employees or colleagues, the team surrounding them always notices. They are aware of each attempt by their boss to cover the truth or refuse to apologize. There is nothing more devastating to a team than a dishonest leader. The immediate consequences of such behavior are for the best employees in the organization to seek opportunities elsewhere. The people a company can't afford to lose will be the first ones to go.

To grow as a leader, be humble, quickly admit to mistakes, and apologize immediately. Saying you were wrong and apologizing is not a liability. Assuming you were wrong and apologizing builds your credibility and the trust that employees will place in you. Extraordinary people want to follow exceptional, credible leaders.

  Empower Your Team

What separates average leaders from exceptional leaders is the ability to empower those around them. Many leaders confidently say they practice this leadership principle within their organization. Let's look at Merriam-Webster's official definition of the word empower.

Empower:

-     to give official authority or legal power to

-     to enable

-     to promote the self-actualization or influence of or influence of

To give official authority? Legal power? Enable? Promote? Whoa!

It would be in everyone's best interest if every individual in a leadership role were required to read, dissect, and truly understand the definition of empowering. Most leaders claim to empower their people, but most leaders do the opposite and exert their power over people. I am not saying that you should give legal authority to your employees, but you have to enable them and appreciate them openly for what they do.

I often hear individuals in a leadership role asked the question, "What do you contribute to your organization's success to?" The response used too often is usually, "Our people. Our people make this organization great. We EMPOWER our people." This response goes all over me and crawls way beneath my skin because we all know from experience that there are very few organizations that truly empower their people. Proclaiming empowerment, rather than practicing empowerment, is rampant in today's work culture.

There is a company that I happen to know that the word empower is used in its mission, vision, and culture statements. Self-proclamations were so prominent that their entire staff and all of their clients could see. Yet I witnessed the head manager ask the leaders of the company if they could post a sign telling semi-truck drivers that they could not drive behind the building for safety reasons.

Are they empowered? Really? Your lead manager needs to ask if they can post a sign warning truck drivers not to go past this point. Indeed this company has not authorized its employees.

Unfortunately, many organizations think they are empowering their team, but they do not understand the true meaning of empowerment. Truly understanding what it means to empower others and fully implementing this leadership principle is what separates the exceptional organizations from the average.

 To be an exceptional leader, you must fully, not partially, empower your people.

 Closing

Great leaders regularly invest in continued personal development that educates on how to be an exceptional leader. Exceptional leaders know that a leader is just that, a leader, not a boss.