Five behaviours for better team performance

Improve business performance disc personality test icon

Five behaviours: the model helps team members work together more effectively and become more cohesive.

A productive, high-performing team :

  1. Makes better decisions more quickly
  2. Taps into everyone’s skills and opinions
  3. Wastes less time on politics, confusion, conflict
  4. Creates a competitive advantage
  5. Avoids talking about the wrong issues over and over again 
         because of lack of buy-in
  6. Is preferable to be part of

Teamwork performance assessment and personalised tools

Five Behaviors ™ is a unique learning experience. It helps people discover what it takes to achieve the ultimate competitive advantage of teamwork. Author Patrick Lencioni and our leading workplace assessment tools come together in a revolutionary program proven to produce business results.

ASSESSMENT

Research-validated behavioural assessment

Accurate and personalised results

THE PROFILE

Customised content

Clear and accessible information

THE WORKSHOP

Engages and empowers up to 30 participants (staff) or 12 participants (team)

Interactive, practical

FOLLOW-UP TOOLS

Comparison report

Follow-up report

Changing a group of individuals into a high-performance team

Two versions of the programme are available: Personal – designed specifically for participants who do not need to be part of the same team. Team – this programme focuses on putting the Five Behaviours model into practice in an intact team environment.

PERSONAL

Individuals, not part of the same team

✓ Individuals understand each other roles in the team

✓ Create a culture of teamwork

✓ Designed for everyone

✓ Up to 30 participants

TEAM

Team, jointly responsible for results

✓ Overview of yourself, team personalities, teamwork

✓ Building cohesion

✓ Created for intact teams

✓ 5 to 12 participants

THE FIVE BEHAVIORS™ MODEL

Two versions of the programme are available: Personal – designed specifically for participants who do not need to be part of the same team. Team – this programme focuses on putting the Five Behaviours model into practice in an intact team environment.

 

 

BUILDING THE FOUNDATION FOR A COHESIVE TEAM

When team members are truly transparent and honest with each other, it forms a safe environment that
creates and reinforces trust based on vulnerability. Trust is at the heart of a functioning cohesive team
and can only occur when team members are willing to be vulnerable with each other.

A personality assessment can help people to understand their peers better. It also helps to develop empathy.
These two qualities enable a team to build trust.

 

 

ENGAGING IN HEALTHY CONFLICT

With confidence, team members can engage in unfiltered and constructive debate of ideas.

Conflict is naturally uncomfortable, but productive conflict focuses on concepts and
ideas and is essential to the growth of any great team.

When teams have a foundation of trust based on vulnerability,
conflict simply becomes an attempt to quickly find the best possible solution.

 

 

BUYING INTO DECISIONS

Team commitment is about clarity of decisions, not consensus.

With commitment, teams move forward with full buy-in from every team member, including those who may initially disagree.

When team members are able to express their opinions and debate ideas, they feel heard and respected 
and will be more willing to commit to decisions.

 

 

 

 

HOLD TEAM MEMBERS ACCOUNTABLE

Once everyone is committed to a clear plan of action, they will be more willing to hold each other accountable.

It’s easy to avoid difficult conversations, but calling out peers on performance or behaviour
that could harm the team is essential to productivity.

By entering the danger zone with each other,
team members feel trusted, respected and accountable for doing things right.

 

 

 

FOCUS ON COLLECTIVE RESULTS

The ultimate goal is results, unlocked by implementing the model’s principles of trust, conflict, commitment and accountability. One of the biggest challenges to team success is inattention to results.

Great teams ensure that all members, regardless of their individual responsibilities and areas of expertise, do their best to help achieve the team’s goals.

BUILDING THE FOUNDATION FOR A COHESIVE TEAM

When team members are truly transparent and honest with each other, it forms a safe environment that creates and reinforces trust based on vulnerability. Trust is at the heart of a functioning cohesive team and can only occur when team members are willing to be vulnerable with each other.

A personality assessment can help people to understand their peers better. It also helps to develop empathy. These two qualities enable a team to build trust.

ENGAGING IN HEALTHY CONFLICT

With confidence, team members can engage in unfiltered and constructive debate of ideas.

Conflict is naturally uncomfortable, but productive conflict focuses on concepts and ideas and is essential to the growth of any great team.

When teams have a foundation of trust based on vulnerability,
conflict simply becomes an attempt to quickly find the best possible solution.

 

BUYING INTO DECISIONS

Team commitment is about clarity of decisions, not consensus.

With commitment, teams move forward with full buy-in from every team member, including those who may initially disagree.

When team members are able to express their opinions and debate ideas, they feel heard and respected and will be more willing to commit to decisions.

HOLD TEAM MEMBERS ACCOUNTABLE

Once everyone is committed to a clear plan of action, they will be more willing to hold each other accountable.

It’s easy to avoid difficult conversations, but calling out peers on performance or behaviour
that could harm the team is essential to productivity.

By entering the danger zone with each other, team members feel trusted, respected and accountable for doing things right.

FOCUS ON COLLECTIVE RESULTS

The ultimate goal is results, unlocked by implementing the model’s principles of trust, conflict, commitment and accountability. One of the biggest challenges to team success is inattention to results.

Great teams ensure that all members, regardless of their individual responsibilities and areas of expertise, do their best to help achieve the team’s goals.

 

A COHESIVE TEAM WORKS BETTER TOGETHER

Microsoft: Team Building and Group Dynamics

Forty exceptional employees, six short months, and the responsibility to a renowned Fortune 100 company: that’s what Darci Kleindl received when she accepted a position as General Manager of Sales Excellence and Sales Enablement for Microsoft Business Solutions (MBS) Group.

Find out how she planned to implement a comprehensive leadership and team development program that would transform her work culture and provide a foundational structure for her team.

FREQUENTLY ASKED QUESTIONS

DiSC tools: for better management

Do you want to build good business relationships? Do you want to communicate better and understand your prospects’ behaviour better in order to sell better? The DISC method is the solution to all these problems. This more effective communication tool brings fluidity to communication and interpersonal relations. Find out in this article what the DISC model is? What are the DISC profile typologies? And why use the DISC tool in management?

What is the DiSC model?
  • Dominance (green or red) ;
    Influence (red or yellow) ;
    Stability (blue or green);
    Compliance (yellow or blue).

    To determine the main behaviour of an individual, Marston used two axes. The first expresses his or her view of the situation in an environment (favourable or hostile), while the second expresses his or her propensity to act in that environment (accepting or acting). This self-knowledge helps you to communicate well and to understand your weaknesses.

    The DISC model also facilitates the identification of the psychological dominance of individuals in a work environment. As a manager using the DISC tool, you will be able to manage appropriately if you are able to perceive the dominant trait of each of your employees.

What are the types of DiSC profiles?

From the vertical and horizontal axis, William Marston determined four categories of behavioural reactions with the DISC tool. He assigned four colours to the four typologies for ease of use and understanding.

The dominance disc style

Fiery, powerful, determined, tenacious, assertive and often visionary, the dominant profile has extraordinary potential. This often extroverted profile does not try to beat about the bush. They are direct in their communication (verbal, gestural or non-verbal) and do not hesitate to speak up.

She can appear authoritarian and aggressive with those around her, a potential danger to team cohesion. On the other hand, this person has a competitive spirit, which allows her to focus on her goals. They rely on facts to act and move forward. Business leaders and great intellectuals share this personality type.

The Influence disc style

The person with the Influence disc preference is social, friendly, optimistic, very demonstrative and enthusiastic. This person has very good interpersonal skills, which makes him or her a valued member of the team. Thanks to her personality, she likes to work together and operates in a democratic way.

Nevertheless, this person is sometimes superficial in the way she finds problems and manages files. Her aim is to generate enthusiasm, to seek to convince, to seek recognition and collaboration.

The steadiness disc style

The person with the Steadiness disc preference is calm, patient, methodical, loyal, serious, reliable and humble. This personality profile, which tends to be introverted and flexible, is rather resistant to change. He is able to listen to his interlocutor and never imposes himself. He is a team player. Their objective is to prioritise support and collaboration and to seek balance.

The Conscientiousness disc style

The person with the Conscientious disc preference is discreet, precise, factual, autonomous, methodical, organised, structured and analytical.

Often perceived as cold and authoritarian, this type of profile is at ease in accounting or administrative jobs. Be aware that the often introverted, apparently rigid, task-oriented person likes order and following rules. Their focus is on precision, balance and challenge.

Why use the DISC model in management?
  • Knowing others better to communicate effectively;

  • Understand others and adapt to their personality;

  • Adopt empathetic listening and manage difficult situations;

  • Encouraging communication;

  • Selling and managing in colour;

  • Improve interpersonal skills to build positive relationships;

  • Building team spirit

    In the recruitment process, DISC allows the recruiter to better know himself and understand the candidate’s own behaviour in case of stress for example. Thus, this communication key also helps you to identify the candidate’s motivations, weaknesses, strengths, interpersonal skills and abilities.

    In the communication management process, it allows you to adapt your communication to better understand each other and to better cooperate thanks to the empathy it generates. Finally, the DISC tool allows you to adapt to your interlocutors and to anticipate their decision-making process, in the commercial approach.