Why You Should Use DISC to Understand Your Team

Is your team as successful as they could be?

The DISC assessment is not only a fantastic personal development tool, but it’s an essential resource for getting the most and the best from your team.

Here are three ways DISC can be used to understand and improve your team.

Conflict Resolution

When working with teams of outstanding people, I often find internal struggles are what get in the way of true success. A common source of conflict is behavioral styles that seem to clash.
As a leader, you must first understand your own style, how you help and hinder team projects. The next step is understanding your colleagues, how they behave, and their preferred communication style. Balance your own personal communication delivery style with other people’s style of receiving. Once teams get to this understanding of themselves and others, true collaboration can begin.

Understanding others can aid in managing these internal conflicts, especially when the team is clearly aligned with the vision of the company. When conflict arises or tough decisions need to be made, alignment keeps the conversations productive and an understanding of others behavioral styles keeps it moving forward. Having an understanding of others’ DISC results, and what that means for the team, is like having a map in conflict. DISC reveals others’ strengths and how they would resolve conflict. This information helps teams use inevitable conflict as opportunities for problem-solving and even transformation.


Understanding your team is not just important for conflict resolution, but for effective problem-solving too. If leaders include DISC in their problem-solving strategy, they can be better equipped to set clear expectations for each individual and the team as a whole.

A DISC-informed team knows how to effectively pair types, so what would typically be seen as clashing styles can instead partner with each other to solve problems from different viewpoints and constructively challenge the team towards better solutions. Varying viewpoints can help the team gather better, more thorough information before solving the problem. For example, the High D is fast-paced and willing to take risks, often jumping ahead before considering all angles. They can clash with High S and C who want to take things at a slower pace, thinking through options before making a decision. Without such an explicit understanding, these differences could lead to detrimental workplace conflict. Instead, leaders can assist team members to find ways of sharing their opinions as part of a collaborative problem-solving process. Remind the team of the shared values and goals, communicating clear expectations that keep everyone aligned and moving in the same direction. This produces a more effective and efficient operation.


DISC-savvy teams consider the various profiles when making hiring decisions. Organizations can be more successful when the team has every segment of the wheel represented. For example, if you have a team of supporters, they will be great at finishing tasks, but may struggle to get started (they need an implementor or conductor). Instead of being frustrated by this, a leader can be more intentional about hiring for success.

Another benefit of having all DISC profiles represented is the appreciation that comes from seeing each type’s strengths in action. Harmony and engagement increases when everyone understands how each person contributes to the overall goal. The true mark of a successful and effective team is when each individual understands how their contribution is aligned with the work of others and the organization as a whole.

The DISC assessment influences a people-first leadership approach by helping leaders skillfully navigate productive conflict, setting clear expectations for the individual and the team, and encouraging and coaching individuals to be their best.




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About Amy Lafko

As a Physical Therapist, Amy spent years in school learning best practices for patient care and how to put the patient first. Like so many technically skilled clinicians, she advanced to a leadership role. Spending 20+ years in operational leadership, she had an epiphany: Putting the customer first isn’t the path to success or fulfillment. Rather, the most successful organizations and practices put their people first – and exceptional customer care, profitability, and effectiveness naturally followed.