Creating High-Performing Teams with the Science of Self

This model delves into the internal motivators that energise individuals, revealing what drives them to act and what gives them meaning in their work.

EQ measures one’s ability to manage their own emotions and understand the emotions of others, which is essential for fostering collaboration, trust, and empathy within teams.

How the Science of Self Helps Build High-Performing Teams

• Enhancing Communication Through DISC: Effective communication is the foundation of any high-performing team. The DISC model helps team members understand each other’s communication styles, reducing misunderstandings and improving collaboration. For example, a high-D (Dominance) team member may prefer concise, direct communication, while a high-S (Steadiness) member may value more thoughtful, slower-paced discussions. By recognising these differences, teams can adapt their communication to suit everyone’s needs, leading to clearer, more effective exchanges.
• Aligning Roles with Motivations Using the 12 Driving Forces®: The 12 Driving Forces® model helps align team members with roles that match their internal motivations. For instance, someone with a strong Resourceful drive will excel in roles that maximise efficiency and return on investment, while someone driven by Harmonious motivations may thrive in creative, aesthetically-driven projects. When individuals are placed in roles that align with their core drivers, they are more engaged and motivated, leading to higher productivity and job satisfaction.
• Fostering Collaboration Through Emotional Intelligence: Emotional Intelligence (EQ) plays a crucial role in building strong team dynamics. Team members with more active EQ can manage their emotions, navigate interpersonal relationships, and empathise with others. This creates a supportive, collaborative environment where conflicts are resolved constructively, and team members feel understood and valued. Leaders more active in applying EQ principles can guide their teams through challenges with empathy and composure, keeping morale high and ensuring the team stays focused on its goals.
• Balancing Strengths and Weaknesses: High-performing teams are often diverse in their strengths and weaknesses. By using DISC and the 12 Driving Forces® models, talent management professionals can ensure that team members complement each other. For example, a high-C (Compliance) individual may be detail-oriented and precise, while a high-I (Influence) individual brings energy and creativity to brainstorming sessions. Together, they create a balanced team that can tackle a wide range of challenges.
• Managing Conflict Constructively: Conflict is inevitable in any team, but how it is managed determines whether it becomes destructive or productive. The Science of Self equips teams with the self-awareness and emotional intelligence needed to navigate conflict constructively. For example, recognising that a high-D member may approach conflict head-on while a high-S member may avoid it can help the team develop strategies to ensure everyone’s concerns are addressed respectfully. EQ also helps by promoting empathy and understanding during disagreements.

Practical Steps for Building a High-Performing Team

Start by assessing team members’ DISC profiles and primary driving forces. This will give you a clear picture of each person’s behavioural tendencies and motivations. Understanding these elements helps in assigning roles, defining responsibilities, and facilitating better communication.

Once you’ve identified the driving forces of each team member, align their roles to fit these motivations. For example, place a Commanding individual in a leadership role where they can take charge and assign an Altruistic person to projects that require community service or mentorship. This alignment ensures that everyone is doing work that excites and motivates them.

Provide EQ training to enhance team collaboration and communication. Teaching team members how to recognise and manage their emotions, as well as how to empathise with others, will lead to stronger interpersonal relationships and a more cohesive team environment.

Encourage a culture of open communication where team members feel comfortable sharing their thoughts, concerns, and ideas. Regular feedback sessions can help address issues early on and ensure that everyone’s voice is heard. By promoting transparency, teams are better equipped to stay aligned and focused on their objectives.

Use the insights gained from DISC assessments to balance the team’s dynamics. If the team lacks individuals with high-D tendencies (who are results-focused and decisive), you may need to assign someone to take on a more assertive role. Similarly, if the team lacks high-S members (who bring stability and support), focus on creating a supportive team culture that emphasises collaboration and patience.

High-performing teams thrive when they have clear goals and expectations. By leveraging the Science of Self, leaders can communicate these goals in ways that resonate with each DISC profile. For example, high-C members may need detailed instructions, while high-I individuals may respond better to vision-driven, inspiring goals.

How Talent Professionals Can Support High-Performing Teams

• Use Data-Driven Insights: Talent professionals can support leaders by providing data from DISC, Driving Forces, and EQ assessments to help them understand team dynamics and individual motivations. These insights are essential for role alignment and team balancing.
• Facilitate Team-Building Activities: Organise team-building activities that focus on improving communication and emotional intelligence. These activities can help team members better understand their own behaviours and those of their colleagues, fostering greater collaboration and trust.
• Monitor and Adjust: Team dynamics are not static. Regularly monitor the performance and engagement of the team, and make adjustments as necessary. For example, if a team’s dynamics shift or new members are added, it’s important to reassess DISC profiles and driving forces to ensure the team remains balanced and aligned.

The Science of Self offers a comprehensive framework for understanding what drives individuals and how they interact within teams. By leveraging DISC, the 12 Driving Forces®, and Emotional Intelligence, talent management professionals can create high-performing teams that communicate effectively, collaborate seamlessly, and stay motivated. When teams are aligned with their intrinsic motivations and behavioural strengths, they are better equipped to achieve their goals, innovate, and thrive.