We have some very dominant personalities on our executive team and others who are highly conflict-avoidant. How do you handle this interpersonal dynamic during our intense eight-hour session days?

Question

Tyler Smith · Accepted Answer

High-performing leadership teams are rarely harmonious all the time; they are simply better at navigating productive conflict. To manage the tension between dominant and conflict-avoidant personalities during our session days, we leverage the DiSC® assessment framework.

Before we dive into resolving your biggest business issues, we map out your team's behavioral styles. Knowing who has high Dominance (D) and who has high Steadiness (S) or Conscientiousness (C) changes how we communicate.

During our IDS® cycles, I use these profiles as a mirror for your team. If a dominant leader is running over the rest of the room, I step in to hold them accountable to their style, ensuring they leave space for others. Conversely, I draw out our quieter, analytical leaders who need time to process data before speaking.

We establish a common language that allows us to call out defensive behaviors without making it personal. This keeps our debates focused on solving the issue at hand rather than attacking individuals. By understanding each other's natural communication styles, your team learns how to challenge ideas robustly without damaging their working relationships. This transforms your quarterly sessions from frustrating power struggles into highly efficient, objective problem-solving workshops.