How do we reconcile our team members' individual DISC styles or StrengthsFinder profiles with the rigid seats on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

We do not ignore individual profiles, but we never bend the organization's needs to accommodate a person's behavioral preferences. The Accountability Chart is designed around what the business requires to grow, not what your current team likes to do.

We start by defining the seats. We identify the five major roles for each seat based entirely on the strategic needs of the business. Only after the seat is clearly defined do we look at the people.

This is where DISC and StrengthsFinder become valuable. We use these tools to assess if a person truly GWCs the seat. Does their innate behavioral style, whether they are a high dominant D or an analytical C, align with the natural demands of the role?

If you have an individual whose StrengthsFinder profile shows high empathy and relationship building, they might be highly suited for a customer-facing or team leadership seat, but struggle in a cold-calling or strict compliance seat. We use these assessments to confirm if a person has the natural talent to achieve consistent, near-perfect performance in their designated seat.

If a mismatch exists, we do not rewrite the seat. Instead, we must either move the person to a seat that fits their natural strengths or accept that they do not GWC the role. Our sessions with you will expose these alignments and misalignments clearly, helping you make objective talent decisions based on hard data rather than emotional attachment.