On the Bus

Step 1

Use Disc to: Pack your bus to start with.

Complementing Elevanto Imposition™

Right seats on the Bus

Step 2

Use Disc to: Get the right people in the right seats on your bus.

Complementing Elevanto Imposition™

Get off the Bus

Step 3

Use Disc to: Get the wrong people off your bus.

Complementing Elevanto Imposition™

Put who before what

Step 4

Use Disc to: Always put 'who' before 'what' if you want to get it done.

Complementing Elevanto Imposition™

  • 1. Director - HIGH DOMINANCE
  • |
  • 2. Developer - HIGH DOMINANCE
  • |
  • 3. Results - HIGH DOMINANCE
  • |
  • 4. Inspirational - HIGH DOMINANCE
  • |
  • 5. Persuader - HIGH INFLUENCE
  • |
  • 6. Appraiser - HIGH INFLUENCE
  • |
  • 7. Promoter - HIGH INFLUENCE
  • |
  • 8. Counselor - HIGH INFLUENCE
  • |
  • 9. Specialist - HIGH STEADINESS
  • |
  • 10. Investigator - HIGH STEADINESS
  • |
  • 11. Agent - HIGH STEADINESS
  • |
  • 12. Achiever - HIGH STEADINESS
  • |
  • 13. Practitioner - HIGH CONSCENTIOUSNESS
  • |
  • 14. Objective Thinker - HIGH CONSCENTIOUSNESS
  • |
  • 15. Perfectionist - HIGH CONSCENTIOUSNESS
  • |
  • |

    “Letting the wrong people hang around is unfair to all the right people, as they inevitably find themselves compensating for the inadequacies of the wrong people.
    Worse, it can drive away the best people.
    Strong performers are intrinsically motivated by performance and, when they see their efforts impeded by carrying extra weight, they eventually become frustrated.”
    -- James C. Collins, "Good to Great" --

    Five Common Team Problems and how to solve them with the Elevanto Method™

    Most common problems faced by teams can be addressed using the strengths within each behaviour pattern. Sometimes this involves switching leadership styles and other times it means someone needs to flex their style to give the team what it needs. The team leader has to know when to ask for help and be willing to give up control to utilise different people’s strengths.

    1. Difficulty making decisions

    Teams often struggle with differing opinions when working to reach consensus. Often, this takes the form of analysis-paralysis or fear of failure. When this happens, you should strongly consider putting a “D” or “CSI” (also known as a “false D”) style in charge. You will want them to flex their “I” style so they can get everyone’s input and use their influencing skills to gain support for the final decision. If the “D” simply makes the decision themselves, they risk losing buy-in and commitment to action from the team members. If that happens, they should focus on delegating pieces of the project to others. This will strengthen future decision-making by the team. Never expect a Practitioner or Perfectionist to make difficult decisions or expect "I" or "S" to lead. The OT and Enhancer can be surprisingly good but even better with the backup of clout provided by a "D".

    2. Missing project deadlines

    While the “D” style can take charge and make decisions, they may not always do well with details and follow-through. This is where the “C” style strengths will help meet project deadlines. This style does not necessarily like to be in charge, but they can either be coached to flex their “D” style or the “D” in charge makes it clear to the team that the “C” style has full authority when it comes to project deadlines. They will have to monitor the level of detail and need for accuracy that the “C” requires, as this can lead right back to “analysis-paralysis.” The “S” style is also well-suited to make steady progress needed to meet deadlines. When they partner with the “C” style, they will create a strong duo for delivering results on-time. Never put an "I" as a Project Manager as they are terrible finishers.

    3. Poor communication

    Quite often, one of the underlying issues with sub-par team performance is a lack of effective communication. Both “I” and “S” styles have strengths that can facilitate better communication. The “S” style is exceptional at relating well to team members through their listening and supportive approach. They also present information in a way that is easy to understand. When team members feel listened to and validated, they will continue to keep communication open with the “S” style. The “I” style’s positive outlook inspires team members to stay focussed on the goals. They like to be the centre of attention, though and, if not kept in-check, they may lose the respect of the team. The performer in them does engagingly present information so they may be an excellent spokesperson to others outside the group. Be careful with the "C" on communication.

    4. Unclear goals

    Successful project achievement comes down to clearly defined goals. The “C” style is strongest at providing details, but has to take care not to go too far. If they can balance the details, the goals will have just enough definition to be properly understood. Similarly, the “D” style can take the lead on prioritising goals, which is crucial to successful projects. In the execution of the goals, be aware that the “S” type will benefit from focussing on one or two goals at most, as they are not naturally gifted at multitasking. The “I” style can be in charge of celebrating goal achievement, an important (and often overlooked) piece of motivating the team. But the "I" is a woeful finisher when compared with being a motivator.

    5. Lack of creativity

    Coming up with something new and fresh is one of the keys to problem-solving. Sometimes, when creativity is lacking, putting an “I” style in charge of reinvigorating the team can help them get their creative edge back. Their natural enthusiasm engages team members. Have them plan an outing for the team provides a change of scenery. This will add to the team’s creative ability and generate new thinking patterns. But be careful that the creativity does not become the project. The OT and Enhancer can plan using creative methods.

    6. Toxicity

    Each of the four quadrants can have terrible and toxic leaders. Watch out for that.
    A toxic "D" - "Do what I say. If I need your opinion, I'll let you know what it needs to be."
    A toxic "I" - "Of course the mistake is your responsibility. I am here to shine only when things go well."
    A toxic "S" - "My heart is breaking every time I have to explain to you what you are doing wrong."
    A toxic "C" - "I already know everything better and I can do it better than anyone else."

    7. Style

    Each of the four quadrants can coach in different ways. Watch out for that.
    A coaching "D" - "I'll push for quick results."
    A coaching "I" - "I'll act like a visionary explorer."
    A coaching "S" - "I'll walk every step of the way with the client."
    A coaching "C" - "I'll provide a detailed 'how to' plan."

    Knowing when to shift roles or flex styles will help you build a high performing team. Beyond doing this yourself, you can hire a coach to help facilitate these challenges, or you can use Titanium Imposition™ to improve your effectiveness as a manager.