Leadership Coaching: Growth Leaders…Know Thy Style

Monday, July 7, 2008

The Wall Street Journal has a great article this morning (“In Search of Growth Leaders”) about research done by Sean Carr, Dr. Jeanne Liedtka, Robert Rosen, and Dr. Robert Wiltbank on the characteristics of middle managers that have achieved significant organic growth for their companies. I couldn’t help seeing the DiSC behavioral styles in their behavioral descriptions of these growth leaders. What I have seen in my work is that our individual behavioral proclivities have a strong influence on our management approach and actions. So since this research indicates that growth leaders “thrive on accepting challenges, taking action and getting immediate results,” (sounds like the driver-influence style combination to me) here’s some possibilities for our steadiness-conscientiousness style colleagues to consider for personal growth opportunities to drive corporate growth strategies.

Change to Broaden Your Expertise

My steadiness-style compadres often avoid taking on new work experiences out of fear of falling short of expectations and letting their organization or team down. But look at it this way -- by taking these chances and learning new skills in real time, this positions you and your team to contribute significantly to your company’s success by achieving organic growth and at the same time address the unmet needs of your customers, making them very, very happy. Think about it.


Expand Your Definition of “Data”

The research indicated “success was based more often on thoughtful exploration of customers’ needs than on dry market data.” For my conscientiousness style folks out there, stretch your definition of acceptable data to include conversations with clients about unmet needs. Doesn’t sound very scientific but even Margaret Mead did field research.

Lower Your Risk

Neither the steadiness nor conscientiousness styles have a high natural tolerance for risk. So take your natural analytical, collaborative mindset and work with your suppliers and customers to develop ideas (as the research revealed). Also, remind yourself that a degree of testing is part of the analytical process so find ways to experiment in the marketplace to understand what works and what doesn’t work.

You, Too, Are a Pragmatic Idealist

As the article points out,

In assembling teams, growth leaders learned to combine two seemingly opposing forces: holding people ruthlessly accountable for results, and engaging their passion to build something great together.

So as a conscientiousness-style person, you don’t have the ruthlessness of a driver-style person -- big deal. You still know how to hold people accountable, maybe not always for results but definitely for quality. So just move results higher up the priority list. And as a steadiness-style person, you may not have the overflowing passion of an influence-style person, but you know how to work with others, all in the name of accomplishing something great – TOGETHER. Remember, your ego won’t get in the way.

Hope this helps. Now get out there and grow!