Writing
Writing on behavioral assessment. Argument, not content marketing.
Pieces worth the time of somebody who already knows this field — practitioners, L&D leads, and buyers who have been disappointed before.
The editorial line
Workplace behavior articles: three rules we write to
Say something a competitor could disagree with. A piece nobody could argue with is a piece nobody needed. If it would sit unchanged on any vendor's site, it does not go on ours.
Write for people who already know. The audience is practitioners and L&D professionals with years behind them. "What is DISC" content is written for search engines, and it reads that way to everyone else.
Be willing to concede. Including where our own instrument is limited, where the evidence is thin, and where a competitor does something well. It is the only thing that makes the rest credible.
Planned
What we intend to write
Why everyone recognizes themselves and nothing changes
The gap between insight and application, and why it is a design problem rather than a motivation problem.
What you can and cannot re-measure after twelve months
Behavioral style is stable. Emotional intelligence is not. Getting that wrong is how development programs end up reporting noise as progress.
The five minutes before a difficult conversation
Where behavior actually changes, and why almost no development product is present for it.
What a certification is worth after the certificate
On day rates, deliverables, and the weeks of unpaid design work nobody quotes for.
Reading a psychometric claim properly
What reliability coefficients mean, what they do not, and the questions to ask any vendor including us.
Uncategorized
DISC and Hiring: What the Model Can and Can’t Tell You
Every week, hiring managers search some version of the same question: can we use DISC for hiring? It usually comes from a good place. A bad hire has just cost the team a year, or a technically brilliant candidate turned out to be unmanageable, and behavioral assessment looks like the missing filter. The honest answer […]
Uncategorized
Reading Your Buyer’s Style in the First Five Minutes
In our guide to selling to DISC styles, we made the case that buyers buy in four recognizably different ways and that most lost deals are style collisions, not product failures. Which raises the obvious practical objection: it’s all very well knowing how a C buyer decides, but your prospects don’t arrive with a profile […]
Behavioral Assessments
DISC Team Building Activities That Actually Change Behaviour
Team building has a reputation problem, and it earned it honestly. The trust falls, the escape rooms, the raft made of barrels — activities that lift the mood on the day and change nothing by Monday, because they were never connected to how the team actually works. People enjoy them, roughly, and trust them not […]
Uncategorized
The Reflection Loop: How Insight Becomes Behaviour Change
Earlier this month we made an argument that resonated with a lot of people in learning and development: assessment insight fades — predictably, on a schedule — because the industry built the measurement layer and never built the application layer. That piece named the problem. This one names the mechanism that solves it, because the […]
Coaches, Consultants & Trainers
How to Become DISC Certified: What It Involves and What It Unlocks
If you are a coach, consultant, or HR professional, the question of DISC certification usually arrives the same way: a client engagement that would clearly benefit from behavioural assessment, and the realisation that you would rather deliver it yourself — credibly, independently, and as part of your own offer — than refer it out. What […]
Team & Leadership Development
Running a Team Workshop with DISC: A Practical Framework
There are two kinds of DISC team workshop. In the first, a team spends a pleasant day discovering their styles, laughing at how accurately their colleagues have been described, and leaves with a warm glow and a set of reports. In the second, the same team leaves with something operational: a shared picture of what […]
DISC Assessments & Tools
Leading Each DISC Style: A Manager’s Guide
Most managers lead the way they would like to be led. It is rarely a conscious decision — it simply feels like good management, because it is precisely the management that would work on them. The high-D manager gives everyone autonomy and stretch and cannot understand why half the team seems rattled. The high-S manager […]
Behavioral Assessments
DISC and Emotional Intelligence: Why You Need Both
The world of people development has, broadly, two camps. One reaches for behavioural models — DISC most commonly — and talks about styles, preferences, and profiles. The other reaches for Emotional Intelligence and talks about self-awareness, empathy, and regulation. Each camp tends to regard the other’s toolkit as the lesser one: the EI people find […]
Behavioral Assessments
Why Assessment Insight Fades and What Makes It Stick
Everyone in learning and development knows this moment, even if nobody enjoys naming it. The workshop lands. The reports are uncannily accurate. People talk about their styles over lunch, laugh at how precisely their colleagues have been described, and leave genuinely energised. Two weeks later, the reports are in a drawer, the language has faded […]
DISC & Emotional Intelligence
How to Give Feedback to Each DISC Style
Most feedback training teaches a single method. Structure it this way, sandwich it that way, anchor it in behaviour, deliver it promptly. All sensible, and all built on a quiet assumption that turns out to be false: that the same well-constructed sentence lands the same way on everyone who hears it. It doesn’t. Say “I […]
Uncategorized
Team Dynamics: What They Really Are (and How to Read Yours)
What Team Dynamics Really Are: Reading Your Team’s Behavioural Composition Ask a manager to describe their team and you will usually get a personality. “This team resists change.” “We’re a fast-moving bunch.” “They go quiet when things get hard.” It is natural shorthand, and it is almost always wrong in a way that matters: a […]
Uncategorized
Developing Emotional Intelligence in Managers: A Practical Starting Point
Most managers are promoted for what they can do. They are kept, and judged, on how well they lead. And the difference between the two, more often than not, comes down to emotional intelligence for managers: the ability to understand and manage your own emotions, and to read and respond well to other people’s. It is the […]
The honest alternative
If this is not resourced, do not launch it
A blog with five posts and a date eighteen months old says more about a company than no blog at all — and it is the first thing a careful buyer checks.
Two pieces a quarter that people forward is a better program than twelve nobody finishes. If the cadence cannot be sustained, this page should be held back and the effort put into the evidence summary and the case studies, which do more work per hour spent.
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