July 7, 2025 • 25 mins
Ever wondered why we reveal the secret weapon for decoding those frustrating moments when you and your colleagues seem to be speaking completely different languages.
Ever wondered why that one colleague drives you absolutely mental while another person finds them perfectly reasonable?
Discover the four distinct working styles that explain why some people obsess over tiny details while others just want to "get it done," and why the golden rule of "treat others how you want to be treated" might actually be sabotaging your work relationships.
You'll learn:
- How to instantly identify whether someone is a D, I, S, or C style (and what your own default mode is)
- The exact one-liners to use with each personality type to get better results
- Why your "difficult" colleague might not be difficult at all – just wired differently
- How to explain your own working style without sounding like you're making excuses
You’ll finish this ep knowing exactly why your DISC profile is the difference between friction and flow in any workplace.
Whether you're managing a team or just trying to better navigate office politics, these insights will transform how you approach workplace communication.
Resources That Actually Work:
Surrounded By Idiots.
Do your own DISC test.
Our new BIZ hosts are Lisa Lie - a former Head of People & Culture and Organisational Coach - and Mamamia’s Em Vernem.
Learna is Lisa’s microlearning app for practical people skills at work. Expert-led lessons to build confidence, solve challenges, and work smarter - in under 7 minutes. Get it on Apple or Google Play.
Here’s her special on How To Get Along With Anyone With Lisa Lie
Sign up to the BIZ newsletter here
You might be interested in our episodes on:
How To Talk So People Listen To You
How To Be More Productive (Without Trying Too Hard)
Time Blocking Doesn't Work (Until You Do It Right)
How To Ask For More Money (Without Dying From Awkwardness)
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Got a work life dilemma? Send us all the questions you definitely can't ask your boss for our Biz Inbox episodes - send us a voice note or email us at podcast@mamamia.com.au. You can remain anon!
HOSTS: Lisa Lie and Em Vernem
EXEC PRODUCER: Sophie Campbell
AUDIO PRODUCER: Leah Porges
Mamamia acknowledges the Traditional Owners of the Land we have recorded this podcast on, the Gadigal people of the Eora Nation. We pay our respect
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:06):
You're listening to a Mom with mea podcast.
Speaker 2 (00:16):
Hello, and welcome to BIZ Your Work Live Sorted. I'm
amm Burnham, an associate editor and host here at.
Speaker 3 (00:23):
Mamma Mia, and I'm Lisa Lee.
Speaker 1 (00:25):
I'm a former head of People in Culture and organizational
coach and the founder of Learner, a micro learning app
that helps.
Speaker 3 (00:31):
You build the people skills to solve real work problems.
Speaker 1 (00:34):
So you haven't done much, then, I haven't done much
my time, I haven't worked much at all.
Speaker 2 (00:39):
So today on BIZ we are diving into a tool
that could completely transform how you interact with colleagues. The
DISC personality test. Ever wondered why some people want every
tiny detail while others just need the big picture, or
why your boss seems impatient when you're being thorough well.
This is where DISC comes in.
Speaker 1 (00:59):
DISC breaks down work behavior styles and understanding. These helps
recognize not just your own style, but why others communicate
and behave the way they do at work. By the
end of this episode, you'll know your own DISC type,
how to spot others, and most importantly, how to adapt
your approach to work more effectively with anyone. Because once
you can speak someone else's language, those workplace tensions, they
(01:20):
just start to disappear.
Speaker 2 (01:22):
So, yes, we choose our friends, but our colleagues do
actually come with our job. So we need to discover
how to connect with anyone at work, no matter how
different our styles may be.
Speaker 1 (01:32):
Okay, am you know that feeling when you're mid meeting
explaining something and you suddenly clock that the other person
is just not with you. You're talking outcomes, they want
to know the history in the backstory, or you're trying
to brainstorm and they're asking for the plan and all
the detailed steps. It's not a crisis, but it is
(01:52):
so annoying sometimes.
Speaker 2 (01:54):
Yeah, I feel like in that scenario, I'm the exact opposite,
Like I'm the kind of person that hates brainstorms. I
absolutely hate them when I'm in those meetings, annoying person
that everyone hates because they're all like big ideas, let's
have ideas, and I'm like, okay, but like, now what
do we do? Like how do we execute the plan? Yeah?
What's the plan? And they're like, you're ruining the vibe
(02:15):
and I'm like I know, I.
Speaker 1 (02:16):
Know, yeah, And you're not trying to be difficult, right,
And generally it's not because someone's difficult.
Speaker 3 (02:21):
They're just wired differently to you.
Speaker 1 (02:23):
So today we're going to talk about all the small
stuff that can make work feel unnecessarily hard. I'm talking
things like different communication styles, thinking styles, planning styles, and
most importantly, how to pick up on them early so
you don't end up in that I'll just do it
myself mode, which I know we've all been in.
Speaker 2 (02:41):
I feel like with these personality tests and like work tests,
I feel like it's everything that like everyone wants to
do because you always want to find out your type,
similar to like your star sign. And then after we
find it out, that's just it. Like there's no like
follow up, there's no execution, and I feel like we
all get stuck into knowing like I'm an E NFP,
and then no one else knows and no one else
(03:02):
also cares.
Speaker 3 (03:03):
So no one understands what you no one cares.
Speaker 2 (03:07):
So yeah, I feel like this is something that like,
once you figure out what you are and what your
colleagues are, that is meant to help you then progress
with your professional relationships.
Speaker 3 (03:18):
Yeah.
Speaker 1 (03:18):
I hate when people go, this is just me, this
is who I am, Like, take your leave it. I
think what you're saying there, I totally agree with. Like,
once you know what to look for and you know
your own default mode better, because we do get into
default mode, or get into what that is in the
second things just get way easier.
Speaker 2 (03:33):
Yeah.
Speaker 1 (03:34):
Have you had one of those moments where you've just
realized that with someone we're just working completely differently.
Speaker 2 (03:39):
It happens all the time with me. I always think
it's because of like my menstrual cycle. Like I'm like,
am I just having a bad day and like everyone's
just pissing me off? Like I'm like, is everyone just
we're all in our lout teal phase over here?
Speaker 3 (03:50):
Yes?
Speaker 2 (03:51):
And I just realized that it's mainly because say we're
dealing with a particular problem and we're looking at it
through two complete different lenses. And I feel like a
lot of the time I expect everyone to just be
seeing the same thing that I'm seeing, and that's not
necessarily the case.
Speaker 3 (04:05):
Yeah, And sometimes I feel like you're talking in a
different language.
Speaker 2 (04:07):
Yes, literally.
Speaker 1 (04:09):
So something I want you to take out us today
and for anyone listening, is it's not really about the work.
It's often how you work that causes some of this friction.
So when you find yourself thinking things like, oh, why
is this taking so long? Or why are they obsessing
over that tiny detail. It's probably not about the work.
It's more like this style clash. A few years ago.
I must have been having a bad week at work
and I've gone too the bookshop one weekend and I
(04:30):
picked up this book called Surrounded by Idiots.
Speaker 3 (04:32):
Oh my god, you know this book?
Speaker 1 (04:34):
Yeah, yeah, yeah, you've read it, so for anyone who
wants to will chuck in the show notes. It talks
about the four types of human behavior, or how to
understand those who cannot be understood. When I pick this
up and clearly you've read it as well, I was like,
oh my gosh, this is just like the Bible to
understand everyone that was going on. Yeah, so I went
onto this deep dive. I'm like, I need to learn
more about this. So I went away and did some
(04:55):
study and became like a certified disconsultant, which basically means
I spent a lot of time helping people and teams
figure out how they operate at work and how to
work better with people who are just wired differently to you.
Speaker 2 (05:05):
This book was something that I feel like I need
to pick it up again because I did read it
when I was quite young, Like I feel like it
was one of those books that I read as I
was like getting into the workforce. But I do remember
it's very similar to that book Five Dysfunctions of a Team. Yes,
there's so many different ways people work, and it's not
as simple as if there's a problem, like you all
(05:27):
just fix it together. Like it's so different because everyone
sees everything so differently, and the way people want to
be talked to versus the way they talk to you
is so different. And I feel like we've kind of
moved on, especially knowing there's so many different work personalities.
We've moved on from professional jargon because it's so different
for every person, especially in like different companies, the different
(05:49):
people you hire. And I also think that when you
do these personality tests, you usually do them before you
get hired. So I remember I did a personality test
very similar to one of these ones, and it like
just kind of helps form the different teams in the
company because I know who work well with each other
and it does work like it works really well.
Speaker 3 (06:09):
I mean you have to have a variety of people.
Speaker 1 (06:11):
Yeah, And I'm sure we both got a lot of
tales we can tell around that. One of the things
I talk out of it when I was reading it
is I started thinking of actual names of people that
i'd work with as each of the styles, and that's
how I really connected with it.
Speaker 3 (06:22):
I'm like, oh, Okay, that's my mom. Is this nice?
Speaker 1 (06:26):
And I found like, you know, you're talking about personality
types right that This book is basically based on DISC
and DISC is a framework that breaks people into four
main working styles. It's really easy to remember effectively or
like how they make decisions, how they communicate, handle pressure,
that kind of thing. So once you get a feel
for their different types, to explain so much of why
things click or why they don't as well.
Speaker 2 (06:46):
DISC is one of those ones that has been around
for a while, but I feel like it's not well known,
Like I feel like it's a kind of push to
the bottom of the barrel, like Maya's Briggs is up there,
those like personality tests are up there, and I feel
like this is the one that is most specific to
work and like your work personality, and I feel like
that if you were to do this test thinking about
(07:08):
your everyday life outside of work, you could get a
completely different result.
Speaker 1 (07:12):
You're so right, So you can have a work mode
as well. Yeah, do you have a real sense of
how you like to work like and what throws you off?
Speaker 2 (07:19):
Yeah?
Speaker 3 (07:19):
I do.
Speaker 2 (07:19):
I actually do, because I have changed jobs. Like I've
worked in the same industry my whole life. I've always
worked in media, but I have changed jobs and I've
gone from creative to more analytical to back to creative.
And I noticed when I was in that analytical job,
which was probably the most quote unquote prestige job I've
ever had, I really had to relook at how I
(07:42):
work with other people. It was like one of those
jobs that I went from kind of a junior role
immediately to like a higher senior role, and it was
one of those things where I straightaway had to rethink
about how I talk to others, like what I present,
even small little things like going into meetings and how
that could look for other people who especially the people
(08:02):
who worked under me, saying what is that meeting for?
The way I would language things and put words around things, Hey,
let's have a quick catch up, when it was literally
just a quick catch up, but not realizing that some
poor girls were like, what the hell I'm going to
get fired, which is exactly what I did with my manager.
Right with DISC, it can change depending on what position
you are within the company alongside how you work, and
(08:24):
I really had to take and I'm going to do
a bit of a spoiler here and tell you what
my DISC result was originally, But I was a dominance
m I felt like I became a dominance Like I
feel like I wasn't a dominant before and I had
to become that in that role, and being in the
dominant part of DISK helped me succeed in that role essentially. Yeah.
Speaker 1 (08:46):
Yeah, And sometimes in certain environments and certain people, we
naturally adapt and it can bring out some of or
we feel like we need them to thrive. And I mean,
this is like a whole other side point we can
get into. When you're playing too far.
Speaker 3 (08:59):
Out of your natural comfort zone, it can feel exhausting
sometimes two.
Speaker 2 (09:02):
One hundred percent. And I think that's what my big
issue was when I became the dominant person, because it
wasn't naturally who I am. It's something that I saw
I had to be because like the people around me
in that moment were also dominant, and I feel like
there was the only way to be on their level
was to be that because no one really understood the
other kind of personality, so no one was able to
(09:24):
kind of pull back and break it down and adjust
their behavior for me in that position, and it just worked.
Like I just think understanding each of the four different
types helped me kind of restructure my way in work.
But you're right, it was exhausting because that's naturally not
who I am.
Speaker 1 (09:41):
Yeah, and so you would think back on that job going,
I had to flex so hard no one else was flexing,
and I just felt exhausted all the time.
Speaker 3 (09:48):
That's normal, right, So what we're.
Speaker 1 (09:49):
Trying to unpack here is, yes, you'll have a default mode,
but it's better that everyone else around you also knows theirs,
and so that you're not going, hey, this is me,
take it or leave it, but you're going, Okay, this
is me and this is you. How can we work
better together and how can we both adjust you?
Speaker 2 (10:05):
Yeah, like it should be a requirement that everyone does this.
Speaker 3 (10:08):
Oh, I totally agree.
Speaker 1 (10:09):
So we have jumped in too, because we're both very
excited about this, clearly talking about dominance and things. But
for anyone listening who hasn't actually uncovered this before, think
of it as like a cheat sheet for work style.
So it's basically a frame for how people behave at work.
It's built around two things, so there's.
Speaker 3 (10:24):
Pace and priority.
Speaker 1 (10:25):
You can see my arm because I'm drawing a framework.
So some people move fast, others take their time. Some
people are all about task and others focus more on people.
So across that then you get these four types. And
the one that you've talked about first is D so dominance,
so you'll recognize a dominance person and I know a
name is going to spring to mind as soon as
I say this.
Speaker 3 (10:43):
They are fast.
Speaker 1 (10:45):
Paced, results focus, direct, They're like, what's the goal, what's
the deadline, let's go.
Speaker 2 (10:49):
Yeah.
Speaker 1 (10:50):
Then we've got I so eyes for influence, so they
are also fast paced, but more people oriented, so they're energetic, talkative,
they love ideas, love a brainstorm by ideas and connection.
And then we've got S for steadiness. S is slower.
They are people focused, they listen more than they talk.
They love harmony. They're like your team glue. And then
(11:12):
the last style is C, which is for conscientious, so
they are slower paid. They're task focused and I want
to get things right, so they double check the shit
out of things, and they follow process. I bet as
I was talking you through those who're like yep, that person,
that person, that person's.
Speaker 3 (11:28):
Yeah, yeah, so you can land anywhere on that map
and often wear a blends. I'm an ID. I'm not
sure if you picked that beforehand.
Speaker 1 (11:34):
This basically means I'm fast and focused on momentum, moving
toward the next idea. But I also want people on board,
like I love clarity and action, but I care about
how we get there too, Like I want to get
to know you to make sure you're moving fast with me.
So if I'm working with someone who's more of an
s r C style, which is on the other side
of the framework, someone who likes to slow down, check
(11:54):
every detail, it feels like we're on totally different planets. Yeah,
and it's where the frustration starts to build up. So
I see you a link to a bit of a
disc You said that dominance was one of the styles
came out for you previously.
Speaker 3 (12:06):
Yeah, can I have a guess at what you might be?
Speaker 2 (12:08):
Yeah, go ahead, just based on what you've told me
so far.
Speaker 3 (12:11):
You're not. I you sure you haven't got the eye
like maybe I is.
Speaker 2 (12:15):
I am I I'm I are you, Yeah, I go,
And I was reading it's kind of like reading like
your horoscope and you're just completely disappointed by it.
Speaker 3 (12:25):
Oh really, No, I love what I read. I'm like, yeah,
that's so me, and it makes me laugh.
Speaker 2 (12:30):
I think it is completely me. But I think I
was so shocked because, like I feel like, for me,
when I was reading what a dominant person is, it
still felt like in my head that that was me,
and then when I was reading Inspiring. So I got
seventy eight points for inspiring and sixty eight for dominant.
So it's not massive difference. Yeah, But now thinking about
(12:54):
like my work right now is so creative. I have
realized that I have been slipping back into just the
natural person that I am outside of work, and I'm
able to do that within work well, which is really
really nice. But it was something that I wasn't aware
that I was doing, because if I was to do
this test thinking about my life outside of work, I
would one hundred percent think I would be inspiring, and
(13:15):
the fact that I'm also that in work was just
kind of like, oh, oh my god, I've done a
full circle.
Speaker 1 (13:20):
Feels like a really good match up, right and sometimes
you're working with people who are D style around your
style and you have to adapt, and that's where it
might start coming out, like maybe you're working with more
D style people. Yeah, at the moment, and that's what's happening.
Clearly there's a little bit of me in there, like
I'm ID. So it's good that you can feel that
your work style and what you are naturally is.
Speaker 2 (13:39):
Like yeah, it was just like so surprising. I feel
like I was not expecting this at all.
Speaker 1 (13:44):
I feel like it Also when you read, it gives
you a really good guard to actually be able to
talk to someone. So if you're going up in a
one on one or you're talking to your manager or
someone who works with you, an your sense is a
bit of friction, you can really explain like here's my
default modent, here's how I like to work. That's not
to say I'll only work that way, but just to
give your heads up.
Speaker 2 (14:01):
And you're exactly right, Like now that I'm like reading
them all, I can tell exactly like what my manager
would be, I can tell what some of my colleagues
would be. And I can also tell like depending on
what task we're doing, whether it's recording a podcast, or
in a brainstorm, or in a meeting, or in like
an external presentation or something. I can also tell which
(14:23):
ones I like naturally slip into, because I do feel
like you can't just be like I definitely know I'm
not just I throughout my entire work day, Like I
would slip into like a d roll during like maybe
a podcast like recording, or it'd slip into an S
role if I'm like in a big meeting for like
really higher ups, Like I feel like knowing all the points,
(14:44):
it's really easy to then be able to find out
how and why you adjust in certain situations.
Speaker 1 (14:51):
Yeah, and I love that you've got that like lens
of like I can adjust, I can adapt. It's not
just take or leave it.
Speaker 3 (14:56):
Here's who I am.
Speaker 1 (14:57):
So next up, we're going to explain how this actually
plays out in real life and why.
Speaker 3 (15:01):
It's important for you and what you can actually do
with it. So I'm so let's talk about how this
plays out in real life.
Speaker 1 (15:14):
I might share with you a bit of a story,
like when this started to come out for me, and
like I was reading surrounded by idiots, I was studying
disc and all of a sudden, I was having these
light bulb moments at work, Like I was in a
team where I was go go go, so I had
new ideas, enthusiasm, I was jumping into action. It was
like classic ID behavior. So I was working in a
digital agency. One of my teammates was totally different. They
(15:34):
were working in a very analytical role like you were
describing before, and so when we'd brainstorm, they go dead quiet,
or they'd follow up three days later with a very
detailed email that I hadn't even asked for.
Speaker 3 (15:45):
First.
Speaker 1 (15:45):
I was like, Oh, we just aren't jelling, Like we're
totally different. And I hate to say this, but I
think we all think it. Oh they mustn't be very
good at their job because they're so slow. Yeah right,
and this is like classic ID traits, right, Like I
like fast, But actually they were a CS, So I remember,
that's like a slower pace, analytical need to make sure
(16:07):
everyone's on the same page. They needed time, structure, detail,
they wanted to make sure that everyone was on board,
and all the boxes are mean tipped. So what I did, like,
we had a conversation around this and I started adjusting.
So I was giving context before meetings. I sent agendas
clarify next steps things that I wasn't normally doing, but
I was totally capable of doing. And we actually started
to appreciate each other styles and learn from each other
(16:28):
because I like what you were describing at the start.
You were talking about you really actually need a combination
of all these people to make work work. Yeah, you
have a whole team of eyestyle people with all the ideas.
Speaker 2 (16:39):
Yeah, I have no fol Oh my god, my worst
nightmare is going into a brainstorm all ideas and no
one's asking how we're actually going to execute them.
Speaker 1 (16:47):
That's cool, anyway, let's go grab lunchdow You're like, no, no,
what are we doing with a total disaster? Right? So
we need teams that are balanced, but we also need
to understand each other's pace and priorities like whether it's
people or task, et cetera, and be open to that
FLEXI and learning. Am like I just revealed that I
find slow hard. Have you ever been the the slow
one in a team? I felt that real disconnect.
Speaker 2 (17:08):
I'm exactly like you. I'm always the fast person in
the team to the point where and yes, this might
happen during my luteal phase, so it's not completely my fault,
to the point where I genuinely get so mad at
people who are slower than me.
Speaker 1 (17:22):
Yeah, I get really irritated, and I'm like, why don't
know the answer, Like let's just let's just make a decision.
Speaker 2 (17:26):
Yeah. And for me, it's mainly like I've really had
to pull back reevaluate how I talk to people versus
how my mind works, because my mind also just works
on a fast pace, and I forget that not everyone
is on that level, like, for example, and like my
poor producer, so if I'm gonna throw her under the
s even things like if I'm thinking about work and
(17:47):
it's like and I'm spiraling and I have to do
all of these things and it's nine pm, I'm just
like shooting slack messages without even thinking, and poor Sofa
is like replying to me at nine pm, and then
I'm like, oh fuck, Like you're not meant to reply
at nine pm. And I know, And I always tell people,
like I always tell my bosses when I'm feeling extra confident,
I'm like, you can schedu juel slack messages. You do
know that, right, Like you can schedule them in for
(18:08):
them to be sent at an appropriate time, and yet
here I am nine pm just going like ful buster
sending like.
Speaker 3 (18:14):
Because you want to get out of your brain, off
your to do list.
Speaker 2 (18:16):
Yeah, and then it's one of those things where and
it's hard, like if you are a fast person and
your mind's going like that, it is hard to type
out everything you need schedule it in at an work
appropriate time because your brain won't stop just because you're scheduled,
and you'll just keep.
Speaker 3 (18:31):
Going and going and going.
Speaker 2 (18:33):
But it is one of those things that once I
learnt about that that's the kind of person I am,
saying that out loud makes it so much easier, Like
it does make it easier going. This is just the
way you work, and you just have to adjust yourself
to be like an actual appropriate person at work, an
appropriate human being, appropriate human being to work with.
Speaker 1 (18:50):
But isn't it good though, because then we can have
a laugh about and go like you're like, I know
this about me, I'm sorry I did this, and let's
work out in a better way forward.
Speaker 2 (18:58):
Yeah, it's so good. And I do think exactly what
you said. When everyone else knows that about you, and
when you know so everyone else's style of work, it
is so much better because it does kind of make
the workplace way more respectful in the way where even
if I send the message at eleven PM, people would
know that that's just the way I work, so they'll
(19:18):
be like, oh, this bitch, like, I'll just leave it
for tomorrow.
Speaker 3 (19:21):
Yeah. Yes, And that's exactly what I would expect all
the time.
Speaker 1 (19:25):
Like, you know, even then in network scenario I was
describing before, this happens to me in my life as well.
I'm like, Oh, I've got an idea we should build
a fence, And then I'm like, oh, actually started building
the fans and probably should have done X and Y
and Z first.
Speaker 3 (19:39):
Oh well, it happens all the time.
Speaker 1 (19:41):
The more conscious home you are of it, the more
you can actually just laan and go like, am I
making a good decision for a quick decision? Which is
a really important question for someone who's details ask himself.
Speaker 2 (19:50):
Yeah, that is such a good question.
Speaker 1 (19:52):
So stick around because what we'll do next is we'll
give you a couple of shortcuts as to how to
use this at work, maybe in a couple of one
liners when you're working with different styles.
Speaker 2 (20:08):
Okay, Lise, bring me home. How do I actually apply
this to work.
Speaker 1 (20:12):
Okay, So if you want to work better with people,
here's how to meet them where they're at. I'm going
to give you a couple of one liners, because that's
as much as you can take out of today. Someone
shared with me yesterday a great phrase called out one
useful thing. If you take one useful thing out of this,
make it one of these lines.
Speaker 3 (20:29):
Okay, so I love that.
Speaker 2 (20:31):
Write that down.
Speaker 1 (20:32):
I love out so yeah. So if you are working
with a D style, the kind of thing you would
say to them is, here's what we need to decide today.
For an ESTYLE, I love your energy. Let's pick one
idea to run with. If it's an S, what do
you think the team needs here? And for a C
I've gone through the details. Here's what I found.
Speaker 2 (20:51):
I love how you memorize all of this, Like, guys,
this is not in our note like, this is just
a memoris. Oh, she knows exactly how to talk to everyone.
Speaker 1 (20:59):
This is crazy spiral after reading your book. So these
are just like small shifts. That's right, and you actually
said this earlier. These are just small shifts in language.
You to go, hang on a second before I speak,
what would be the best way to connect with this person,
because I think the actual eye opener with this is
is that when we grow up, we're taught to treat
(21:19):
people the way you would want to be treated.
Speaker 3 (21:22):
Yeah.
Speaker 1 (21:23):
Seems nice, doesn't it. But the actual game changer is
when you treat people the way they want.
Speaker 3 (21:28):
To be treated. Yeah, then you can connect with them.
Speaker 1 (21:32):
They feel understood, and you're going to make progress And
this is important for me a lot faster.
Speaker 2 (21:38):
Yeah.
Speaker 1 (21:38):
So, I think the last piece of this is really
you know, we've talked about other people and other styles.
Very important part of the equation is know your own
style and be able to name it, which you can
do now, and you can talk to people about it.
You don't need to apologize for how you work, you know,
whether you're fast paced or detail obsessed or a total
people person that just wants to hug everyone. But it
does help to give people heads up.
Speaker 2 (22:00):
Yeah.
Speaker 1 (22:01):
So I've got an operations manager who works with me
and she is sc and I'm id right, So I
remember early on working together and I'm like, yeah, she
thinks I'm really rude. Okay, I need to change this.
So I said to her, I move quickly. If I
ever skip something important, I want you to call it out.
That was opening it up right, like I was owning it,
(22:21):
but also like, hey, please call me on this. And
you know, conversely, like if I was in her shoes,
she's sc she's that slower paced, task oriented. She needs
to say something to me like I need a bit
of time to think before I respond, like I'm not
ignoring you, and then I know it's received. We're moving
forward still, but I'm giving her the space to do that.
Speaker 2 (22:39):
Yeah, it's so good. It's also good that you show
that people shouldn't just adjust to the way that you are.
Like for example, when you said, call me out if
I miss something important, it's not just I work really
fast paced to get on board or I work really
fast paced. That's just who I am.
Speaker 3 (22:55):
Your style is not an excuse.
Speaker 2 (22:56):
Yeah, exactly.
Speaker 1 (22:57):
You're using it to understand your blind spots. You're using
it to adapt because then if you know your default mode,
which we often get into when we're stressed by the way,
you can be the one who flexes first, and you
can help take the friction out before it builds up.
Speaker 2 (23:10):
Yeah that's so good.
Speaker 1 (23:11):
So we don't want you to change who you are today.
We want you to just make sure that you understand
who you are and make it easier to just get
it done with less second guessing, and wave a fewer
awkward moments along the way as well.
Speaker 2 (23:22):
Ah, and do the disk TSK and make sure you
dm us and let us know what type you are,
because I am just so interested in this right now.
Speaker 1 (23:30):
Yeah, please do and we would love to find out.
I wonder if all these listeners are ID like us
or SC. So the last thing I'll leave you with
them is if things feel off in your team, like
not bad, just a bit clunky, you know that feeling,
try and look at the working styles. You're going to
go away and do disc maybe even sharing around with
a couple of people in your team. And then you're
going to do three things. So you're going to notice
(23:52):
the clues what do people need to do their best work.
You are going to flex your style, like even a
little bit to meet them where they're at. And then
also you're going to own your defaults and talk about
them so it doesn't have to be so hard. You
just want to see these patterns and then everything else
will get much easier and much clearer as you go along.
Speaker 2 (24:09):
Ah. So good, this did feel like a therapy session.
Speaker 3 (24:12):
It is. I told you it would be like group therapy.
It's now we feel seen.
Speaker 2 (24:15):
Now, we feel seen, heard and understood.
Speaker 3 (24:17):
Exactly, and now we can go and diagnose everyone else.
Speaker 2 (24:20):
We will be diagnosing everyone. Yes, we were loudly thank
you so much for listening to this week's episode of BIZ.
We know you're juggling deadlines and meetings, so thanks for
spending a part of your day with us. Hopefully these
insights help you tackle your next workplace challenge with a
bit more confidence. Plus, if you want extra content, please
follow us on Instagram at biz by Mama Mia for
(24:41):
all of your weekly workplace insights and behind the scenes stuff.
If you want more of these topics, check out our newsletter.
It is completely free. We'll put a link in our
show notes for you to sign up to that. BIZ
is produced by Georgie Paige and Sophie Campbell, with audio
production by Leah Porges. We'll be back here in your
podcast feed next week with more no nonsense work chat.
(25:02):
But until then, back yourself, ask for what you want.
I remember even the most confident people are figuring out
as they go. We will see you next week.
Speaker 3 (25:11):
Bye, Love that see then
Speaker 2 (25:22):
Mamma Mia acknowledges the traditional owners of land and waters
that this podcast is recorded on
You're listening to a Mom with mea podcast.
Speaker 2 (00:16):
Hello, and welcome to BIZ Your Work Live Sorted. I'm
amm Burnham, an associate editor and host here at.
Speaker 3 (00:23):
Mamma Mia, and I'm Lisa Lee.
Speaker 1 (00:25):
I'm a former head of People in Culture and organizational
coach and the founder of Learner, a micro learning app
that helps.
Speaker 3 (00:31):
You build the people skills to solve real work problems.
Speaker 1 (00:34):
So you haven't done much, then, I haven't done much
my time, I haven't worked much at all.
Speaker 2 (00:39):
So today on BIZ we are diving into a tool
that could completely transform how you interact with colleagues. The
DISC personality test. Ever wondered why some people want every
tiny detail while others just need the big picture, or
why your boss seems impatient when you're being thorough well.
This is where DISC comes in.
Speaker 1 (00:59):
DISC breaks down work behavior styles and understanding. These helps
recognize not just your own style, but why others communicate
and behave the way they do at work. By the
end of this episode, you'll know your own DISC type,
how to spot others, and most importantly, how to adapt
your approach to work more effectively with anyone. Because once
you can speak someone else's language, those workplace tensions, they
(01:20):
just start to disappear.
Speaker 2 (01:22):
So, yes, we choose our friends, but our colleagues do
actually come with our job. So we need to discover
how to connect with anyone at work, no matter how
different our styles may be.
Speaker 1 (01:32):
Okay, am you know that feeling when you're mid meeting
explaining something and you suddenly clock that the other person
is just not with you. You're talking outcomes, they want
to know the history in the backstory, or you're trying
to brainstorm and they're asking for the plan and all
the detailed steps. It's not a crisis, but it is
(01:52):
so annoying sometimes.
Speaker 2 (01:54):
Yeah, I feel like in that scenario, I'm the exact opposite,
Like I'm the kind of person that hates brainstorms. I
absolutely hate them when I'm in those meetings, annoying person
that everyone hates because they're all like big ideas, let's
have ideas, and I'm like, okay, but like, now what
do we do? Like how do we execute the plan? Yeah?
What's the plan? And they're like, you're ruining the vibe
(02:15):
and I'm like I know, I.
Speaker 1 (02:16):
Know, yeah, And you're not trying to be difficult, right,
And generally it's not because someone's difficult.
Speaker 3 (02:21):
They're just wired differently to you.
Speaker 1 (02:23):
So today we're going to talk about all the small
stuff that can make work feel unnecessarily hard. I'm talking
things like different communication styles, thinking styles, planning styles, and
most importantly, how to pick up on them early so
you don't end up in that I'll just do it
myself mode, which I know we've all been in.
Speaker 2 (02:41):
I feel like with these personality tests and like work tests,
I feel like it's everything that like everyone wants to
do because you always want to find out your type,
similar to like your star sign. And then after we
find it out, that's just it. Like there's no like
follow up, there's no execution, and I feel like we
all get stuck into knowing like I'm an E NFP,
and then no one else knows and no one else
(03:02):
also cares.
Speaker 3 (03:03):
So no one understands what you no one cares.
Speaker 2 (03:07):
So yeah, I feel like this is something that like,
once you figure out what you are and what your
colleagues are, that is meant to help you then progress
with your professional relationships.
Speaker 3 (03:18):
Yeah.
Speaker 1 (03:18):
I hate when people go, this is just me, this
is who I am, Like, take your leave it. I
think what you're saying there, I totally agree with. Like,
once you know what to look for and you know
your own default mode better, because we do get into
default mode, or get into what that is in the
second things just get way easier.
Speaker 2 (03:33):
Yeah.
Speaker 1 (03:34):
Have you had one of those moments where you've just
realized that with someone we're just working completely differently.
Speaker 2 (03:39):
It happens all the time with me. I always think
it's because of like my menstrual cycle. Like I'm like,
am I just having a bad day and like everyone's
just pissing me off? Like I'm like, is everyone just
we're all in our lout teal phase over here?
Speaker 3 (03:50):
Yes?
Speaker 2 (03:51):
And I just realized that it's mainly because say we're
dealing with a particular problem and we're looking at it
through two complete different lenses. And I feel like a
lot of the time I expect everyone to just be
seeing the same thing that I'm seeing, and that's not
necessarily the case.
Speaker 3 (04:05):
Yeah, And sometimes I feel like you're talking in a
different language.
Speaker 2 (04:07):
Yes, literally.
Speaker 1 (04:09):
So something I want you to take out us today
and for anyone listening, is it's not really about the work.
It's often how you work that causes some of this friction.
So when you find yourself thinking things like, oh, why
is this taking so long? Or why are they obsessing
over that tiny detail. It's probably not about the work.
It's more like this style clash. A few years ago.
I must have been having a bad week at work
and I've gone too the bookshop one weekend and I
(04:30):
picked up this book called Surrounded by Idiots.
Speaker 3 (04:32):
Oh my god, you know this book?
Speaker 1 (04:34):
Yeah, yeah, yeah, you've read it, so for anyone who
wants to will chuck in the show notes. It talks
about the four types of human behavior, or how to
understand those who cannot be understood. When I pick this
up and clearly you've read it as well, I was like,
oh my gosh, this is just like the Bible to
understand everyone that was going on. Yeah, so I went
onto this deep dive. I'm like, I need to learn
more about this. So I went away and did some
(04:55):
study and became like a certified disconsultant, which basically means
I spent a lot of time helping people and teams
figure out how they operate at work and how to
work better with people who are just wired differently to you.
Speaker 2 (05:05):
This book was something that I feel like I need
to pick it up again because I did read it
when I was quite young, Like I feel like it
was one of those books that I read as I
was like getting into the workforce. But I do remember
it's very similar to that book Five Dysfunctions of a Team. Yes,
there's so many different ways people work, and it's not
as simple as if there's a problem, like you all
(05:27):
just fix it together. Like it's so different because everyone
sees everything so differently, and the way people want to
be talked to versus the way they talk to you
is so different. And I feel like we've kind of
moved on, especially knowing there's so many different work personalities.
We've moved on from professional jargon because it's so different
for every person, especially in like different companies, the different
(05:49):
people you hire. And I also think that when you
do these personality tests, you usually do them before you
get hired. So I remember I did a personality test
very similar to one of these ones, and it like
just kind of helps form the different teams in the
company because I know who work well with each other
and it does work like it works really well.
Speaker 3 (06:09):
I mean you have to have a variety of people.
Speaker 1 (06:11):
Yeah, And I'm sure we both got a lot of
tales we can tell around that. One of the things
I talk out of it when I was reading it
is I started thinking of actual names of people that
i'd work with as each of the styles, and that's
how I really connected with it.
Speaker 3 (06:22):
I'm like, oh, Okay, that's my mom. Is this nice?
Speaker 1 (06:26):
And I found like, you know, you're talking about personality
types right that This book is basically based on DISC
and DISC is a framework that breaks people into four
main working styles. It's really easy to remember effectively or
like how they make decisions, how they communicate, handle pressure,
that kind of thing. So once you get a feel
for their different types, to explain so much of why
things click or why they don't as well.
Speaker 2 (06:46):
DISC is one of those ones that has been around
for a while, but I feel like it's not well known,
Like I feel like it's a kind of push to
the bottom of the barrel, like Maya's Briggs is up there,
those like personality tests are up there, and I feel
like this is the one that is most specific to
work and like your work personality, and I feel like
that if you were to do this test thinking about
(07:08):
your everyday life outside of work, you could get a
completely different result.
Speaker 1 (07:12):
You're so right, So you can have a work mode
as well. Yeah, do you have a real sense of
how you like to work like and what throws you off?
Speaker 2 (07:19):
Yeah?
Speaker 3 (07:19):
I do.
Speaker 2 (07:19):
I actually do, because I have changed jobs. Like I've
worked in the same industry my whole life. I've always
worked in media, but I have changed jobs and I've
gone from creative to more analytical to back to creative.
And I noticed when I was in that analytical job,
which was probably the most quote unquote prestige job I've
ever had, I really had to relook at how I
(07:42):
work with other people. It was like one of those
jobs that I went from kind of a junior role
immediately to like a higher senior role, and it was
one of those things where I straightaway had to rethink
about how I talk to others, like what I present,
even small little things like going into meetings and how
that could look for other people who especially the people
(08:02):
who worked under me, saying what is that meeting for?
The way I would language things and put words around things, Hey,
let's have a quick catch up, when it was literally
just a quick catch up, but not realizing that some
poor girls were like, what the hell I'm going to
get fired, which is exactly what I did with my manager.
Right with DISC, it can change depending on what position
you are within the company alongside how you work, and
(08:24):
I really had to take and I'm going to do
a bit of a spoiler here and tell you what
my DISC result was originally, But I was a dominance
m I felt like I became a dominance Like I
feel like I wasn't a dominant before and I had
to become that in that role, and being in the
dominant part of DISK helped me succeed in that role essentially. Yeah.
Speaker 1 (08:46):
Yeah, And sometimes in certain environments and certain people, we
naturally adapt and it can bring out some of or
we feel like we need them to thrive. And I mean,
this is like a whole other side point we can
get into. When you're playing too far.
Speaker 3 (08:59):
Out of your natural comfort zone, it can feel exhausting
sometimes two.
Speaker 2 (09:02):
One hundred percent. And I think that's what my big
issue was when I became the dominant person, because it
wasn't naturally who I am. It's something that I saw
I had to be because like the people around me
in that moment were also dominant, and I feel like
there was the only way to be on their level
was to be that because no one really understood the
other kind of personality, so no one was able to
(09:24):
kind of pull back and break it down and adjust
their behavior for me in that position, and it just worked.
Like I just think understanding each of the four different
types helped me kind of restructure my way in work.
But you're right, it was exhausting because that's naturally not
who I am.
Speaker 1 (09:41):
Yeah, and so you would think back on that job going,
I had to flex so hard no one else was flexing,
and I just felt exhausted all the time.
Speaker 3 (09:48):
That's normal, right, So what we're.
Speaker 1 (09:49):
Trying to unpack here is, yes, you'll have a default mode,
but it's better that everyone else around you also knows theirs,
and so that you're not going, hey, this is me,
take it or leave it, but you're going, Okay, this
is me and this is you. How can we work
better together and how can we both adjust you?
Speaker 2 (10:05):
Yeah, like it should be a requirement that everyone does this.
Speaker 3 (10:08):
Oh, I totally agree.
Speaker 1 (10:09):
So we have jumped in too, because we're both very
excited about this, clearly talking about dominance and things. But
for anyone listening who hasn't actually uncovered this before, think
of it as like a cheat sheet for work style.
So it's basically a frame for how people behave at work.
It's built around two things, so there's.
Speaker 3 (10:24):
Pace and priority.
Speaker 1 (10:25):
You can see my arm because I'm drawing a framework.
So some people move fast, others take their time. Some
people are all about task and others focus more on people.
So across that then you get these four types. And
the one that you've talked about first is D so dominance,
so you'll recognize a dominance person and I know a
name is going to spring to mind as soon as
I say this.
Speaker 3 (10:43):
They are fast.
Speaker 1 (10:45):
Paced, results focus, direct, They're like, what's the goal, what's
the deadline, let's go.
Speaker 2 (10:49):
Yeah.
Speaker 1 (10:50):
Then we've got I so eyes for influence, so they
are also fast paced, but more people oriented, so they're energetic, talkative,
they love ideas, love a brainstorm by ideas and connection.
And then we've got S for steadiness. S is slower.
They are people focused, they listen more than they talk.
They love harmony. They're like your team glue. And then
(11:12):
the last style is C, which is for conscientious, so
they are slower paid. They're task focused and I want
to get things right, so they double check the shit
out of things, and they follow process. I bet as
I was talking you through those who're like yep, that person,
that person, that person's.
Speaker 3 (11:28):
Yeah, yeah, so you can land anywhere on that map
and often wear a blends. I'm an ID. I'm not
sure if you picked that beforehand.
Speaker 1 (11:34):
This basically means I'm fast and focused on momentum, moving
toward the next idea. But I also want people on board,
like I love clarity and action, but I care about
how we get there too, Like I want to get
to know you to make sure you're moving fast with me.
So if I'm working with someone who's more of an
s r C style, which is on the other side
of the framework, someone who likes to slow down, check
(11:54):
every detail, it feels like we're on totally different planets. Yeah,
and it's where the frustration starts to build up. So
I see you a link to a bit of a
disc You said that dominance was one of the styles
came out for you previously.
Speaker 3 (12:06):
Yeah, can I have a guess at what you might be?
Speaker 2 (12:08):
Yeah, go ahead, just based on what you've told me
so far.
Speaker 3 (12:11):
You're not. I you sure you haven't got the eye
like maybe I is.
Speaker 2 (12:15):
I am I I'm I are you, Yeah, I go,
And I was reading it's kind of like reading like
your horoscope and you're just completely disappointed by it.
Speaker 3 (12:25):
Oh really, No, I love what I read. I'm like, yeah,
that's so me, and it makes me laugh.
Speaker 2 (12:30):
I think it is completely me. But I think I
was so shocked because, like I feel like, for me,
when I was reading what a dominant person is, it
still felt like in my head that that was me,
and then when I was reading Inspiring. So I got
seventy eight points for inspiring and sixty eight for dominant.
So it's not massive difference. Yeah, But now thinking about
(12:54):
like my work right now is so creative. I have
realized that I have been slipping back into just the
natural person that I am outside of work, and I'm
able to do that within work well, which is really
really nice. But it was something that I wasn't aware
that I was doing, because if I was to do
this test thinking about my life outside of work, I
would one hundred percent think I would be inspiring, and
(13:15):
the fact that I'm also that in work was just
kind of like, oh, oh my god, I've done a
full circle.
Speaker 1 (13:20):
Feels like a really good match up, right and sometimes
you're working with people who are D style around your
style and you have to adapt, and that's where it
might start coming out, like maybe you're working with more
D style people. Yeah, at the moment, and that's what's happening.
Clearly there's a little bit of me in there, like
I'm ID. So it's good that you can feel that
your work style and what you are naturally is.
Speaker 2 (13:39):
Like yeah, it was just like so surprising. I feel
like I was not expecting this at all.
Speaker 1 (13:44):
I feel like it Also when you read, it gives
you a really good guard to actually be able to
talk to someone. So if you're going up in a
one on one or you're talking to your manager or
someone who works with you, an your sense is a
bit of friction, you can really explain like here's my
default modent, here's how I like to work. That's not
to say I'll only work that way, but just to
give your heads up.
Speaker 2 (14:01):
And you're exactly right, Like now that I'm like reading
them all, I can tell exactly like what my manager
would be, I can tell what some of my colleagues
would be. And I can also tell like depending on
what task we're doing, whether it's recording a podcast, or
in a brainstorm, or in a meeting, or in like
an external presentation or something. I can also tell which
(14:23):
ones I like naturally slip into, because I do feel
like you can't just be like I definitely know I'm
not just I throughout my entire work day, Like I
would slip into like a d roll during like maybe
a podcast like recording, or it'd slip into an S
role if I'm like in a big meeting for like
really higher ups, Like I feel like knowing all the points,
(14:44):
it's really easy to then be able to find out
how and why you adjust in certain situations.
Speaker 1 (14:51):
Yeah, and I love that you've got that like lens
of like I can adjust, I can adapt. It's not
just take or leave it.
Speaker 3 (14:56):
Here's who I am.
Speaker 1 (14:57):
So next up, we're going to explain how this actually
plays out in real life and why.
Speaker 3 (15:01):
It's important for you and what you can actually do
with it. So I'm so let's talk about how this
plays out in real life.
Speaker 1 (15:14):
I might share with you a bit of a story,
like when this started to come out for me, and
like I was reading surrounded by idiots, I was studying
disc and all of a sudden, I was having these
light bulb moments at work, Like I was in a
team where I was go go go, so I had
new ideas, enthusiasm, I was jumping into action. It was
like classic ID behavior. So I was working in a
digital agency. One of my teammates was totally different. They
(15:34):
were working in a very analytical role like you were
describing before, and so when we'd brainstorm, they go dead quiet,
or they'd follow up three days later with a very
detailed email that I hadn't even asked for.
Speaker 3 (15:45):
First.
Speaker 1 (15:45):
I was like, Oh, we just aren't jelling, Like we're
totally different. And I hate to say this, but I
think we all think it. Oh they mustn't be very
good at their job because they're so slow. Yeah right,
and this is like classic ID traits, right, Like I
like fast, But actually they were a CS, So I remember,
that's like a slower pace, analytical need to make sure
(16:07):
everyone's on the same page. They needed time, structure, detail,
they wanted to make sure that everyone was on board,
and all the boxes are mean tipped. So what I did, like,
we had a conversation around this and I started adjusting.
So I was giving context before meetings. I sent agendas
clarify next steps things that I wasn't normally doing, but
I was totally capable of doing. And we actually started
to appreciate each other styles and learn from each other
(16:28):
because I like what you were describing at the start.
You were talking about you really actually need a combination
of all these people to make work work. Yeah, you
have a whole team of eyestyle people with all the ideas.
Speaker 2 (16:39):
Yeah, I have no fol Oh my god, my worst
nightmare is going into a brainstorm all ideas and no
one's asking how we're actually going to execute them.
Speaker 1 (16:47):
That's cool, anyway, let's go grab lunchdow You're like, no, no,
what are we doing with a total disaster? Right? So
we need teams that are balanced, but we also need
to understand each other's pace and priorities like whether it's
people or task, et cetera, and be open to that
FLEXI and learning. Am like I just revealed that I
find slow hard. Have you ever been the the slow
one in a team? I felt that real disconnect.
Speaker 2 (17:08):
I'm exactly like you. I'm always the fast person in
the team to the point where and yes, this might
happen during my luteal phase, so it's not completely my fault,
to the point where I genuinely get so mad at
people who are slower than me.
Speaker 1 (17:22):
Yeah, I get really irritated, and I'm like, why don't
know the answer, Like let's just let's just make a decision.
Speaker 2 (17:26):
Yeah. And for me, it's mainly like I've really had
to pull back reevaluate how I talk to people versus
how my mind works, because my mind also just works
on a fast pace, and I forget that not everyone
is on that level, like, for example, and like my
poor producer, so if I'm gonna throw her under the
s even things like if I'm thinking about work and
(17:47):
it's like and I'm spiraling and I have to do
all of these things and it's nine pm, I'm just
like shooting slack messages without even thinking, and poor Sofa
is like replying to me at nine pm, and then
I'm like, oh fuck, Like you're not meant to reply
at nine pm. And I know, And I always tell people,
like I always tell my bosses when I'm feeling extra confident,
I'm like, you can schedu juel slack messages. You do
know that, right, Like you can schedule them in for
(18:08):
them to be sent at an appropriate time, and yet
here I am nine pm just going like ful buster
sending like.
Speaker 3 (18:14):
Because you want to get out of your brain, off
your to do list.
Speaker 2 (18:16):
Yeah, and then it's one of those things where and
it's hard, like if you are a fast person and
your mind's going like that, it is hard to type
out everything you need schedule it in at an work
appropriate time because your brain won't stop just because you're scheduled,
and you'll just keep.
Speaker 3 (18:31):
Going and going and going.
Speaker 2 (18:33):
But it is one of those things that once I
learnt about that that's the kind of person I am,
saying that out loud makes it so much easier, Like
it does make it easier going. This is just the
way you work, and you just have to adjust yourself
to be like an actual appropriate person at work, an
appropriate human being, appropriate human being to work with.
Speaker 1 (18:50):
But isn't it good though, because then we can have
a laugh about and go like you're like, I know
this about me, I'm sorry I did this, and let's
work out in a better way forward.
Speaker 2 (18:58):
Yeah, it's so good. And I do think exactly what
you said. When everyone else knows that about you, and
when you know so everyone else's style of work, it
is so much better because it does kind of make
the workplace way more respectful in the way where even
if I send the message at eleven PM, people would
know that that's just the way I work, so they'll
(19:18):
be like, oh, this bitch, like, I'll just leave it
for tomorrow.
Speaker 3 (19:21):
Yeah. Yes, And that's exactly what I would expect all
the time.
Speaker 1 (19:25):
Like, you know, even then in network scenario I was
describing before, this happens to me in my life as well.
I'm like, Oh, I've got an idea we should build
a fence, And then I'm like, oh, actually started building
the fans and probably should have done X and Y
and Z first.
Speaker 3 (19:39):
Oh well, it happens all the time.
Speaker 1 (19:41):
The more conscious home you are of it, the more
you can actually just laan and go like, am I
making a good decision for a quick decision? Which is
a really important question for someone who's details ask himself.
Speaker 2 (19:50):
Yeah, that is such a good question.
Speaker 1 (19:52):
So stick around because what we'll do next is we'll
give you a couple of shortcuts as to how to
use this at work, maybe in a couple of one
liners when you're working with different styles.
Speaker 2 (20:08):
Okay, Lise, bring me home. How do I actually apply
this to work.
Speaker 1 (20:12):
Okay, So if you want to work better with people,
here's how to meet them where they're at. I'm going
to give you a couple of one liners, because that's
as much as you can take out of today. Someone
shared with me yesterday a great phrase called out one
useful thing. If you take one useful thing out of this,
make it one of these lines.
Speaker 3 (20:29):
Okay, so I love that.
Speaker 2 (20:31):
Write that down.
Speaker 1 (20:32):
I love out so yeah. So if you are working
with a D style, the kind of thing you would
say to them is, here's what we need to decide today.
For an ESTYLE, I love your energy. Let's pick one
idea to run with. If it's an S, what do
you think the team needs here? And for a C
I've gone through the details. Here's what I found.
Speaker 2 (20:51):
I love how you memorize all of this, Like, guys,
this is not in our note like, this is just
a memoris. Oh, she knows exactly how to talk to everyone.
Speaker 1 (20:59):
This is crazy spiral after reading your book. So these
are just like small shifts. That's right, and you actually
said this earlier. These are just small shifts in language.
You to go, hang on a second before I speak,
what would be the best way to connect with this person,
because I think the actual eye opener with this is
is that when we grow up, we're taught to treat
(21:19):
people the way you would want to be treated.
Speaker 3 (21:22):
Yeah.
Speaker 1 (21:23):
Seems nice, doesn't it. But the actual game changer is
when you treat people the way they want.
Speaker 3 (21:28):
To be treated. Yeah, then you can connect with them.
Speaker 1 (21:32):
They feel understood, and you're going to make progress And
this is important for me a lot faster.
Speaker 2 (21:38):
Yeah.
Speaker 1 (21:38):
So, I think the last piece of this is really
you know, we've talked about other people and other styles.
Very important part of the equation is know your own
style and be able to name it, which you can
do now, and you can talk to people about it.
You don't need to apologize for how you work, you know,
whether you're fast paced or detail obsessed or a total
people person that just wants to hug everyone. But it
does help to give people heads up.
Speaker 2 (22:00):
Yeah.
Speaker 1 (22:01):
So I've got an operations manager who works with me
and she is sc and I'm id right, So I
remember early on working together and I'm like, yeah, she
thinks I'm really rude. Okay, I need to change this.
So I said to her, I move quickly. If I
ever skip something important, I want you to call it out.
That was opening it up right, like I was owning it,
(22:21):
but also like, hey, please call me on this. And
you know, conversely, like if I was in her shoes,
she's sc she's that slower paced, task oriented. She needs
to say something to me like I need a bit
of time to think before I respond, like I'm not
ignoring you, and then I know it's received. We're moving
forward still, but I'm giving her the space to do that.
Speaker 2 (22:39):
Yeah, it's so good. It's also good that you show
that people shouldn't just adjust to the way that you are.
Like for example, when you said, call me out if
I miss something important, it's not just I work really
fast paced to get on board or I work really
fast paced. That's just who I am.
Speaker 3 (22:55):
Your style is not an excuse.
Speaker 2 (22:56):
Yeah, exactly.
Speaker 1 (22:57):
You're using it to understand your blind spots. You're using
it to adapt because then if you know your default mode,
which we often get into when we're stressed by the way,
you can be the one who flexes first, and you
can help take the friction out before it builds up.
Speaker 2 (23:10):
Yeah that's so good.
Speaker 1 (23:11):
So we don't want you to change who you are today.
We want you to just make sure that you understand
who you are and make it easier to just get
it done with less second guessing, and wave a fewer
awkward moments along the way as well.
Speaker 2 (23:22):
Ah, and do the disk TSK and make sure you
dm us and let us know what type you are,
because I am just so interested in this right now.
Speaker 1 (23:30):
Yeah, please do and we would love to find out.
I wonder if all these listeners are ID like us
or SC. So the last thing I'll leave you with
them is if things feel off in your team, like
not bad, just a bit clunky, you know that feeling,
try and look at the working styles. You're going to
go away and do disc maybe even sharing around with
a couple of people in your team. And then you're
going to do three things. So you're going to notice
(23:52):
the clues what do people need to do their best work.
You are going to flex your style, like even a
little bit to meet them where they're at. And then
also you're going to own your defaults and talk about
them so it doesn't have to be so hard. You
just want to see these patterns and then everything else
will get much easier and much clearer as you go along.
Speaker 2 (24:09):
Ah. So good, this did feel like a therapy session.
Speaker 3 (24:12):
It is. I told you it would be like group therapy.
It's now we feel seen.
Speaker 2 (24:15):
Now, we feel seen, heard and understood.
Speaker 3 (24:17):
Exactly, and now we can go and diagnose everyone else.
Speaker 2 (24:20):
We will be diagnosing everyone. Yes, we were loudly thank
you so much for listening to this week's episode of BIZ.
We know you're juggling deadlines and meetings, so thanks for
spending a part of your day with us. Hopefully these
insights help you tackle your next workplace challenge with a
bit more confidence. Plus, if you want extra content, please
follow us on Instagram at biz by Mama Mia for
(24:41):
all of your weekly workplace insights and behind the scenes stuff.
If you want more of these topics, check out our newsletter.
It is completely free. We'll put a link in our
show notes for you to sign up to that. BIZ
is produced by Georgie Paige and Sophie Campbell, with audio
production by Leah Porges. We'll be back here in your
podcast feed next week with more no nonsense work chat.
(25:02):
But until then, back yourself, ask for what you want.
I remember even the most confident people are figuring out
as they go. We will see you next week.
Speaker 3 (25:11):
Bye, Love that see then
Speaker 2 (25:22):
Mamma Mia acknowledges the traditional owners of land and waters
that this podcast is recorded on
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