Change is a constant in organisations, ranging from minor process adjustments to major restructuring and mergers. Such changes are essential for long-term success, but they often face resistance from employees and stakeholders. A major reason for change initiative failures are often our leaders’ neglect of the human aspect of transition. Regardless of the scale, change requires stakeholder support, and leaders need to understand team members’ natural reactions to change. Assessments, such as the DISC Profile, Driving Forces Profile, and Emotional Quotient, can support leaders gain commitment by identifying the different needs and wants of team members.
The DISC Profile is a powerful tool that measures four core behavioural tendencies that are key to understanding team members’ natural reactions to change and stress. By gaining insight into these behavioural tendencies, middle managers can better adapt their leadership style to each individual team member, thus increasing their team’s engagement and productivity. By understanding each team member’s natural tendencies, middle managers can better manage change and stress in a way that resonates with each team member, which helps to ensure that change initiatives are successful. Additionally, by gaining a deeper understanding of the different behavioural styles, middle managers can build more cohesive and productive teams, as they can leverage each team member’s strengths and adapt to their individual needs.
The Driving Forces Profile is another valuable tool for middle managers. This assessment measures 12 personal drivers or motivators, allowing middle managers to identify what motivates each team member to take action. By aligning tasks with team members’ core motivators, middle managers can increase engagement and productivity, and develop effective strategies for leading change. When team members are motivated by tasks that align with their core motivators, they are more likely to be committed to change initiatives and feel empowered to contribute to their team’s success.
Finally, the Emotional Quotient assessment measures five core dimensions of EI, which helps middle managers to identify and manage emotions that may cause resistance to change. By gaining insight into team members’ emotional states, middle managers can develop effective strategies for leading change that energise team members and ensure their commitment to the initiative. They can identify negative emotions that may be hindering team members from embracing change and develop strategies to manage those emotions in a positive way. By doing so, they can create a more positive and productive work environment for their team, leading to better overall performance and success.
In summary, the features and benefits of these assessments are crucial for middle managers. By using these tools to understand their team members’ natural tendencies, motivators, and emotions, middle managers can build more productive and cohesive teams, manage change and stress more effectively, and develop strategies that empower team members to contribute to the success of the organisation.
