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When it comes to people, there are four distinct areas of strengths:

• D – Dominant
• I – Influencing
• S – Steady
• C – Compliant

A person can fall into any one of these categories, and many are a combination of these. It is what makes human behavior intriguing.

Two people can look at an issue and see it from very different perspectives. And when it comes to action, each will resolve an issue in their own unique style.

• A D will quickly assess the situation and take action, usually in the form of directing others.
• An I will generate ideas and begin to focus on the people aspect.
• An S will lay out a plan that goes from problem to solution in the most efficient manner possible.
• A C will think, ask questions, and then provide a quality solution.

Compete or Complete?

And herein lies the conflict – or the opportunity – depending on whether the leader and team members have learned one simple concept: Compete or Complete.

Complete looks like this.

A D-wired leader announces to his team, “We’re going to launch a new program in three weeks. It will have five video class modules. I’ll need a marketing presentation, and we will market across our three main social media channels and the website. Are there any questions?”

What the D-wired leader may not realize – and may not want to know – is that there are hundreds of details that go into each facet of the program launch. All the D-wired leader wants to know is that it is in progress and that it will be delivered. He is available for questions, as long as they are brief and solutions based.

So, his team goes about their work.

• The D-wired leader quickly records the videos and hands them off to the team.
• Miss S. will create the process, framework, and content and share them with the team.
• Mr. C. will set up the website and collaborate with Miss S. on the details.
• Mr. I. will prepare a robust presentation, complete with gamification and interactive video. “These will keep the audience engaged,” he says.

With the project in the hands of his capable team, the leader only needs to check in periodically to see if they need anything. Beyond that, and with just a few questions, the team inherently knows what to do.

Why does this work?

It is because each person is enabled to work in their strengths zone. And the leader, working in his, allows them to lead in those strengths.

These four letters, working together, complete the project, on time and on budget. With clear directives and clear strength lanes, they can work together with high productivity and little friction.

Compete looks like this.

Now, let’s look at this same scenario, and mix things up a bit.

We have the D-wired leader, who announces the project. On his team are two I-wired team members, a D-wired member, and a C-wired member.

When the D-wired leader announces the project, Mr. D. pushes back: “I think we should do this instead.”

They argue over timelines and priorities, until Mr. D. storms out of the room.

“We’ll do a whiteboard session to brainstorm ideas,” the I-wired team members say.

Mr. C. has questions: “Who will provide the content? What should be included on the website? Do we have compliance documents for the site? A program description? A bio? Graphics? Is there an ecommerce tool set up for purchases or a signup form?”

The D-wired leader gets a bit agitated. In his mind, he is thinking: “Mr. C. is trying to hold up progress again with all those questions. Could we just get started already?!”

The I-wired team members meet, and they do, indeed, come up with the most creative ideas.

“We need an app to gamify the program. And we’ll create a marketing series, complete with live ads, covering all the social media channels possible. 52 marketing videos would be great, because we can target all the different possible audiences and scenarios.”

Mr. C. cringes. “Do you know how long it will take to create the app? And to edit all those videos? Do we even have prospects on all the social media platforms? I’ve only seen three as sources in the analytics. Maybe we should limit the scope a bit and create a more targeted marketing strategy. We only have three weeks.”

The I’s are disappointed, but optimistic. “You can do it, Mr. C. You have pulled off the impossible before. This will be so much fun for everyone. We just have to do it!”

The team is getting nowhere fast, so Mr. D. comes back into the picture. “Look, everybody, this project must be done by the deadline. What’s the holdup? Maybe I should just jump in and do something here to get things moving. I’ll have an outside team do the 52 videos.”

The I’s are off and running, creating a library of graphics and even more ideas. Mr. D. steps back out of the picture. And Mr. C. is trying to make sense of the blank slate he was given. He feels the pressure of the deadline and the frustration of the out-of-control scope of work. And, yet, he knows he must deliver because he has a high sense of responsibility.

What is the problem?

There are several issues – a gap in the team, lack of communication, and competitive vs. complementary team members

What would solve the problem?

Hire an S-wired person to attend to the details.

This person would lay out the plan and pull the team together. They would be able to make it as efficient as possible. And they would be able to respectfully challenge the scope and timeline. They would also be a bridge between the task-focused D’s and the people- and idea-focused I’s, while also giving Mr. C. a clearer vision of what needs to be done.

Consider the team ratio.

Two D’s and two I’s with only one C and no S is a recipe for disaster. There will be stress to produce the unlimited ideas, with not enough support to make it happen. There will be unfinished projects. This is why, in a typical work setting, it is common to find just one D on a team, and more S’s and C’s than others. This is what it takes to start, generate, and get things done.

Teach the team the value of each person and their strengths.

Knowing how team members think and operate helps them understand each other. It helps them see they are on the same team, going in the same direction, and running in parallel strengths lanes.

For valuable resources on Leadership Strengths and Tools, click here.

Deb Ingino is a highly sought-after executive coach, mentor, consultant, and speaker worldwide. Deb is well versed in business operations and in the importance of asking key questions most business leaders won’t ask themselves. She brings deep experience in leadership development, strategy, high performance team building and effective communication. She has a passion for leading people to discover and maximize their strengths as well as those of fellow team members, while offering advanced strategies to achieve high performance. Deb is the perfect fit if you’re ready to take your leadership and impact to the next level!