Communication improves fastest when it stops being generic advice and becomes a practical response to real behavioural differences. DellonVille’s Behavioural Strategy for Growth is built around this idea, using the Maxwell DISC Assessment to help individuals and teams understand how they behave, communicate, and lead. When people can predict how a message will likely land for different styles, misunderstandings reduce and working relationships get easier.​

DISC is not about putting people in boxes. It is a shared language for noticing patterns in how people prefer to work, make decisions, handle pressure, and communicate. Once a team has that shared language, it becomes possible to adjust tone, structure, and timing without feeling fake or overthinking every conversation.​

What DISC tells you​

The DISC framework describes four behavioural styles, Dominance, Influence, Steadiness, and Compliance, and most people are a blend with one or two styles most prominent. DellonVille highlights that understanding your DISC style can help you communicate better, lead smarter, and build stronger relationships. That is because DISC focuses on observable behaviour and preferences, which are often the real source of friction at work.​

In day to day communication, people often assume others think, decide, and interpret information the same way they do. DISC helps replace assumption with insight. This is especially useful in leadership, where the same message needs to work across different personalities, roles, and levels of confidence.​

The four styles at work​

To use DISC effectively, focus on what each style tends to value in communication. These are general tendencies, not rules, but they are often enough to prevent avoidable tension.​

• Dominance often values speed, clarity, directness, and outcomes.​

• Influence often values energy, connection, big picture framing, and optimism.​

• Steadiness often values calm tone, trust, consistency, and time to process.​

• Compliance often values logic, detail, accuracy, and clear standards.​

When a message fails, it is frequently not because the idea is wrong but because the delivery did not match what the other person needed in that moment. DISC gives a practical starting point for matching delivery to audience.​

How to adapt your communication​

Adapting communication does not mean changing who you are. It means choosing a communication approach that helps the other person hear you with less resistance. This aligns with DellonVille’s emphasis on clear communication as a core leadership skill and communicating with confidence, structure, and intent in everyday and high stakes situations.​

Here are practical ways to adapt using DISC.

If you are speaking to a high D style​

• Lead with the point and the desired outcome.​

• Keep options limited and focus on decisions.​

• If there is risk, name it briefly and propose a next step.​

If you are speaking to a high I style​

• Start with purpose and possibility before detail.​

• Use stories, examples, and a positive tone where appropriate.​

• Confirm alignment verbally and end with an energising next step.​

If you are speaking to a high S style​

• Slow down and signal stability and support.​

• Explain the why and how change affects people and workflow.​

• Ask what they need to feel confident and give space for questions.​

If you are speaking to a high C style​

• Bring evidence, definitions, and clear criteria.​

• Separate facts from opinions and clarify what is known versus assumed.​

• Provide written follow up or a simple structure they can review.​

This kind of adaptation is one reason behavioural insight can drive faster growth than repeating generic communication tips.​

Using DISC in meetings and feedback​

DISC becomes powerful when it is applied to recurring communication moments, not just personality discussion. Two places where it consistently pays off are meetings and feedback. Both situations trigger strong preferences, and both can quietly damage trust if handled in a one size fits all way.​

For meetings, DISC can guide how to share agendas, pace decisions, and handle open discussion. A direct decision segment supports high D preferences, while a short relationship check in supports high I preferences, and clear pre reads support high C preferences. A consistent cadence and predictable process helps high S preferences engage with confidence.​

For feedback, DISC can guide tone and structure. Some people prefer direct feedback quickly, while others need context, care, and time to reflect. With DISC, feedback can stay honest while also being received as intended rather than triggering defensiveness.​

The biggest DISC mistake​

The most common mistake is using DISC labels as justification. Saying “that is just my style” can turn a growth tool into a fixed identity. DellonVille positions behavioural insight as a route to grow faster and work better together, which only happens when people use the insight to adjust behaviour, not excuse it.​

Another mistake is assuming style equals skill. A person can be high D and still avoid hard conversations, or high C and still miss key details under pressure. DISC shows preference and pattern, then development work builds the skills that create better outcomes.​

How to get started​

If a team or leader is serious about improving communication, a useful starting point is a structured behavioural assessment and debrief. DellonVille’s BSG offering centres on the Maxwell DISC Assessment and is designed to help people understand how they behave, communicate, and lead so they can grow faster and achieve more. From there, coaching, training, and team development can focus on specific behavioural shifts that improve collaboration and performance.​

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