The behavioural DNA of a typical TEC member

Exploring EQ (Emotional Intelligence) & the motivating behaviours evident in the ‘typical’ TEC member.

After running over 70 presentations, from a behavioural perspective, a pattern has emerged as to the type of member TEC attracts and keeps. This article will bring data to the table and explore the natural strengths and weaknesses in the behaviour of your typical TEC member. There are generic challenges that arise out of what I have found with the such a TEC member. Challenges include, building trust, dealing with conflict, flexibility & handling differing points of view.

“Emotional Intelligence? That’s an oxy-moron! How can you be “intelligent” and “emotional” at the same time?”

This was a common response particularly when I first started presenting “Applied Emotional Intelligence” over 12 years ago to TEC groups. More and more research confirms, (such as “Built to Last” & “Great by Choice” Jim Collins) there is a strong link between Emotional Intelligence (EQ) and business success.

The cynics are becoming fewer.

That doesn’t make it any easier however to understand and apply EQ to business.

TEC members seem to have a thirst and equally a frustration working out this ‘emotional intelligence’ piece of their Management equation.

A tool that I have found particularly useful in helping TEC members grasp EQ is called “DISC Profiling”. The DISC profiling process came out of research back in the 1920’s by Dr. William Marsden “Emotions of Normal People” who wanted to work out ‘what drives people’s different behaviours?’. Then in the 1960’s Dr. John Geier developed the “DISC profile” to help people measure these drivers– Why they do and behave the way they do.

In a nutshell “D.I.S.C.” represents four quadrants of behaviour (see Table 1). Behaviours we exhibit depending on the environment we are in. Similar behavioural models use birds to help visualize and identify these behaviours (refer: “Taking Flight” Rosenberg & Silvert):

  • ‘bold’ Eagle (“D” behaviour),
  • ‘flamboyant’ Peacock (“I” behaviour),
  • ‘peaceful’ Dove (“S” behaviour) and
  • ‘wise’ Owl (“C” behaviour):

Table 1: Brief summary of DISC:

Type Behaviour Motivated by Characteristics Indicators
Eagle Direct & Decisiv Power & Control Risk taking & Task oriented Strong Willed Bold Competitive
IPeacock Interactive & Inspirational Recognition & Influence Risk taking & People oriented Talkative & Fun loving
SDove Steady & Supportive Acceptance & Stability Risk reducing & People oriented Sincere & co-Operative
COwl Cautious & Correct Security & Correctness Risk reducing & Task oriented Logical & Thorough

The key is to recognise that we have a unique combination of D.I.S.C. behaviours. However we do tend to revert to a couple of behaviours that are our natural preference, ‘wiring or DNA’.

The DISC profile measures below were gathered from 40 TEC members participating in ‘Applied Emotional Intelligence’ sessions from four recent TEC groups. The results revealed some interesting patterns in TEC members; patterns that reflect my experience working with nearly 1,000 TEC members over 12 years.

Strongest Behaviour % Behavioural Preference* %
D 56.1% D 77.5%
I 3.6% I 20.0%
S 17.4% S 35.0%
C 22.9% C 75.0%

*It is important to note that around 80% of the population have 2 DISC behaviours, such as a D & C or S & C combination which are their natural behavioural preference, ‘wiring or DNA’

  • “Strongest behaviour”= measures “which of the four DISC behaviours is the strongest preference for the TEC member?”
  • ”Behavioural Preference”= measures “which DISC behaviours are a natural preference?”

The results are not surprising. “D” rates as the strongest rating behaviour for 56.2% of TEC members while 77.5% have D as part of their behavioural DNA. “D” behaviour is driven by the need for Power & Control. In other words they prefer to call the shots, than be told what to do!

They love TEC because they love fierce conversations (no ‘BS’), making life efficient and continually focus on results.

Heading up or creating a business can be high risk and thus tends to attract people who are comfortable in taking risks and driven by getting results. TEC provides that framework.

75% of TEC members are driven by the need for security, correctness and compliance (C behaviour). The need to get things right, need for process.

They love TEC because it helps fine tune systems, processes and procedures. Quality and accountability are king!

So, where does EQ fit into the TEC picture?

From an EQ perspective, the challenge for TEC members with 77.5% and 75% of members respectively having D & C behaviour as part of their DNA means that their world is highly TASK driven. Results tend to be more about taking risks, getting systems, processes and procedures right.

The danger:staff may in themselves become just another “task” versus an “asset” to be nurtured, coached and engaged.

Believe it or not, EQ is not about being touchy feely. It’s more about maximizing your people’s input, engagement and thus productivity. No point having great products, systems and processes but no decent person wants to work for you!

A challenge to TEC. Is TEC attracting a certain type of business owner/director? Are there opportunities to target a wider community of leaders that are not being tapped?

Finally, the KEYS TO HIGH EQ:

  • knowing yourself: strengths/weaknesses
  • knowing what drives you (knowing your D.I.S.C. preferences)
  • knowing what drives those who are most important to you and
  • taking responsibility to build your key relationships (high EQ)

Emotional intelligence is more related to your ability to be flexible than where you live in the world of DISC.

Good luck!

By the way, if you are looking to sharpen your EQ check out ‘Leadership NOW’

About the Author

Wayne Dyson is the Director of Bridgeworks – a specialist leadership and team development consultancy dealing in people skills for professionals. Delivering processes that build collaborative work environments where staff are fully engaged. Providing the starting point is helping managers find the sweet spot between managing process and leading people. His programs have been delivered nationally and in USA, SE Asia, UK, & NZ.