011-Replay & Retool: Understanding DISC Part 2

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Adam Salgat 0:09
Announcer, hello and welcome to Beyond the class from knowledge to action, the audiocast that helps Chapman foundation Alumni continue their journey of applying the skills they’ve built and turning them into practical, intentional actions for everyday life. I’m your host. Adam Salgat, this episode is another replay and retool this series is our way of revisiting meaningful lessons from earlier audiocasts. They are designed to help you bring the skills you learned in our community lessons back to the surface and to keep them alive in your daily interactions. As mentioned at the end of our last episode, we have a brand new resource available for alumni specifically related to understanding disc behavior types the beyond the class toolkit disc is designed to help you deepen your self awareness and bring conversations around disc to your team in a meaningful way. The entire PDF is downloadable and yours to keep. Feel free to print it and bring it to your team or just use it as a personal reflection exercise. The link to this powerful tool is in the description. All right, let’s step into today’s replay and retool in this episode, we’re continuing our conversation with Chief program officer Katie Trotter about two disc tendencies, S and C, and how insight into them can inform your communication style, the way you partner with your teammates, and your ability to develop richer connections. Disc is a foundational part of the our community listens framework, and it continues to be one of the most requested refreshers from alumni before we jump into the archived conversation. Here are a few things to listen for. First, how S and C tendencies show up at their core, the steady people focused s and the precise detail driven C. Second, the real life stories, from family moments to everyday workplace dynamics that make learning more relatable. And finally, notice the common over extensions like s pulling inward or C getting stuck in analysis and how understanding them can completely change how we communicate. Then be sure to stick with us till the end For more practical tips you can use right away. Okay, let’s step back into the original conversation.

Adam Salgat 2:32
Today, we’re going to cover the tendencies S and C, but before we get there, I want to give a couple of reminders. I’m going to ask you, actually to give a couple of reminders about us talking about these two tendencies. One thing

Katie Trotter 2:45
that I think is important for us to not lose sight of is that 95% of the population is actually made up of some blend, or at least more than one behavioral tendency. So as we go through talking about S and C today, we’re really talking about them in their purest form. So it wouldn’t be uncommon if, as someone’s listening, there will be parts of what we talk about with the s that makes sense or resonates and parts with the C that might resonate or make sense or connect with it’s really just talked about in this focused way for us to better understand the differences.

Adam Salgat 3:18
It is a good reminder, because we’re all we’re all kind of a mix of everything around us and everyone around us and all of our experiences. So different personalities, different tendencies can come out in different ways. So let’s step into high s tendencies, or steadiness. Let’s talk about that.

Katie Trotter 3:37
Yeah, and the S tendency, Adam, I’d like, always like to start off with the unique needs of the different tendencies. So the s tendency actually has the need to serve a higher purpose. They want to know how what they’re doing is feeding into something bigger than themselves.

Adam Salgat 3:54
I would imagine a lot of s tendencies could be found in the nonprofit world. I’m sure that’s something that throughout your career, maybe you’ve run across. Is that true? Yeah, I

Katie Trotter 4:05
would say that that’s a pretty common theme. Also, when you’re looking at people who are volunteering, serving on boards, sometimes it has this natural pull for people who are wanting to see that their work is feeding into something different.

Adam Salgat 4:18
That does make a lot of sense. What else about the s tendencies, what’s some of their team strengths?

Katie Trotter 4:22
On a team, they tend to be known for being patient and very results oriented. They like to keep kind of some harmony. So they tend to be very in tune to what’s happening on the team, right? They might notice that there’s a person who normally speaks up, who’s not they’re aware of workloads seem to be a little bit off balance. So they do a great job of kind of keeping tabs on everyone to see how the team is doing.

Adam Salgat 4:47
So they have a little bit of that intuitiveness, the ability to read people that some would say kind of read a room, yeah.

Katie Trotter 4:55
And it’s interesting, we talked about how the D and the i tendency are known for. Being a little bit more active. So now today, as we’re talking about the S and C tendency, we flip to this more reserved side. So the s tendency is going to have a thoughtfulness in general, where they’re going to be wanting to make sure that things are being thought through. That there’s a lot of good reasons, but they still tend to be focused more on the people aspect first, as opposed to the task.

Adam Salgat 5:23
So they are one that would be results oriented, as we stated. But like you said there, the results might take a backseat to the people first. They may check in with their people a bit before they check in with where they’re at on their work. Yeah, absolutely. What about any over extensions like what? What do we see with someone with a high s tendency when maybe they’re in that stressful situation?

Katie Trotter 5:47
So with high s tendencies when they’re under stress, they can become possessive, and I know that that word sometimes can mean different things to different people, so I like to just give a couple of examples of how that might show up under stress, an S tendency person might have the inclination to become possessive of their thoughts and feelings. So the more stressed someone with highest tendencies gets, the less likely it is that they’re going to speak up on their own accord about what they’re thinking and feeling. The other way that the S tendency can sometimes show possessiveness is over the people or tasks that are closest to them. So the s tendency can take on task projects. I just want to do it myself. When they’re overextended and they’re really closest people in their span of care, they might really try to hold on too tightly.

Adam Salgat 6:37
It’s interesting. I think about my parents sometimes, and you said something in there about wanting to do the task themselves. And I know my father was never clinically diagnosed with any type of obsessive compulsive but there’s elements of his personality or his tendencies that come into play when it comes to when it comes to that, for example, we used to burn firewood as a kid, and he’d get planks of wood that we would cut up, and he’d have them on the wagon, and he’d unload them himself, and he would count how many planks of wood. It was like he needed to do that. Yeah. And I asked him one time, why did he do that? And he said, Well, for one, it keeps my mind busy, and he liked that. And then for two, he had an idea of whether or not he was getting about as many as he got the last time, because they don’t, they kind of just dump it right? So they, they don’t really give you an exact amount. It’s not weighed or anything like that. So it was his way of doing it. But the other element there that he was a little not obsessive, but doing it, taking the task on, and being possessive of it. For him was, I believe he wanted to make sure it was done the right way, or in the very least, done what he believed to be the right way, his way. And so at times, I think that, as an over extension, caused him to not necessarily be much of a teacher, like there’s elements of things that I did not learn until I was a little older, and in then doing them myself, when maybe the opportunity wasn’t given to me. Now, I don’t want to talk negative of my father. There’s many, many great qualities, but that’s always something that I kind of realized as I got a little older, why I didn’t learn certain things, because he he wanted to keep that possessiveness to to this. And when I think about his personality or his tendency s would make a lot of sense, because he is a team guy, but he also he wanted to provide and he wanted to make sure that we were as steady as possible. So there weren’t a lot of risks taken in our home. He never took a lot of risks like, you know, he was not an adventure seeker. I guess you could say he’s he’s not an adventure seeker. And so there’s elements of that that I find interesting. When I think about the dynamics of my dad, Adam, I

Katie Trotter 8:49
think you hit on so many things that we talk about with the S tendency, because you hit on that need for stability and that steadiness, and the fact that just because under stress, sometimes s tendencies can pull in and want to take things on on their own, that in general, they do great with that team environment, which what you were speaking to,

Adam Salgat 9:08
yep, yep. He definitely would, when there, when the opportunity arose. And, you know, he, he was a great father in that way. So it’s just interesting kind of looking back and having more more knowledge as an adult, and thinking about what we what you go through as a child, and and learning a little bit more about where your parents might have been coming from and understanding it better

Katie Trotter 9:29
now, yeah, I think after having gone through some additional training on extended disc, it has definitely shifted how I revisit my childhood memories.

Adam Salgat 9:38
Sure, sure. Yeah, I can imagine that tell me a little bit about how an S tendency likes to be communicated with Adam.

Katie Trotter 9:46
There are so many different ways that we could head with that particular item, because it reminded me when you made that comment about your dad, about not necessarily taking additional risk. You know, when we were talking about community. Indicating in our previous podcast, the high D tendency. Wants to seek out that personal challenge. They want to take on the risk. And so when we use that sports analogy about the D tendency player in that end play, right, they want to be the one taking the shot. They want that weight on their shoulders when the s tendency, if we’re going back to that theme of our sports analogy, when they have that last shot and that is riding on their shoulders, when you’re communicating with that s tendency, you want to reduce the perceived risk, so as opposed to, you got this, this is the game winning shot opportunity. When you’re talking with the S tendency, it’s more along the lines of, you’ve done this 1000 times before. This is like every shot that you’ve taken, regrounding them in that tradition, reducing the risk. So I think that also applies when you’re looking at the work environment, right? When we’re making a change to a process, when we’re rolling out a new program, when you have someone with highest tendencies who has to give a big presentation, right, reminding them that it’s going to be okay, no matter what, however it turns out, but also that it’s they already know it. They’ve got it. You know, all of that type of encouragement can be helpful.

Adam Salgat 11:15
You said a word in their tradition. That makes a lot of sense. And I think when I think of s tendencies, tradition, I’m guessing, is a high value for them often. So applying that to work and using that word, I think, is an interesting concept, and I think it’s a it’s a good thought. Depending on the person you’re speaking with that they may connect with the idea of, like saying, instead of, you know, implying you’ve done this 1000 times. Maybe say this is a tradition. You’ve traditionally handled these types of requests, so I believe you can get through it. Because I think about my wife a little bit when she’s stressed about work, and I think, and I’m kind of in my head, going, you’ve done this before. You’ve done it before. Now she I know she has and she gets there. We’ve talked about that in different podcasts, the ability to allow her to process a little longer than myself, and she gets there, and she realizes it, and she knows but in that initial moment, there’s definitely that stress of change or something that’s different, or a new added pressure, which might be a student in her case, absolutely, I think reminding people about that tradition that they have and that consistency that they’ve shown can settle an S tendency.

Katie Trotter 12:33
Yeah, and the other thing that I want to pull out from what you just shared Adam, was that needing time to process, right, I have a lot of is tendencies, and sometimes I feel like I need to wear the t shirt that just says needs time to process. So people are aware that it’s not that I’m not going to respond. I just need a little bit of time. And so when we talk about ways to communicate with the highest tendency, if you announce something in a staff meeting and you want an answer right away, that can be a really big challenge for the more reserved sides of the tendencies. So sometimes, if you’re communicating with the highest it’s either can you give them the information upfront, like beforehand, and then let them know that you want their thoughts and feedback, and if you can’t, because it’s real life, and that doesn’t always work. If you have to drop something in a meeting or in a conversation, it’s really beneficial to then do personal follow up with the person, to go back to say, now that you’ve had some time to think about it, just kind of wanted to check in and see where you’re at.

Adam Salgat 13:32
Great. That’s awesome. Let’s cover some strengths and limitations of the s tendency. I know we’ve already kind of done it in a way we’ve been speaking, but I want to go through our list just so people have the opportunity to hear it, because we’ve done it on the prior two tendencies as well.

Katie Trotter 13:47
Yeah, so our s tendency tends to be known for being dependable, and we’ve touched on this already, but our results oriented, they are seen as being loyal and trustworthy, and in general, can come across as being good listeners, patient and empathetic, and I think a lot of that comes from that desire of the s to keep the harmony on the team and to make sure that people are okay. So a lot of those strengths align

Adam Salgat 14:08
with that got it. Limitations would include so our s

Katie Trotter 14:12
tendencies, because of the need to think through all of the details and have time to process and make sure everybody’s taken care of and okay, we can be seen as taking a long time to adjust to change. So sometimes I like to use the analogy that maybe your D and I tendencies are like a speed boat with change. They see an island, they see an island, they see an island, and they’re adjusting quickly, whereas our reserve tendencies S and C, you could think of them more like a barge with change. So they’re gathering the information that they need. They’re thinking about it. They’re processing as they’re turning the barge. And then when they are headed in a direction, they are going to get there with a lot of power, but it can take a little bit longer for them to make the turn.

Adam Salgat 14:56
What I really love about that analogy and that visualization in my. Add is thinking about the two boats physically, not only the pace of which you just described, but the ability for each of them to carry knowledge or to carry information. Now, it isn’t to say that you can’t pack a lot on a speed boat to carry that knowledge, but when you think about that barge along the way, they’re collecting the data, they’re looking at it in a certain way that now they’re loading that barge ship up with all these stats potentially, which we’re going to talk about, I think, in the sea tendency a little more, but stats or information just tidbits that they need to maybe it’s questions that they have that they’re now getting answered, and therefore it’s kind of all collecting on that barge as they move from Island Island? Yes, I

Katie Trotter 15:41
love that, right? If the speed boats like here’s this great new program or great new initiative, then the s tendencies contribution is often, what are the processes that we need in place to support the people? What are the trainings that need to be provided? How do we roll out this new messaging to people to make sure they’re supported as they move forward? And I think a sign of a really healthy team an organization, is when the people on the barges are thankful for the people on the speed boats and their ability to drive things forward and have big visions, and then when people on the speed boats take the time to recognize and celebrate and acknowledge the important work that the barges are doing because they’re both needed, but if you can have a better understanding of the why and where those actions are coming from, I think it can really go a long way.

Adam Salgat 16:29
Yep, and it’s kind of cool to think about it again in the visual of a speedboat. It’s helping clear the way. Like they’re they’re clearing the path in a way. I mean, they’re not physically going to be able to do it, but they’re like a scout ship. Yeah, cool. So anything else you want to add about the s tendency? The one

Katie Trotter 16:47
other overextension with the S tendency that we often talk about is the fact that we can be known to hold a grudge. And I know that when I first went through the class and heard that, I had a really hard time with that concept, because I felt like there have been a lot of things in my life that have happened that I feel like I’ve done a lot of forgiving on and I remember being in class one time and someone with the highest tendency said, it’s not that I don’t forgive, it’s that even years later, when I think about it, I still feel the same emotion with the same intensity, so that grudge can be holding on to emotion intensity long after an event has occurred. So you could think of that as sometimes being a challenge when it’s some time that you’ve been hurt or offended or sad, but at the same time, I can think back on vacations or memories from 810, 12 years ago, and I can still feel the joy or the laughter or the happiness with that same intensity of the time that I was actually in that moment.

Adam Salgat 17:50
It’s such a cool reminder, and I’ve heard that before about the s tendency, and it’s such a interesting way to think about it, because, like you said, it doesn’t necessarily mean they haven’t forgiven. It’s just that the emotions for them are almost, almost just like in the moment, even though it’s been years, potentially, right? Yeah, absolutely. I like your reminder about it being potentially tough feelings to go through, but also potentially joyful feelings that get brought up. So that’s pretty cool. All right, let’s move on to our high C tendencies, our conscientious tendency

Katie Trotter 18:25
and the psychological need of the high C tendency is for perfection, which means that on a team, they tend to be really strong in being accurate and intuitive. And one of the things with the C tendency is when they’re looking at this perfection, it’s not just they expect everyone else to be perfect. They expect themselves to hit every high standard, or higher than what they hold for everyone else.

Adam Salgat 18:53
That’s an interesting if we go back to the sports analogy again, you probably have a lot of team captains in that kind of space who depending on the style of their leadership, may put a bit of pressure on their teammates, but also it’s probably more about themselves, sending the example and being perfect, perfect on the ice or perfect on the field, whatever it might

Katie Trotter 19:16
be, yeah. And as you convert that into kind of that work environment, one of the skill sets and gifts that the person with C tendency can have is that any situation or any process or program, they tend to be able to see how it could be better,

Adam Salgat 19:31
interesting. Yeah. So that it’s analytical,

Katie Trotter 19:35
it is very analytical, right? So whereas the s tendency tends to be focused on people first and then task people with high C tendency tend to see the task first, and then they can turn and tend to the people.

Adam Salgat 19:47
What types of job positions or roles might this type of tendency fall into?

Katie Trotter 19:53
Well, if it were me, I would really want to look for some high C tendencies in my accountant, maybe a heart surgeon. Anyone who’s doing these high pressure situations that requires a lot of attention to detail, and you want it done really, really well,

Adam Salgat 20:08
I got it. Yeah, that makes sense. Tell me a little bit about how a C tendency might be, might prefer to be communicated with.

Katie Trotter 20:15
So with our C tendencies, it’s helpful to have a lot of data and information. So as you are bringing up a topic or discussing it, you’re really going to want the details and to know that you’ve thought through your decisions or your questions or whatever it is that you’re discussing. So for example, if you go into a staff meeting and you announce a change, you might want to be prepared for. Why are we going to do that? What made us decide that’s the right change? What evidence do we have to support making that decision? Right? There’s a lot of questions. So if you can proactively come in and have all of that information prepared or already presented, it can go a long way.

Adam Salgat 20:56
And so I’m guessing, if you were to lead with how this is going to impact the people depending on of course, like we mentioned, 95% of people are not just one tendency So, but if you were to lead that conversation about change with how it’s impacting the people you serve, or the people in the organization, they they may have a tendency to tune out a little bit all Depending if they’re not getting the data up front.

Katie Trotter 21:23
Yeah, right. So these vague statements or vague details could be challenging, right? So if we’re like, it’s going to be really good for the team. That’s a vague statement that might not be as meaningful for a high C tendency as it might be for some tendencies that are focused on, how are people going to do? So if there is evidence, if there are numbers, if there are data, like, any of that can be really helpful, and you’re absolutely right, like, we’re all scanning conversations for things that are important to us, and for a high C tendency, that evidence is really important, right?

Adam Salgat 21:55
Being able to back it up, yeah, tell me a little bit about the over extensions of a C tendency when they’re overextended, when they’re in a stressful situation.

Katie Trotter 22:06
So sometimes, because of this need for data and information, you might see people with high C tendencies under stress have a hard time making a decision or thinking outside the box, because they’re really aware of boundaries and procedures and methods, and when they can’t move forward with making a decision, we turn that analysis paralysis, yeah, like, where we feel like, if we just had a little bit more research or a little bit more information, we could move forward, right?

Adam Salgat 22:34
That’s interesting. Yeah, I never really thought about analysis paralysis in this tendency, but it makes a lot of sense.

Katie Trotter 22:40
Yeah, and if you can imagine, if you were to try to think of things that would put someone with the high C tendency under stress, it’s when you have leaders who are like, You know what? Let’s just wing it, or we’ll build it as we fly. Right? For some of us, that’s really exciting for a high C tendency, that’s not so much a good motivator, right?

Adam Salgat 22:59
Which may cause them to almost check out, make it feel like they’re not really contributing and but in respect to trying to move forward, it’s not that they don’t want to. Maybe they just feel like they don’t know how, because they haven’t they don’t really see it.

Katie Trotter 23:15
Yeah, and I think one of the one of the great ways to engage people with a C tendency, when you find yourself in that build it as we fly kind of moment, because that isn’t always a choice. It’s often a great way to go to people with high C tendencies and say, we need your eye for detail, like, what are we missing? What do we need to build? Where are the areas that might not be functioning the way that they should be because you’re engaging that attention to detail, high expectation for quality, and it can be a really great way to make sure that everything is covered.

Adam Salgat 23:48
Let’s step through some of the direct strengths and limitations of the C tendency, just so we make sure we we cover them.

Katie Trotter 23:54
I love this phrase, Adam, but we talk about the high C tendency as being the anchor of reality, and I actually had a great example of this that I didn’t even realize. That’s what was happening early, early on in my career, before I even knew anything about this. But I’m pretty sure I was paired with somebody on a huge volunteer project who had high C tendencies, and we had a huge meeting. We were trying to figure out how to get 100 volunteers to be at this event. And I had what I thought was this brilliant idea. So I walk into the meeting, I give my huge, visionary excited, you know, ideas. It’s gonna be 100 college students all in their uniforms out on the field. The photos are going to be amazing. And I sat down, and this co worker of mine with high C tendencies responded with, we don’t have enough waivers. How would you even get them out to the field? Have you thought about right? All of these question after question pointing out how my idea was just an idea, right? It couldn’t happen. It wasn’t a possibility. And I think that’s the part with the high C tendencies that’s been really helpful for me. Me is that they can get excited about possibilities, but it’s hard for a C tendency to be excited about a big idea. If the idea can actually happen. Does that make sense?

Adam Salgat 25:10
It does make sense. Yeah, they they’re going to look at it in that reality space of like, okay, what’s XYZ? What’s our tasks, what’s the detail, as we’ve mentioned, and I would assume once they start to get those answers question like answers to those questions most of the time, they probably their energy might start to pick up. But I would imagine if that’s their main behavioral tendency, the initial reaction is a little bit like negative, negative Nancy or poopoo, or all those kinds of terms, potentially. But we want to be careful in that space, because they may have really valid points,

Katie Trotter 25:45
absolutely, and you nailed it Adam, like the terminology that we come up with in our heads when somebody is questioning our idea or telling us why it’s not possible. We can get in that negative space quickly. You know, you’ve heard those, some of the phrases that you mentioned, but if we can start flipping the lens and looking at as that person is trying to figure out, can this happen? Is it possible? So I can build the best system possible to make it happen? That’s a whole different way of interacting and engaging?

Adam Salgat 26:14
Yeah, I had a really quick personal story because my wife and I were talking about her ability to continue working out once school starts. And she said something about, you know, our babysitter staying later, and certain things. And I started, you know, running through scenarios in my head and talking those out loud, and she immediately kind of felt like I was, you know, saying This can’t happen and it’s not going to happen. And I was really just running my thought process out loud. And in the end, I said to her, I’m like, Listen, I’m not trying to be negative or like, say, This can’t happen. What I all I was doing was talking through it, so I understand how you took it that way. But for me, I was just trying to figure it out, right? I was trying to get the details down to say, yes, we’ll figure it out. But I was doing it all out loud, which maybe rained on her parade a little bit.

Katie Trotter 27:07
Yeah, and Adam, we could do a whole nother podcast just on style flexing and how to, you know, choose when and when not to use some of those behaviors. But I think that important piece is this idea that it’s how people with C tendencies process is to go through those lists of questions. It’s almost like this internal checklist that they need to get through to feel like they fully wrap their arms around what’s being talked about.

Adam Salgat 27:31
Absolutely any other strengths you’d like to share.

Katie Trotter 27:35
I think it probably aligns with what we’ve already talked about, Adam, but I like to just reiterate the fact that the people with high C tendencies have a really great ability to have high attention to detail. So that’s another great strength that they bring to life and to teams and all of that. So it’s something that if you’re aware of that strength, you could probably utilize that in some great spaces.

Adam Salgat 27:58
We’ve touched on a little bit of these limitations that are listed here for the C tend to see one of them. We mentioned analysis by paralysis, that can be bound by procedures and methods. They like. They like to follow a certain path, or they like to have a plan in place when you touch on that last one, too. Yeah.

Katie Trotter 28:17
Sometimes they can prefer to not verbalize their feelings, and they would rather give in than to argue. Alright? And again, we’re talking about this in under stress and over extension. And it’s interesting. We had, again in class talking with participants with high C tendency. I think the one that really hit home to me was when a gentleman shared, I will give in in the moment, but I quit a little bit more on you each time. So it’s an interesting perspective, right? This idea of they might be complying with the thing that’s being asked or the decision that the organization is making, but internally, there might be a whole lot more going on. And so just like with the S tendency, right? The S and C are both more reserved. You might as a leader, need to proactively seek out their thoughts and opinions on where they’re at with everything to get a clear picture.

Adam Salgat 29:11
So as we wrap up the podcast today talking about the S and the C tendency, why don’t we quickly go over their needs and fears again, just as a quick reminder,

Katie Trotter 29:21
the high s tendency has a need to serve a higher purpose, to be a part of something bigger than themselves. And the main fear is a loss of stability, whereas for a C tendency, the psychological need is for perfection, and their main fear is a criticism of their work.

Adam Salgat 29:47
Welcome back listening to these conversations over again always highlights the deep layers within these foundational concepts, sometimes far more than we often realize at first glance. Today, we’re sharing two quick tips and a PDF packed with practical tools to help you immediately put S and C insights into action. Tip number one, the reduce the risk framework perfect for supporting s tendencies. This tool helps you communicate in ways that lower perceived pressure and build stability. Two core needs for the Ask Profile To Use it start by grounding the person in what is familiar. Highlight traditions, past successes or the consistency they’ve shown before. Then clearly outline what’s not changing before you introduce what is changing. This reduces uncertainty, builds confidence and helps them process at their own pace. It may feel slow at first, but the payoff is huge. You’ll see more engagement, less stress, and clearer communication in return. Tip number two, the evidence first script ideal for partnering with C tendencies. This tool helps you present ideas the way C profiles naturally process information with clarity, structure and concrete data lead with what you know, facts, steps, rationale or supporting evidence before asking for input or expecting a decision, the clearer your structure, the faster their confidence and creativity will kick in. This also helps avoid analysis paralysis by giving them exactly what they need to move forward. And lastly, we have the beyond the class toolkit, disc. This brand new resource is designed to help you deepen your self awareness and bring disc conversations into your team in a meaningful way. Inside, you’ll find the platinum rule refresher, a mindset shift that moves us from treat others as we want to be treated, to treat others as they want to be treated. This reflection sheet helps you examine where style flexing could improve a challenging relationship or strengthen an important one, you will also find a guided team conversation outline, a five to 10 minute discussion format you can drop into any meeting. It’s structured, simple and ready to use. The entire PDF is downloadable, and yours to keep the link to this powerful tool is in the description, and don’t forget about our CFCC leads app in there, you can find a quick reference guide to all of the disc profiles. Thank you for spending time with us and for your continued commitment to growing as communicators and leaders. These episodes are our way of keeping core skills fresh and accessible, because the more we revisit them, the more naturally they show up in moments that matter. We hope you feel refreshed, retooled and ready for real world action. Until next time, we’re inviting you to walk your path with intention, because you are the message, Take care, my friends. You you.