Bill (for confidentiality reasons - not his real name) is a highly-skilled motor engineer. He has spent many years tutoring at a well-known technical institute and is widely respected by his peers.
Some 10 months ago he decided that he would apply for a managerial position with an extensive new car franchise as the remuneration offered was significantly higher and he felt that it was time for a change.
The CEO of the motor vehicle dealership was impressed with Bill’s academic knowledge and employed him without conducting any DISC profile test and without considering how he would fit into the team, he would be leading. The failure to analyse Bill’s DISC behavioural style proved costly.
Bill took up the new role in January, and his job description was prepared by the CEO during the first week. Bill’s primary responsibilities involved managing a branch which employed 10 motor mechanics, a small administration team and 15 sales staff.
The role required a “hands-on” approach, which included being available to help assist in supporting the service department and becoming actively involved in the sales process. The firm has a strict budgetary control system which was heavily focused on a sales budget. The budget was, despite challenging trading conditions, considered to be realistic and achievable.
Bill and the CEO met after three months to review the branch’s performance. Unfortunately, despite a lot of hard work and very long hours, Bill had been unable to meet sales targets and the atmosphere at the branch had become uncomfortable with a fundamental breakdown in communication between management and staff.
Both the CEO and Bill wanted the management role to work, and for this reason, the CEO decided to contact a consultant. This is where our involvement began. The advisor was an accredited Extended DISC consultant, and he was engaged in providing the CEO on workable solutions to the challenges involved in the branch.