Lead better with the DISG typology: The transparent employee? {Review}

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Carnival is just over - a time of year that shows how people like to slip into other roles - even during the rest of the year. Therefore, today a book that shows how we handle it.

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Oliver Ibelshäuser 85Oliver Ibelshäuser is a journalist and owner of the editorial office Text und Vision.


DISG Typology for Executives

Many people wear masks. However, if you consult the DISG typology, for example, you will quickly recognize how the others really are. What moves them - and how they can be moved.

Therefore today an introduction on the topic for all who are on the way to the leadership or already have the first experiences accumulated.

The transparent employee?

Many a boss wants to look into his employees and to understand the way he thinks and acts. This can be useful in some cases. Because:

Conflicts with employees and superiors are rarely the result of contradictory items. They are often based on different communication styles and expectations. This is one of the most important insights from “Leading with the DISG Personality Profile”.

DISG in the leadership day

Author Georg Dauth shows how the DISG principle can be implemented in day-to-day management. And how managers learn to better assess their employees and systematically promote them.

By the way, the work with this book is also good for getting to know yourself better.

Everyone is different. But some are similar.

DISG is an acronym for "dominant", initiative "," steady "and" conscientious ". These are the generic terms for four personality types.

These are in pure and also mixed forms in each Company and are characterized by each similar behavior.

There is no good or bad

Dauth delineates the four types of models very closely, demonstrating the strengths and weaknesses of the model as well as how they react to stress.

No matter how big the differences between the four model types, there are no “good” and “bad”. Because of their strengths, each of the four types takes on important functions for achieving goals in a team.

4 personality types at a glance

  • The “dominant”, for example, is head-controlled, determined, willing to take risks and a friend of clear words.
  • The "initiative type" is characterized by enthusiasm, by high social competence but also deficits in conflict management.
  • The desire for adaptation connects the “steady” and the “conscientious”. However, the steady employee is more sensitive and open-minded.
  • The conscientious, on the other hand, is more analytic and enduring.

Better motivation and resolve conflicts more quickly

Knowing the personality of your counterpart, you can immediately make a profit for the goals of your department and your company.

It just depends on how you deal with the different personality types - and you have to see through their motivations.

Let go of the leash or show hardness?

Dauth advises department heads when dealing with “dominants”: “Use his preference for high speed and prefer to entrust him with challenging projects that require quick results. "After the conversation, let him off the leash and he'll run for you."

In conflict discussions with the “initiative type”, on the other hand, you should demonstrate hardness: “Put your finger in the wound and do not be put off when your employee flinches”, the author recommends.

Old schemata re-implemented

Brand new is not the concept. The centuries-old Greek doctrine of temperament already distinguished between similar personality types, albeit with other concepts.

DISG updates this template and finds numerous, valid references to the current business day, which we gladly accept.

Chefs who look through their employees perform better

Because bosses who know how their employees think and feel are more able to “pack” them in direct dialogue.

This means: motivating motivation, inspiring new projects, distributing tasks and responsibilities, and also initiating solutions for conflicts.


“Leadership with the DISG personality profile” is aimed at empathetic bosses who not only want to guide their employees, but also want to understand and promote them.

This book provides valuable insights for a healthier dialogue within their department.

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  1. SMP

    Who is the same

    • Simone Janson

      Hello SMP,
      perhaps you would have to make the question more precise. You probably think that the bosses who are looking through your employees are better off, which is, of course, worth discussing.

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