Why Understanding Your Team's Personality Style Boosts Productivity By 30% [Asha Berzon]

Speaker A: Foreign. Welcome to Empire Builders, the place for entrepreneurs, business owners and experts who want to build an epic empire. I'm Nick James and thanks for joining me here today. In this episode, I'm joined by the amazing Asha Burzon from Mindability. And Asha is an expert in a tool that I've been using since I was a kid. Um, and it's been a massive, um, it's been a massive factor in how I've built out my team, uh, and how we've built what I think is a pretty amazing team. Um, so, Asha, welcome to the Empire Builders podcast.

Speaker B: Thank you. I love the way you said my name, though I might have to go around saying it like, I'm gonna say

Speaker A: Asher Berson, bit like, you know, the guy for X Factor, Matt Cardle. I'm out in myself as an X Factor.

Speaker B: I'm telling you, I love it, mate. I absolutely love it.

Speaker A: Anyway, so look, if you're going to intro someone, you've got to do it properly, right? So, so, Asha, your, Your business helps people with, um, lots and lots of different things. I know backgrounds, um, in, in therapy and stuff. But today we're going to talk about DISC in particular and this personality profiling because, well, you. That. I've been using that for a very long time. Um, and so I want to talk about DISC and your views on it. We will talk a little bit about, um, mental health, um, and how it applies, obviously you've got a lot of background there, um, how it applies to us as small, ah, business owners, entrepreneurs. So, so let's start off, um, um, because we've got a bunch of different types of people listening to this. Some will be like, um, solopreneurs working on their own, don't have a team. Others will be CEOs of a company that's got a large team and everything in between, probably. So, um, first of all, like, how does DISC apply or how does it benefit someone who's like a solopreneur working on their own?

Speaker B: So I think one of the beauties of DISC is first and foremost, it's, it's just about understanding human behavior. So if we take everything else away, it's just about understanding basic human behavior. And as a solopreneur, it allows you to be able to see where your strengths are, where your natural strengths are, and understand some of your blind spots. So we don't, we don't call it weaknesses because it's not about having a weakness. It's about being able to capitalize on where you're good at but it also then means, and I know Matt does a lot of this in his training. Um, it also then means that you're able to understand what it is when you engage with other people, what it is that they need from you so that you're able to get them to buy from you or to be part of your collaboration or what it is that you're trying to achieve. So in the basic sense, I say, I say this, and I'm going to say this very carefully. It's, it's not a manipulation tool because a lot of people will sometimes say, oh, it's, it's an opportunity to manipulate others. It's not. It's about being able to recognize what that other person needs and delivering it to them in a way that they can understand it.

Speaker A: Yeah. And for me, I think it's about, first of all, understanding yourself.

Speaker B: Absolutely.

Speaker A: Your strengths, your blind spots, understanding other people, their strengths, their blind spots, and then having a, A, um, framework to be able to make those conclusions from. Um, so let's talk a little bit about like, uh, if somebody's not like, not familiar with disc at all and they listen to this, they're going, what is this, this thing that Asher and Nick are talking about? Like, just give us a bit of an overview. What is it?

Speaker B: Sure. So disc, first and foremost, it's not a personality test, it is not a, um, psychometric test. It is just about your behavior. So where, when you're in a certain environment and we tend to sort of focus on work in this context, and the work that I do with corporates and SMEs is it's about what's your behavior style when you're in the work setting. And essentially we tend to have four quadrants. We have your dominant style, your influencer style, your steadiness style and your conscientious. They're the sort of traditional names that were used by Discovery. The thing about disc, though, is it's not that you sit in one style and that's where you stay. We actually are a blend of all four of those. It's just that we have one or two that tend to be more prevalent. And what this then allows us to do, as you've rightly said as well, is it allows us to understand like, what am I really good at? You know, where's my natural space to be in? And that's the beauty of disc. It's just about helping you understand where am I likely to thrive and um, what is then going to help me to be able to support the team. Around me if I'm working in a team but also if I'm working by myself, how am I going to be able to use those skills in a way that's going to help me best? So disc, like I said, it's just about a behavioral tool really.

Speaker A: Yeah. So it's understanding your behavior, the behavior of others. And from a, you mentioned briefly about sales from a sales perspective, um, how does this relate in sales interaction? Like a lot of people listen to this. Like I said, they're, they're business owners and a lot of them will be people that are primarily responsible for sales in their own business.

Speaker B: Yeah.

Speaker A: How do, how can this or understanding this benefit us?

Speaker B: So what disc allows you to do is it allows you to pay attention to certain words. It allows you to pay attention to the kind of questions somebody might ask you and it can give you a indication of what their sort of prevalent style might be. So for example if we look at the four profile, uh, the four disc styles. So if we take dominance, uh, they are dominance another way of looking at. I don't personally, like I said, these are very sort of old phrases but dominance, they're very determined, they're very quick at decision making. They're not necessarily interested in all the information. They are the kind of person that you bring in or there's a crisis situation or you need a decision making really fast and they just crack on. They're very, very solution orientated. So if you're talking to somebody who's in that type of profile it's much easier to go. Right. Here's what we offer. This is how much it costs. Should we sort out the detail later. So it allows you, like we said, to sort of adapt your, the way that you're communicating with that person. And that's why I sort of made that distinction. It's not about, it's not about manipulating people. It's about understanding how do I give you the information in the way that's going to work best for you so you understand what we're trying to achieve here. Your eye person is your influencer. So they love to connect with everybody. They want to take everybody on the journey. They want to sort of, I don't want to say be light but they do, they love, they love the attention. Um, and then you have your C style actually let's go S because it makes sense. Then your S is your steadiness. So they're very much about building relationships and they want the team to all collectively come together. They are your person that you want to go to. To help you make um, to. To help teams to start moving forward. And then your C style is all about detail. So they are the person that going to ask you those really intricate conversation, um, ask you those intricate questions. And so when you know this, it then means that if you can pick up. And that's one of the beauties of the work, going through the process yourself, you then have what we refer to as that other awareness, not self awareness. You get that, but you have other awareness so you're able to pick up. What are those. Some of those keywords. What are some of the questions I'm being asked that then allows you to change your stance of the way that you're communicating to give them what they want. And I guess the best way of understanding it is like changing the frequency so it's no longer static. It's that they can hear the information easily.

Speaker A: Yeah. And, and I think from. From my experience as well, like using this in business, but also um, as a client, as a consumer myself, I'm like, this isn't about. And we talk about sales. It's not about um, selling to people in a way that you want to sell. It's. It's in a way that they will understand better and buy. It's not speaking their own language, isn't it?

Speaker B: Absolutely ab.

Speaker A: To France. And I wanted to make sales. I need to learn French. Really it's going to help, isn't it? So I got to learn how to speak that language. And, and you know, as you and I know each other well, Asher, like you'll know my natural style tends to be quite d. And quite high.

Speaker B: Yes.

Speaker A: And um, what that means is like I'm not so much about the details. Uh, so in a sales. In get in. In a sales conversation, I will. I have to kind of force myself.

Speaker B: Yes.

Speaker A: To make sure that I cover the detail off and that I don't rush it. Because if I do that my natural style is to rush. But then I'm going to lose people like the people that are um, more s. More c. In their personality style. I'm going to lose them because I'll be too fast paced and I won't give them enough detail. So it's about understanding that uh, in yourself. And by the way, you might be listening to this and um, by the way, I'd highly recommend, I think for. For a relatively small investment you can get an assessment done. Um, of course Asher and Ash's company can help you do that. And I think it's worth it. Just to understand your own style first and foremost. Like if all you worked out was, oh, my primary style is, is, well, if you want to be successful in business, you're going to need to learn how to speak to D dominance and C conscientiousness language because you're not naturally wired that way. Um, so for me it's about understanding yourself first and then once you've understood yourself, you can then understand others. And like you said, Asha, when you become really, uh, astute at uh, this, you can sense just by the kind of questions somebody's asking or the sort of things they're saying, you can kind of sense what personality style they're most likely to be. Therefore what language you need to speak in a sales interaction.

Speaker B: Yeah, absolutely. And I think that observation that you made is, is the thing about being able to learn. We can absolutely adapt because behavior behaviors are learned, aren't they? And so you're able then to start thinking about. So I'm very similar to you. Um, I'm, I'm an si, which makes complete sense as a therapist and as a well being practitioner. I'm an si. Uh, I struggle with D's so I have to really work hard to stay at their pace. But I've learned how to do that. And it allows you, doesn't it, to, to learn to be able to keep up with other people's paces. But like you said, if you're going to France, you're going to learn how to speak the language if you're planning on selling there. So all we're doing is we're learning how to tune into other people's frequency to get the best from them.

Speaker A: Yeah. And I think. So we've talked a little bit about how disc applies to sales and I think that's relevant no matter what stage of business you're at. Um, if you're, certainly if you're at the early stage of your business, learning this skill, applying it in your sales interactions is going to help you get more business. What about if somebody's at the stage where they've started to build a team? Like how does it, how does it apply there?

Speaker B: So I use something called Catalyst. So Catalyst is fantastic because let's take a moment to think about it. Uh, what businesses are really good at doing is they are really good at having strategy and having sales processes and everything else. And what can often get lost in all of that, and particularly when you're starting to scale and recruit staff, is we're not necessarily looking at uh, what is their people's Natural styles and preferences. And what DISC allows us to do is it allows us to be able to understand each other's styles. And that's where Catalyst comes in, essentially. So Catalyst is fantastic because what used to happen historically, sort of, sort of 18 months ago, two years ago, you would create a report, everybody would have their own report, and then you'd have one work report, and it would give you some guidelines and instructions of what to do. Catalyst is fantastic because you, you essentially almost have, like a, um, team dashboard, and everybody's report would be on that dashboard. And what this allows you to do is it allows you to see where my strengths are. It allows you to see my blind spot. So if you and I are going into a meeting, it allows us to say, so you would go onto the dashboard and you would say, I've got a meeting with Asha. And it would show up and say, right, these are all the best. These are the best words to use, Adasha. These are the questions to ask of her, to elicit the best from her, huh? And it would also do the same for me. So when we go into a meeting, it's already taken that pressure and expectation away from you because the reality is we're busy. You know, as entrepreneurs, as small business owners, we're already thinking about the, um, you know, the ads you might be running or the social media stuff you've got to do. You've already got other things that are consuming you. So you don't have to think about it, because essentially what it will do is it will give you a summary of, of the type of words, the type of questions to ask, and it will ask you, you know, what is the aim of the meeting. So once you know what the aim of the meeting is, it will again sort of frame those questions accordingly. So you're not having to go in and having to deliberately think about it. It's actually brilliant from that perspective. But as a small business, one of the things that we do know, and this, this comes very much from organizational psychology, that with disc, we know that you're looking at a 30% increase productivity, right? Um, and that's because if people feel heard and understood, because the question isn't about the value, the question isn't the aims or the goals, it's about how we all choose to get there. And if we can all understand each other's styles, we're speaking the right language to each other. We. Which naturally then means what we're doing is we're building trust. And when we build trust, we're then Able to manage conflict appropriately. When we can build, when we can address conflict. If there is anything that arises, then means we're able to build on accountability and commitment. So it's about supporting smaller business. I think it's fundamental simply because it's allowing us to come from a place where everybody understands each other from the get go and you don't have to put a lot of effort into it.

Speaker A: Yeah, yeah, it makes sense. I think having the um, the tool, the, the way that I heard it was basically it coaches you uh, on how to talk to your team. Um, it goes right, if you're gonna go and speak to Asha, here's, here's how to best approach that. Uh, if you're gonna go. And by the way, like leading people is like, that is hard. It's not an easy skill. And when you've got people with different styles, which you inevitably will have in a business, um, I think having that resource there is really, really valuable. So I love that. Love said. If you're, if you're running the business on your own, I think getting your own disc assessment done would be a really valuable um, uh, that definitely a good investment worth making. M. If you're running a team, then having your whole team, um, assessed would be worthwhile. We, we actually. I think I've shared this with you before, Asha.

Speaker B: Yeah, yeah.

Speaker A: We, uh, assess people in the interview process. So not, not everybody that applies for roles. There'd be hundreds of assessments that we'd have to do. But once people to kind of later stages of the interview process for each role, we're probably running three to five disc assessments and then we're using that in the interview process. But also to help us decide. Does. Do we think this person is going to be the right fit for this role in our company?

Speaker B: Absolutely. Yeah, absolutely. Because there's no point trying to put an eye into a role that's all about stats and you know, getting the level of detail that would work really well for a C. Um, and that's not to say that the. I couldn't learn how to be a C. It's also acknowledging that when we are. And I think this is where the mental health piece comes in naturally when we are stressed, unfortunately, we do tend to then really lean in to our behavior preferences simply because it's easy, it's already learned. It doesn't require conscious thinking. Intentional creating change requires intention and intention requires energy and energy requires the time and the space to do that. But when we're stressed or when we're overwhelmed, we have uh, a natural inclination to dip deeper, uh, into what our profiles will be.

Speaker A: Yeah, yeah. For me, not, not knowing the personality style of your team members, like if you don't know that, you don't really know them. Yeah, I would, I would say. And it'll just give, it will give you like way better ability to lead and manage well. And it will, it will make the experience of working in your company a lot, a lot better for them.

Speaker B: Absolutely.

Speaker A: Like you said 30 increase in productivity, which means, uh, if you, if you factor that in across all departments, you know you're going to have a 30 better business just by doing this one thing which is absolutely, uh, let's talk about how, uh, because obviously I've done a lot of work with this over the years from a sales perspective, a lot of work with disc. From a leading the team and building a team point of view. Uh, what about uh, you know, the areas that you're way more experienced in than I am, so things like mental health, neurodiversity, um, how do you see DISC relating to that?

Speaker B: So the reason why I originally trained in DISC was I was um, I worked with a lot of SMEs, but I also worked with a lot of public sector organizations as well. And um, what was happening was I was going in, I was going in and we were doing all the initial surveys and the post surveys after delivering all the work. But when you do things like mental health delivery, you're actually focusing on the individual. You're focusing on their capacity, you're focusing on their resilience, you're focusing on the way that they process information. And essentially what we were finding, or what I was finding consistently time and time again, that part of the challenges that people were experiencing wasn't necessarily a result of their internal inabilities or internal conflicts or experiences they were experiencing at that time. Rather it was more to do with what was going on within the work culture and context. And so what we do know, again, sort of going back to sort of behavioral in the workplace psychology and all of that type of stuff is miscommunication costs, UK economy, something in the region of 346 billion I think it is. So that's a, that's a heck of a lot of money to lose just through miscommunication. And so that then triggered me going away to become a DISC facilitator because ultimately, like you said, as a leader, if you understand where a team member's strengths are, uh, where some of their blind spots can be, not only can you support them them to flourish in those strengths. You can support them to develop some of those blind spots. But it also then means that when you're talking to them, you're also listening to them from the place where they are. So you can see the value that they bring and they feel heard. And that's so important because if you don't feel heard in work, what you're gonna, you're gonna store that as within your nervous system is a threat. So then you're gonna feel a disconnect. And when we feel that disconnect, that's when we then going to experience things like stress, overwhelm. And that's when staff start to disengage. And that's the thing that's really important because what disc allows you to do is it allows you to support people to perform at their best in their natural roles that suit them and in a way that then doesn't exhaust them, so they're not having to mask all the time. So I, that's the reason why I ended up doing it. And that's why for me, it's a really powerful tool. Rather than saying, because nobody. I think that's the thing, isn't it, Nick? And I think you mentioned this ages ago. And I remember saying to you, I completely agree with this. Nobody comes to work with the intention of making it a day's experience for anybody. Nobody wakes up and goes, right, I'm going to make it a experience for Joe today. Nobody does that. Or at least I'd like to think nobody does that. Uh, what tends to happen is it's the miscommunication. So what disc allows us to do is to improve that. But here's the thing. You know, when you felt heard, Nick, you feel like you can then trust the person that you're having that, uh, interaction with. When you feel like you can trust the person, then all of a sudden there's a desire and a want to then address any potential conflict. Then that moves us into a place of commitment. So what I'm using now is that I don't know if anybody might be familiar with this, but there's, um. I qualified in both disc facilitation and five behaviors. So five behaviors is a model that supports the team to be able to get the results that they want. And that's exactly, isn't it? When you feel good, when you feel heard, when you feel like your ideas are bringing value, then why wouldn't you want to stay there? And why wouldn't you feel good about being in the working environment? And that's what DISC allows you to do.

Speaker A: Yeah, agree completely. And, um, so a couple of other questions I think you've got good insight into. How does DISC help me or someone like me? Um, you know, we've got 20 odd people in our team. Um, we have people at different stages of life, different types of role, different skills profiles and you know, we have, I think it's fair to say that, you know, we're in a society now where um, neurodivergence is being more, it's been better understood now than ever.

Speaker B: Yeah.

Speaker A: Um, and what that also means is you've got more and more people that are now being identified as suffering with ADHD or autism or whatever that might be. Um, you know, you've got a bigger awareness for sure around, uh, women's health in particular, men's and women's, but women's health in particular and menopause and things like that. And I'm like, look, as somebody that I'm leading a business, I don't really understand any of those things, but I do understand disc. How does, how does that help me?

Speaker B: So the thing about DISC is if you, if you're neurodiverse. And so I'm going to focus more on sort of ADHD because I think that's where there's been a lot of prevalence coming through. Um, it doesn't necessarily change your DISC profile. Okay. It doesn't actually change your DISC profile, but it does make it harder to be consistent because what tends to happen for a lot of individuals, and I think particularly as we're talking about adults, it's obviously a very different experience for children. But with adults who are being now assessed with adhd, there's a lot of masking. And so the questionnaire. So to get a disc, um, profile you would fill in a series of questions. Now the questions, you know, this has been around for, I don't want to say hundreds, but decades. It's been around for a really long time. It's not a new tool, it's been around for ages. Developed by a guy called William Marston, it's been around for a really long time. And so the way that the questions are designed to capture your behavior style is it has, you know, some that wouldn't necessarily, you think would fit. So it captures everybody. But the thing is, is that with ADHD a lot of individuals have had to adapt and when they have adapted that then that has the potential to become their default. Because quite often with adhd you're often being told that you're too much. Your natural style, your, you know, your hyper focus, your emotional dysregulation, it's too much. So they've had to adapt and they've, they've stayed with that for quite some time. But actually it's quite useful. Disc can be quite useful because it allows you to then start asking that question as you go through it. With the debrief that I, that I sort of do with, with people who did the disc profile with me is I would sit with them and say, look, does this feel like you. You know, does this sound like the natural you or who you've had to adapt to be? Because what this then allows us to do is to find that gap between those two in those two versions and start thinking about where are our natural strengths then? And how do we start learning and how do we start capitalizing on it. And, um, that. But the reality is that's the same for everybody. Because we have an adapted style and we have a natural style. The tendency tends to be the, the gap between ADHD and the natural style, the adapted version, the natural. It tends to be bigger.

Speaker A: Um, so have you noticed, knowing what you know about ADHD and about disc, if you noticed that there's any correlation between somebody being diagnosed with ADHD versus which personality style they're more. They're more naturally aligned to, or is it really random?

Speaker B: It's really random. Um, because as you can imagine, it shows it very different for different people.

Speaker A: Yeah. If you looked at, like, everyone that's been diagnosed with ADHD, it would be like 25day, 25R, 25S, 25C. Or would it be.

Speaker B: No. So interestingly, the, um, the smallest, uh, profile percentage just overall is D. Yeah. You make up, I think, less than 10.

Speaker A: Yeah, less than 10. Okay.

Speaker B: Yeah.

Speaker A: And obviously what we've already said, just to repeat, this is, um, for everyone listening, that like, very few people are just one of these profiles. It's like, which one do you lead with? Which one do you lean into most naturally? And I think my experience has been that most people have two, that they, that they, um, they kind of align with most. Uh, very small number of people have one, and, uh, relatively small number of people have three. But most people have got two profiles that they align with most.

Speaker B: Absolutely. And that's exactly it. You know, we're all. We're all full. It's like you said, it's just which one feels natural that we lean into? And that's very similar. That's what I'm saying. With adhd, there is no real sort of prevalen.

Speaker A: Um, you said less than 10% of people are DE.

Speaker B: So of the general population, not to do with ADHD, just of the general population. So I believe when I last looked at the stats, less than sort of 10%. I think it's even probably around 5 or 4% of the, of the people who have completed disc sit on D. Uh, and then I think, then I think there's like 30, 30ish percent are C and the rest of us are eyes and S's. Yeah. Um, and if you think about that though, you know there's going to be things like cultural, cultural expectations that play into that.

Speaker A: Yeah, there's definitely some cultures that are more like D profile cultures than others. There's certainly cultures that are more C profile cultures than others.

Speaker B: Absolutely. And it's the same with the gender. You know, you're gonna find that. And again, you know, it very much depends on your experiences, your gender, the environment that you grew up in, the opportunities you have, because it's all shaped the way that you now behave in the work context. So that's why we have the natural style and then we have the adapted style. So you know, just like you said earlier, you're, you're quick, you're, you know, we know this about days. They're very quick, they just want to get on with it. But actually, like you said, it's quite detrimental to you. And you know, you've probably learned that through experience as well. It's quite detrimental if you don't ask those detailed questions, you know, that we, I used to call it the 5Wh, but you know it as the what, why, where, when, how, you know, um, if you don't ask those detailed type of questions, you're going to miss it. So we have that adapted style and we have that natural style. The natural style becomes much more prevalent though, when we're stressed.

Speaker A: Yeah, yeah. And I think what you're saying is that there isn't really a correlation between what personality style somebody has or leads with versus like their likelihood of being diagnosed with adhd.

Speaker B: No, there is no connection.

Speaker A: Well, I think what you're saying is when some of these, uh, neurodivergent, specifically some of the adhd, the gap between natural style and adapted style tends to be. Become bigger, more extreme.

Speaker B: Absolutely.

Speaker A: Which is why you probably see in people that suffer with adhd, you see more, um, unpredictability of behavior maybe. Um, and by the way, as human beings, we all have a bit of, uh, that and it just, yeah. Of course, how severe it is. I guess last thing that, that you, you've been sharing with me, um, more recently as we've worked together, is, um, women's health. Menopause, um, how does disc relate to that?

Speaker B: So disc in that context is really interesting because we know that menopause, um, you know, I'm sure you've probably covered this several times over now in various different podcasts, but really quite simply, estrogen, progesterone, testosterone drop. As a result of that, the way that our brain function changes and the way that we then express our natural disc style may also change. Because as an Estelle, for example, I am very much about wanting to build connections, I want to collaborate, I want to feel that there's equity in the work that we're doing and what that looks like. And all of these things are regulated by serotonin. Serotonin and dopamine, but they form. And so because of that, I can come off as quite potentially when I'm in those phases, I can come off as quite erratic because my emotional regulation can seem off. And so all the things that you might associate with an S actually might not necessarily tally up in what you know. And um, we also know that cognitive decline, so the way that we think is really seriously affected during that time. So say, for example, if you've got somebody who's a high D, they're used to being decisive, they're fast, they're quite results driven, but actually they can appear very, um, erratic. So it's not that their profile has changed, it's just that because that neurochemistry has changed, they can come across as being very erratic. So again, very similar, not dissimilar to

Speaker A: ADHD and that you go just the, uh, likelihood of you seeing behavior that's maybe slightly out of character or not aligned so that you know about that person is more likely.

Speaker B: Yeah. And that's what happens. The gap will start to get bigger. And that's exactly it. Um, and it's, it's, it's an immense thing because you just then think, okay, this is what I understand about myself. And then you start going through perimenopause and it can feel quite chaotic and erratic. But as long as you're able to then appreciate what, what's my natural style and how can I then adapt to allow myself to function better in the workplace.

Speaker A: Yeah, as I said before, for me, like, first and foremost, um, irrespective of if you're male, female, neurodivergent or not, um, I think understanding your um, own disc style. You understand that personality style is really, really valuable. Bit of. It's a great framework and tool for understanding yourself better.

Speaker B: Uh, absolutely.

Speaker A: I think understanding that will make you a better communicator, it will make you better at sales, it will make you, um, uh, a better leader or manager of people. Um, and also understanding the people that you surround yourself with, whether it's family members, men that spend a lot of time talking. We've both known this for many years and we talk a lot about personality styles and profiles and we, we understand each other's. And there can be some challenges there and some conflict there. Um, but having a, having a, a, uh, tool that we're both understanding of makes it much easier for us to have those conversations. And I think that's true in a business context as well.

Speaker B: Absolutely. And I think that's a great example because that, as you've just encapsulated, that's exactly it, isn't it? Because you've understood Nat's profile, Nat's understood yours, and, um, because of that, now there's that safety, there's that feeling of if conflict arises, it's not counterproductive, it doesn't mean everything's falling apart, it doesn't mean the relationship is no longer successful. It just means that we're having a growth period and we now are going to use those disc profiles to help us understand. But we do exactly that in the work setting as well. So that feeling of trust, that feeling of safety excels. And when that excels, relationships excel. When relationships excel, your business is going to grow, isn't it? And people are going to stay.

Speaker A: For sure. For sure. I know you've got a couple of resources that you've made available. Making available for yes. Of the Empire Builders podcast. I think you've got a couple of things. One was like a PDF which summarizes, um, a lot of what we spoke about today.

Speaker B: Yes.

Speaker A: So it'll make it easier. What we also spoke about before we started recording, myself and Asha, was that, uh, actually just listening to this information, it can be quite difficult to absorb. Whereas if you've got something you can see in front of you, a visual representation, it's probably easier to follow. So I think you've created a PDF, um, that people can download for free, that will help you understand this conversation much better. Uh, um, and there'll be a link for you to grab that in the show notes. Um, that's the first thing I think that'll be relevant and useful for everybody listening. Um, and Then you've also got something, especially for those that have got teams, I believe.

Speaker B: Yes. So just a little mini quiz because again, it's just to help you understand where might be some of that friction, where might it lie and what might that look like and how you can then use that disc profile profile to help you start addressing it.

Speaker A: Great. So there'll be another link. There's two links in the show notes. One's for the PDF that gives you a visual representation, summary of everything we've spoken about. And then there's a quiz, more. So for those that have got a business with a team, um, take that quiz. It'll give you a good insight, a good understanding, um, of, uh, of disc, how it relates to you, how it relates to your business. And like I said, my final thought really is I would. Irrespective of where you're at in your journey, if you're a business owner on your own, um, at the very least I'd get your own disc profile assessed.

Speaker B: Yeah, absolutely.

Speaker A: Get the feedback on that to understand, understand yourself better. And if you've got a team, I absolutely would invest in getting yourself and your team assessed, um, because I think it will make you a way better leader, uh, manager, uh, um, and therefore, you know, like you said, average 30 increase in productivity. If you increase everything by 30 of your business, then, um, you know, you're gonna have a lot more success, whatever that means.

Speaker B: ROI is brilliant, isn't it?

Speaker A: Yeah. Yeah. So I'd highly recommend, um, getting in touch with Usher as a result of his conversation that you've listened to today. Make sure you definitely, at the very least, download that PDF, um, because that will help you understand this much better. Uh, um, and, um, take the, uh, if you've got a team, definitely take the assessment Ash has put together for you. The links to both of those things are in the show notes here on this podcast platform. Okay, um, Asher, thank you for. No, thank you on the Empire Builders podcast. Really, uh, enjoyed our conversation, as I always do, uh, whenever we've hung out and worked together, um, I find, uh, I find what you do and what we do really, really links well. Um, there's a lot of correlation there. There's a lot of synergy. So, um, thank you for joining us.

Speaker B: No, I'm not at all. Thank you for having me.

Speaker A: And, uh, make sure if you listen to this, check out the links in the show notes, download the PDF and, uh, take the little quiz that Ash has prepared for you.

Speaker B: Fabulous. Thank you very much.

Speaker A: Thank you. Thanks everyone for listening. As always. Thanks, Asha, and I'll see you soon. Thank you so much for listening to Empire Builders. Please subscribe. Leave us a review on Apple, on Spotify, on other platforms, and, uh, share the love. Tell your your friends, remember, till next time, the more you connect, the m more you collect.