The selection of project managers with DISC can significantly improve the success of large organisational initiatives. Many companies still promote long-standing employees into management roles based solely on seniority or technical expertise. Unfortunately, this approach often ignores behavioural suitability for a specific role.
In this organisation, the company operated around 300 outlets across a large geographic region. Each outlet employed between four and twelve people. Because the business environment was highly competitive, every outlet required a full rejuvenation every five years, including redesigned layouts, updated signage, and improved merchandising.
Why DISC Was Needed for Project Manager Selection
Most employees worked in customer-facing roles. As a result, the Extended DISC® Behavioural Map showed a strong spread of styles across I and S quadrants.
Based on the distribution, management realised that many employees would feel uncomfortable taking responsibility for managing outlet transformations. Although manuals existed to guide the process, each outlet still needed to apply the instructions in a way that suited local needs.
The organisation needed project leaders who could manage change, adapt quickly, and motivate different outlet teams.
Using DISC Profiles to Identify the Right Leaders
Management turned to Extended DISC® Behavioural Assessments to create a specialised group of project managers. They focused on selecting “movers and shakers” – individuals located in the upper-right corner of the Extended DISC® Map, typically representing stronger D and I traits.
These candidates naturally demonstrated:
Initiative
Decisiveness
High energy
Fast adaptation
Confidence in leading change
The selection of project managers with DISC helped the organisation avoid promoting employees who would struggle in high-pressure, change-driven environments.
Matching Project Leaders to the Right Outlets
Once selected, project managers were assigned to outlets where staff and managers had similar backgrounds, ages, and work experience. This intentional pairing allowed project leaders to integrate faster and support the team more effectively.
They remained at the outlet as long as needed to guide the change process. Their presence created a smooth transition for permanent staff and ensured the new layout, signage, and merchandising were implemented correctly.
Avoiding Employee Stress Through DISC Awareness
Using DISC insights, project leaders understood how to adjust their leadership approach based on the behavioural styles of each outlet team. This prevented employees from being pushed outside their natural comfort zones during the transformation period.
Employees with strong I or S traits may have struggled to lead such large-scale changes independently. The presence of a D-style project leader provided the necessary drive, structure, and motivation, while respecting the natural strengths of the outlet teams.
Flexibility and Organisational Growth
The entire initiative increased organisational flexibility. The company recognised that:
People with similar behavioural styles tend to work most comfortably together
Employees with dominant D traits thrive in fast-paced project management roles
Staff with I or S orientations excel in customer service but may need leadership support during periods of major change
By using Extended DISC® to guide the selection of project managers, the company achieved smoother transitions, reduced team stress, and improved overall coordination across all outlets.
Want to Choose the Right Project Managers Every Time?
Use Extended DISC® to identify leaders who naturally thrive in change-driven, fast-paced project environments.
