People don’t all give or receive feedback in the same way. What feels helpful and motivating to one person may feel frustrating or even dismissive to another. Understanding these differences is essential because feedback is one of the most powerful tools leaders have, but only if it actually lands.
The DISC Personality Profile framework helps explain why feedback conversations can feel so different from person to person. It reveals the natural tendencies each style brings to feedback conversations, both when giving and receiving. When you understand these patterns, you can adjust your approach so feedback lands effectively and strengthens relationships instead of creating friction.
Let’s look at how each style shows up in feedback conversations:
Dominance (D) Style: Cut to the Chase
When giving feedback, D-style individuals are refreshingly direct. They get straight to the point without sugar-coating. They tell you what needs to change and expect immediate action. To them, this is efficient and respectful. Why waste time dancing around the issue?
But to other styles, this directness can feel blunt or even harsh. What the D-style person sees as clarity, others might experience as criticism without care.
When receiving feedback, D-style professionals want it tied to concrete outcomes. Tell them what needs to change and why it matters to results, then give them control over the next steps. They’ll figure out how to fix it.
What frustrates them? Lengthy explanations, vague observations, or feedback that feels more like a therapy session than a business conversation. If you’re managing a D-style team member, respect their time and their autonomy. Be direct, be specific, and let them own the solution.
Influence (I) Style: Keep It Positive
When giving feedback, I-style individuals bring enthusiasm and encouragement to the conversation. They focus on people impact and prefer collaborative, two-way dialogue. They want feedback to feel like a partnership, not a performance review.
The challenge? They often struggle with delivering tough messages. They may soften constructive feedback so much that the core issue gets lost, or they’ll delay difficult conversations to preserve the relationship.
When receiving feedback, I-style leaders prefer it to be delivered in a positive and encouraging manner. They respond beautifully to public recognition and praise. But criticism, especially if delivered bluntly or in front of others, can feel deeply personal.
If you’re giving feedback to an I-style professional, frame the conversation as collaborative problem-solving, not correction. And reassure them that the feedback doesn’t threaten the relationship. They need to know you’re still on their side.
Steadiness (S) Style: Demonstrate Genuine Care
When giving feedback, S-style individuals prioritize team harmony and stability. They emphasize maintaining positive relationships and may delay difficult conversations to avoid conflict. When they do give feedback, it’s gentle, supportive, and focused on preserving the relationship.
The risk? Important issues can go unaddressed because the S-style person doesn’t want to rock the boat.
When receiving feedback, S-style professionals need time and privacy. They prefer supportive, one-on-one conversations where they feel safe. Public feedback, even if it’s positive, can feel uncomfortable.
They also may not speak up if they disagree or have concerns. Silence doesn’t mean agreement. If you’re managing an S-style colleague, check in. Ask open-ended questions. Give them step-by-step guidance for improvement, and reassure them that you’re there to support them through the change.
Conscientiousness (C) Style: Show Me the Data
When giving feedback, C-style individuals come prepared. They provide specific, detailed, factual observations. They reference standards, quality benchmarks, and concrete examples. To them, feedback must be grounded in evidence, not opinion.
But to other styles, this level of detail can feel overwhelming or even nitpicky. What the C-style person sees as precision, others might experience as perfectionism.
When receiving feedback, C-style individuals want specifics. Vague observations like “you need to be more strategic” won’t land. They want to know exactly what you observed, when, and how it fell short of expectations. Even for positive feedback, be sure to share concrete evidence. Otherwise, they might question your genuineness. They also appreciate a written follow-up so they can review and analyze it later.
Be aware: C-style professionals may over-analyze feedback or become defensive if they feel it’s not factually accurate. Give them time to process. Don’t expect an immediate response or agreement. They need space to develop a systematic improvement plan.
What This Means for You
Understanding DISC styles doesn’t mean you need to become a chameleon, constantly shifting your approach. But it does mean recognizing that your natural style isn’t universal.
If you have a D-style and you’re giving feedback to an S-style colleague, slow down. Create a private, supportive space for them to process. And be sure to emphasize that you care. If you have an I-style and you’re working with a C-style colleague, bring data and specifics, not just enthusiasm.
The goal isn’t perfection. It’s awareness. When you understand how different styles experience feedback, you can adjust just enough to make the conversation productive instead of painful.
And that small shift? It’s what turns feedback from a dreaded obligation into a genuine tool for growth.
