Beaucoup de managers fuient les confrontations... parce qu’ils ne savent pas comment les mener, pas parce qu’elles sont inutiles. Avec une méthode claire, la confrontation devient un acte de leadership, pas un combat.

We said that managers were afraid of conflicts, it's true or not? I'm going to tell you something. Partially, there is one person's theory that has absolutely no conflict. It's your three person's theory for which the problems will be posed. When you understand the D.I.C., you see someone who is dominant and orientated and who is extroverted, who would have conflicts, it's his way of functioning, so he will not be afraid to face conflicts. And when you take someone who is rather in the relationship, who is the profile "I" of the disc, and the influence of him, it can touch his image. It's the disc that people who are in a poor relationship will never have to deal with it. So it's going to affect the conflict. Now, when you take someone who is introverted, the "S" of the D.I.C., the stable, the light, what's going on? Be careful, calm, patient. You think he wants it, it's the disc that people have. You can have an influence, I'm telling you. If I ask you, "Is that what you want me to do?" He will tell me, "No, I won't manage the conflicts." And when you take someone who knows in the disc, the famous "conformity" that he has processed his rules, he is not at all in human beings. So you think that when you manage the conflicts, it's not his duty. Well, a category for which it won't be a problem, and three categories for which it won't be a problem. So you have to deal with it.