51toCarbonZero

As 51toCarbonZero grew and the pace of work increased, differences in communication style and behavioural preferences began to create friction, misunderstanding, and unhelpful assumptions across the team. This is a common pressure point in fast-moving consultancies, where strong individual capability can quietly work against collaboration if people do not have a shared framework for understanding how they and others operate. The team wanted a practical way to understand one another better and improve how they communicated and worked together day to day, including with clients.

We began by scoping the goals of the session with the leadership team to make sure the workshop was built around real team needs rather than a generic programme.

Ahead of the session, we coordinated DISC assessments through a third-party provider, ensuring every participant had completed their profile before the day so the workshop could focus entirely on application rather than administration.

In the room, we facilitated a practical DISC workshop focused on what the profiles actually mean in real working situations. We supported individuals to interpret their own profiles, including their strengths, blind spots, and how they are likely to behave under pressure. We then opened up discussion on how different styles interact, where friction is most likely to occur, and how to adapt communication without losing authenticity. The session closed with the team agreeing practical actions to embed what they had learned into their day-to-day collaboration and working relationships.

The team left with a shared language for behavioural differences that immediately changed how they understood and approached their interactions with each other. Self-awareness improved across the board, and with it came greater consideration of others' perspectives and a more deliberate approach to communication. The benefit extended beyond internal collaboration. Team members reported greater awareness of how to adapt their approach with different clients, improving how they built trust and rapport in external conversations. Leadership came away confident that the session had genuinely landed and that the team had clear, practical takeaways to build on together.