The most insightful agency leaders are often the most adaptable. They understand the importance of tailoring their leadership style to support team dynamics without compromising their core values.
A flexible approach allows leaders to connect more effectively with their teams while maintaining the integrity of their vision, said Chia Po Alvin Lau, BCom (Hons), a seasoned leader in Singapore who leads a team of 15 advisors.
Lau centers his leadership approach around assessing individual needs and adapting his style accordingly. He said he believes it’s a crucial way for leaders to optimize team performance and foster a high-performing workforce.
Recognizing individual needs and strengths
One of Lau’s go-to methods for determining each advisor’s capabilities and limitations is DISC profiling, which he prefers over Enneagram and other tools commonly used to better understand personalities and motivations. DISC categorizes individuals into different personality types — Dominance (D), Influence (I), Steadiness (S) and Conscientiousness (C).
Lau tries to adjust his communication style based on the DISC results of each advisor. For example, when speaking to a high-D individual, he keeps his message concise and goal-focused, as these advisors tend to value efficiency and directness. Meanwhile, with high-I team members, “you probably want to be complimenting this person a little bit more, but you wouldn’t want to be complimenting their objects,” Lau said. To them, instead of saying, “Nice presentation slides,” which focuses on an external aspect of their work, Lau might say, “Your energy and creativity really brought this presentation to life.” The feedback is similar, but he knows the latter builds more confidence for that personality type.
“It’s not so much about having the knowledge,” Lau said. “It’s more being able to exert and contextualize the knowledge.”
He also incorporates a non-scientific version of DISC profiling when meeting new recruits and prospects, using it as a quick mental tool to ascertain their personality type. By asking a few questions, Lau generally can profile the person in a way that helps him better understand their viewpoint or situation, he said.
Lau also recommends Patrick Lencioni’s business book "The Five Dysfunctions of a Team" to help leaders identify and address common, underlying teamwork issues. The book provides tools such as team assessments and action steps to build trust, encourage conflict, drive commitment, ensure accountability and focus on results. He considers the book a necessary tool for situational leadership.
Fostering clarity
Lau’s situational leadership extends to how he uses different communication tools for different purposes. For official updates that require formality and record-keeping, he relies on email. Operational issues, which often require real-time input, are handled on WhatsApp or Teams, creating a faster feedback loop. This flexibility ensures team members can access the information they need in a way that works best for them.
“Manage that expectation, manage the communication flow, and you realize everyone knows where to find the things they need,” Lau said. “I have a Q&A group chat with my team, and I don’t have to reply to a single question within the group chat because someone on the team will have answered the question before I even see it. That’s a culture I’m really proud of.”
Lau also encourages leaders to foster an environment where team members feel comfortable speaking up. To build trust and openness, he suggests creating dedicated communication spaces — whether in-person meetings or group chats — where team members can ask questions and share insights without fear of judgment.
Lau also emphasizes the importance of maintaining an open-door policy, not just as a physical practice but as a mindset of approachability and collaboration. Whether it’s through in-person conversations, virtual chats or scheduled meetings, he adapts his availability to match the preferences and comfort levels of his advisors. This flexibility reflects Lau's belief in meeting his advisors “where they are.”
Lau’s ultimate goal is to create a culture where every team member feels supported, understood and empowered to succeed.
“With the right example and environment, you can influence purposefully and create a team that thrives,” he said.
Chia Po Alvin Lau shared this advice during the 2024 MDRT Global Conference session, “Mastering situational leadership for all circumstances.”
Darin Painter is a freelance writer and editor in Strongsville, Ohio, USA, and owner of the content development business Writing Matters (www.writingmatters.com).
