/Francis Van den Driessche

About Francis Van den Driessche

Before joining The Partnership in 2008 Francis had more than 25 years’ experience in sales & general management within the IT (HW/SW) services and consulting businesses. Since joining Bayard Francis has been responsible for contract & relationship management. He is an expert in DISC behavior analysis, a powerful tool for improving individual behavior and team collaboration. He oversees The Partnerships’ recruitment and Associate assessment process. His professional passion is to ensure that our clients receive an exceedingly high level of quality of service from all the Associates and Contractors that we assigned to them, and that they in-turn receive the best possible information and support from our clients to ensure a mutually successful execution of all our assignments. Francis’ key areas of focus within the Bayard Partnership are: Recruitment of new Associates/Contractors Relationship management of our Clients, Associates and Contractors Contractual & operations management Behavior coaching and counseling utilizing the DISC analysis tools and methods Industries IT services & consulting (B2B)

How to convince people who show high resistance towards change?

Reading a request for help from a LinkedIn Change Management group member on ‘how to handle people that will never support a change initiative’, I replied with some thoughts that I am happy to share with you on my Bayard blog: Having years of experience with (DISC) behavior style assessments, I learned that people with high Social/Stable (S) styles and or Compliant/Conscientious (C) styles often show a higher resistance for change than people who are driven by fast results/goal settings (D styles) and even interaction/persuading (I styles). People with a high behavior score on S and/or C have indeed a [...]

How conflicting behavioral styles can be very complementary

Team optimization is more than ever a popular business topic. Especially in times that hierarchical organizations are more and more becoming replaced by so called ‘holacratic’ or ‘somewhere in between’ business structures in which the power from the management hierarchy is reduced or removed and distributed across clear roles which can be executed autonomously. One of the proven key elements for creating productive teams is to join people with complementary behavioral styles: while one is attracted for defining goals/objectives, others prefer to creatively interact, go into more details or create a comfortable operational environment where employees/clients can feel happy. Such [...]