Decisions, Decisions

Several weeks ago Dr. Suz wrote about the decision-making styles of the Business Chemistry types. Now, Kim Christfort, leader of Deloitte’s Leadership Center for Clients and the US Greenhouses, has been interviewed by Retail Leader Magazine about the same topic. In the article Decisions, Decisions Kim was asked “What are the traits and factors, both internal and external, that allow CEOs to make good decisions?

Kim explained that different approaches are appropriate in different situations and outlined how each of the four Business Chemistry types can bring value. “A company that needs to effect a massive transformation and follow a bold new vision might benefit from Pioneer characteristics, while a company that’s highly creative might need Guardian characteristics to help keep it on track…” She went on to say “A company that’s facing rapid growth and disruption, that needs to make tough decisions and execute quickly, might benefit from Driver characteristics, while a company that’s trying to appeal to new customer segments might need Integrator characteristics to help it relate.”

Read the entire Retail Leader article to learn more about the factors that enable CEOs to make good decisions.  You can also follow Kim on Twitter @Christfort.

Read the full article


Kim Christfort heads Deloitte’s Leadership Center for Clients Group (LCC), which helps executives tackle tough business challenges through immersive, facilitated Lab experiences and client experience IP such as Business Chemistry. As part of this role, Kim leads US Deloitte Greenhouses, permanent spaces designed to promote exploration and problem solving away from business as usual.

This publication contains general information only, and none of the member firms of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collective, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Going with the flow: Cascades can hinder team decision-making

My last post suggested that making decisions in diverse teams can help avoid decision-making traps, and there’s research evidence to support this view1. However, team decisions are often no better than individual decisions—and sometimes they’re even worse2. So what’s going on?

Essentially it has to do with the difference between having diversity on a team and managing the team environment and process in a way that enables the group to actually benefit from that diversity.

There are various mechanisms through which biases and poor decision-making can actually be heightened rather than diminished on a team, even a diverse one.

Continue reading “Going with the flow: Cascades can hinder team decision-making”

The Power of Opposites

The Power of Opposites

If given the choice, would you work with someone who’s similar to you and shares your views? Or would you choose someone who’s quite dissimilar, and has a different perspective?

Research suggests that we make better decisions in diverse groups than in homogeneous ones, but that we feel less confident in those decisions1. Why? Maybe because making decisions with people similar to us feels easy; if we’re all on the same page from the start it must be the right page, mustn’t it? The overconfidence that we’re prone to individually, gets multiplied in homogeneous groups.

Continue reading “The Power of Opposites”

Guardians: How to spot one and what to do about it

Guardians

Now that you’ve learned how to recognize and better work with Drivers, Pioneers, and Integrators, this final post in the series will address spotting and working with Guardians. After reading all four you’ll be that much closer to Business Chemistry ninja status.


Spotting a Guardian

Guardian motto: Changing the World, One Spreadsheet at a Time

Methodical. That’s the number one characteristic of the Guardian. They’re also structured, meticulous, focused on the details, and practical. If you’re paying attention to these things a Guardian is easy to spot, but because they’re also reserved, they don’t always make themselves known. You may need to be on the lookout for them.

Guardians are also likely to be conventional, hierarchical, disciplined, and frugal. They’re likely to speak slowly, or, as the most introverted of the four types, not at all, especially if others are dominating the conversation or fighting for the floor.

When it comes to making decisions, a Guardian usually isn’t in a hurry. They’re most comfortable with what’s familiar and they tend to be risk averse, so when making a decision that involves a new direction they’re going to want to check every detail. They may seek out benchmarks and best practices to ground the decision and make them more comfortable with a change. They’ll likely use a deliberate and methodical process for reaching a decision and once they’ve made up their mind they’re unlikely to change it. I’ve written before about the Guardian’s tendency to go with the status quo.

Continue reading “Guardians: How to spot one and what to do about it”

Integrators: How to spot one and what to do about it

Integrators

I previously shared thoughts on how to recognize and work with Drivers and Pioneers. In this third installment I’ll address how to know when you’re working with an Integrator, and what to do about it. Because of course, doing something about it is really the point of Business Chemistry.

Spotting an Integrator

Integrator motto: Consensus Rules!

The Integrator’s strongest traits are their tendency to avoid confrontation and seek consensus, their empathy, and their tolerance of ambiguity.

Integrators are connectors. They connect with people, emphasizing relationships and striving to be helpful. And they connect ideas. Their way of thinking is nonlinear, big-picture, and contextual. They’re also traditional, trusting, and dutiful.

Integrators tend to think through decisions carefully and to seek a lot of input from others, trying to get a sense of whether people are in agreement. They’re not particularly keen on risk-taking, but if they see the group heading in that direction they may be inclined to get on board. The people-implications of a decision are likely to be important to an Integrator and they’ll consider these carefully. They’re also prone to changing their mind, which I’ve written about before.

Continue reading “Integrators: How to spot one and what to do about it”

Pioneers: How to spot one and what to do about it

Pioneers_HighRes

A few days ago I wrote about how to know a Driver when you see one, as well as a few tips for working with them. In this second post of the series I offer the same kind of perspective about Pioneers. After all, Business Chemistry wasn’t developed for introspection, it was developed for action!


Spotting a Pioneer

Pioneer motto: Have fun. It’s just work.

More than anything, a Pioneer can be recognized by their spontaneity and penchant for brainstorming.

As the most extroverted of the four types, Pioneers are also energetic and expressive, and have broad networks and collaborative styles. They adapt easily to change and like to jump in and lead the charge toward new horizons.

When it comes to decision-making, Pioneers don’t belabor it. They tend to make quick decisions going with their gut, have a high tolerance for ambiguity and risk, and aren’t afraid to change their minds.

Continue reading “Pioneers: How to spot one and what to do about it”

Drivers: How to spot one and what to do about it

Drivers_HighResLearning about Business Chemistry is interesting (and fun!), but its real value lies in applying it to strengthen your relationships with others. This post is the first of four that address how to know each type when you see it, and what to do about it.


Spotting a Driver

Driver motto: And your point is…?

The most defining characteristic of the Driver is their technical and quantitative orientation. This may take the form of an expertise in math, engineering, mechanics, technology, or even music. If you have very little to go on, these are pretty good clues that someone is a Driver.

The Driver type is also strongly characterized by a direct style, a logical approach, a competitive streak, and a willingness to make tough decisions. Drivers are likely to take charge and enjoy experimentation, and often prioritize goals over relationships.

When it comes to decision-making, Drivers value a strong analysis backed up by logic and facts. They’re good at synthesizing and will look for patterns in complex data. They’ll willingly take a risk, but only after consideration. Once they’ve made their decision, they’re not likely to change their minds.

Tips for Working with a Driver

Drivers are attracted to both competence and confidence. Make sure you know what you’re talking about, and then don’t be afraid to strut your stuff a little bit. At the same time, don’t carry on too long–Drivers appreciate you getting to the point, and doing so quickly. If you want to keep a Driver’s attention, be careful to avoid excessive small talk, indirectness, and indecisiveness.

Continue reading “Drivers: How to spot one and what to do about it”

‘Is that your final answer?’ Why Integrators are so indecisive

Why are Integrators Indecisive?

Do you know any Integrators? If so, you are probably familiar with their tendency to change their minds. Today it’s “yes,” tomorrow it’s “no.” ”Final” decisions usually aren’t really final, and new information can start the decision-making process all over again. Integrators might be accused of being capricious, flighty or even fickle – though I’m sure not by you. Recriminations aside, many of us find this tendency toward indecisiveness frustrating. A little insight into the mind of an Integrator might help.

Continue reading “‘Is that your final answer?’ Why Integrators are so indecisive”

Smarter decision-making with Business Chemistry

Morris Jones of ABC News WJLA-TV Government Matters recently interviewed Saagar Thakkar, leader of Deloitte’s Washington D.C. Greenhouse.  Saagar discussed the breakthough innovation that is happening at Deloitte’s Leadership Center for Clients and he highlighted Business Chemistry and the science of decision making.

He explained “At Deloitte we’re focused on three kinds of breakthroughs for our clients: Individual Breakthroughs, Team Breakthroughs, and Marketplace Breakthroughs.”

Watch the interview and hear how Deloitte is helping  private sector organizations and government agencies harness the power of Big Data and turn it into insight.


This publication contains general information only, and none of the member firms of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collective, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.