How leaders achieve harmony in business

harmony in business

I recently saw a TED talk that fascinated me, Itay Talgam’s much-watched “Lead Like the Great Conductors”.1 During his talk, Talgam, a conductor and business consultant, expertly weaves the conductor-orchestra metaphor through a discussion of leadership as could be applied to any team. As a former orchestra flutist, what really struck me about this talk was that it’s a fantastic illustration of one of the main tenets of Business Chemistry, that each of us is a unique combination of all four types, and it’s our ability to flex between these styles that may be our greatest strength as leaders. Indeed, research shows that great leaders use a variety of styles, depending on the situation, to get results.2

Consider the responsibilities of a conductor: define the tone and set the tempo, unify 100 independent musicians while bringing out the best in each performer, provide real-time performance feedback, and create an experience for the audience. How do conductors achieve all this…without a saying a word? Talgam guides us through a tour of the leadership styles of some of the world’s greatest conductors, and explores the possible pitfalls of leaning too heavily on one style.

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Business Chemistry matters when change is afoot…

Chameloen.One of my favorite things about teaching Business Chemistry to teams is myth-busting. And one of the most common myths we need to bust is that Pioneers are “good” at change and no one else is. Now, it may be true that Pioneers are naturally more comfortable with change, or that they even relish it more than the other types. And it may also be that their adaptable natures make it a bit easier on them. But, thinking through the strengths and challenges of each type reveals that they all have something important to contribute in times of change, and also that they all may need a bit of help adjusting, in one way or another. So if you’ve got a big change coming, or you’re in the middle of one right now, keep the following in mind.
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When You’ve Got Tough Feedback to Give, Flex Your Style


An old maxim cautions: “There is only one way to avoid criticism: do nothing, say nothing and be nothing.” We live in a world where feedback is unavoidable. And for most of us who deliver feedback to others, our default tendency is to give praise or constructive criticism in the way we like to hear it.

The trouble is, taking a universal approach to communicating with others works to our detriment. When we use a “standard template” for conveying praise or corrective advice, we’re practically inviting misunderstandings and broken trust. Just imagine the aftermath of giving hard-hitting feedback–with little context–to your most sensitive but reliable worker. More than just hurt feelings, we can actually distract a person from our main message with an ill-chosen delivery!

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Project stalled? Practice perspective-taking

How to Encourage Perspective-Taking Skills

Unclear objectives. Scope creep. Cost overruns. Many of the reasons that projects fail seem painfully obvious. And yet there’s a less noticeable offender that can lead teams to take rash shortcuts, ignore the facts, or worse, mistake their overconfidence for boldness.

I’m talking about our failure to actively seek out and consider perspectives different from our own.

You might have guessed that perspective-taking is something we promote enthusiastically in Business Chemistry. After all, minimal variation of thought can lead to groupthink…which can steer a team right into a place of dysfunctional conformity. And we’re not only talking about encouraging people to exchange perspectives; but about using targeted strategies to do so. Academic research supports this recommendation: perspective-taking has been shown to simultaneously improve creativity1 and reduce favoritism within a team2. And beyond fostering more cooperative workplace behaviors3, taking others’ perspectives into account has been linked to better team coordination4 and improved conflict management5.

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Flex Your Influence Style to Boost Your Impact

You and I don’t know each other. And yet, I’m pretty sure we have something important in common. And further, what you and I have in common we also share with leaders of all kinds, politicians, sales reps, and my 10-year-old son. What might that be, you ask? We all spend a lot of time and energy trying to influence others.

What we may not share are the strategies we most commonly use in our influence attempts. I tend toward supporting my point of view with evidence and data. My son, on the other hand, has perfected the strategy of wearing people down through relentless requests.

Depending on your Business Chemistry type, some influence strategies may be more natural for you and some more of a stretch. While there is power in focusing on your strengths, there is also evidence that when it comes to influence, using more strategies is better, so it probably pays to work on adding some of the stretch strategies to your arsenal.1

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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.

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.

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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.

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How would you make history? Business Chemistry through the ages

There are many ways to make one’s mark on the world, no matter what your Business Chemistry type. These videos illustrate how four historical figures made their mark, and which Business Chemistry type they epitomize.

Queen Victoria: Guardian

Queen Victoria was the longest reigning British Monarch in History, and the longest reigning female monarch anywhere. Talk about tried and true–there was an entire era named after her! With her controlled, principled, and meticulous style, the “Grandmother of Europe” is a great example of a Guardian.

“Great events make me quiet and calm; it is only trifles that irritate my nerves.” — Queen Victoria

 

Theodore Roosevelt: Driver

Theodore Roosevelt was the youngest US President ever, sworn in at the age of 42, and the first American to win the Nobel Peace Prize. His take charge, experimental, never-say-die approach was typical of a Driver, whether the challenge he faced was his own debilitating childhood asthma or the political and engineering feat of building the Panama canal. He was once shot at a campaign event and went on to deliver a 90-minute speech anyway.  After all, it was only ONE bullet.

“The boy who is going to make a great man must not make up his mind merely to overcome a thousand obstacles, but to win in spite of a thousand repulses and defeats.” — Theodore Roosevelt

 

Nelson Mandela: Integrator

Nelson Mandela was an exemplary Integrator. After spending almost 3 decades in prison for his activities as an anti-apartheid revolutionary, he became the first South African President to be elected in a fully representative democratic election. He reached this pinnacle because of his ability to bring people together, connect on a personal level, and build trust through listening. Not only is there a woodpecker named after Mandela, but also an orchid, a spider, a sea slug, a nuclear particle, and even a day, declared by the United Nations–July 18th is Nelson Mandela International Day.

“If you want to make peace with your enemy, you have to work with your enemy. Then he becomes your partner.” — Nelson Mandela

 

Earnest Shackleton: Pioneer

An example of a Pioneer, Earnest Shackleton was a polar explorer who was knighted for his daring achievements. He was referred to as the “life and the soul” of the ships he sailed on, lifting the spirits of the crew through his antics and his spontaneous, optimistic and unflagging spirit. When selecting 26 crew out 5,000 applicants for the Endurance expedition, Shackleton tested singing ability in addition to more practical skills. This came in handy when the ship was icebound and eventually crushed and lost–nightly sing-alongs were one way the crew maintained their morale while living on the trapped ship and then the polar ice pack for many, many months.

“It is in our nature to explore, to reach out into the unknown. The only true failure would be not to explore at all.” — Ernest Shackleton

What kind of mark will you make?

Dr. Suz

Suzanne Vickberg, PhD (aka Dr. Suz)
Dr. Suz is the LCC’s very own social-personality psychologist, which means she studies how people’s thoughts, behaviors and preferences are influenced by both who they are and the situations they’re in. She uses Business Chemistry to help teams explore how the mix of perspectives brought by their individual members influences their work together. Follow her on Twitter @DrSuzBizChem

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.