Guardians and Integrators aspire to become top performers and team players

BehindTheScenes

“They’re integral in making sure decisions are well thought out, but rarely does that research and information get distributed.”

Business Chemistry in the C-suite research suggests that individuals of all types aspire to lead, but Pioneers and Drivers are more likely than Guardians and Integrators to have such aspirations. When we asked more than 13,885 professionals across various organizational levels to select their top career aspirations, 68% of Drivers and 67% of Pioneers included leader, compared to 50% of Guardians and 51% of Integrators.  So, what do these types value beyond leadership roles?

Guardians and Integrators have some other strong aspirations, which may contribute to their being less likely to choose a leadership path, and their lower representation in the C-suite. Our research found that 50% of Guardians aspire to be top performers, 46% to be team players, 37% to be experts, and 36% to be mentors. And, 48% percent of Integrators aspire to be team players and 40% to be mentors.

Leaders should consider the unique strengths of Guardians and Integrators and their value behind the scenes to build strong, diverse teams.  Download the full study.

 

The Chemistry of Trust: 8 Ways to Build More of It

What if you could be the kind of leader whose team had increased energy, was more productive, collaborated better with their colleagues, and stayed with your organization longer? What if your people suffered less chronic stress and were happier with their lives?

In the Neuroscience of Trust, published in a recent issue of Harvard Business Review, Paul Zak suggests that you can be that kind of leader by increasing trust on your team. He proposes eight management behaviors to help you do so. In considering his ideas, I matched his suggestions up against the Business Chemistry types, knowing that different things make the various types tick. Here are the eight proposed behaviors and the types with which they’re most likely to be effective…

Induce “challenge” stress. Zak suggests that challenge stress, brought on by assigning teams difficult but achievable tasks, releases chemicals in our brains that increase social connections. This technique may be particularly effective for Drivers, who are more likely than the other types to report that they thrive in the face of challenging tasks. 1

Give people discretion in how they do their work. In other words, enable autonomy by allowing people to complete projects in their own way—if you trust your people, they’re more likely to trust you. When asked about autonomy, Pioneers and Drivers (particularly D-Scientists) say it’s more important to them than Integrators and Guardians do.

Enable job crafting. Job crafting means, in part, empowering people to choose which projects they work on. This technique may be particularly successful with Pioneers, who are the most likely type to say they thrive when they have opportunities to learn and try new things. Who knows better which work has the right level of “new” than your people themselves?

Share information widely. Zak suggests that lack of information about an organization’s direction can cause chronic stress among employees. Cultivating trust by sharing such information may be most essential with Guardians, who our research suggests experience the highest levels of stress, and are also the type most likely to say clear expectations are important to them.

Recognize excellence. A little recognition is likely to go long a long way for all types of people, but our research shows that Guardians and Integrators are more likely than Pioneers and Drivers to say that recognition is a key ingredient for them to thrive at work. Given that the work of these types can sometimes go unseen, acknowledging their contributions could be a particularly effective trust-builder with them.

Intentionally build relationships. Zak cites his own research suggesting that creating social ties at work improves performance. This may be particularly valuable with Integrators, who are the most relationship-focused type and also the most likely to say that working with people they enjoy is a priority for them. A little bit of focused attention to relationship-building can help in creating mutual trust.

Facilitate whole person growth. By whole-person growth Zak means helping people grow both professionally and personally, and that can mean different things for different people. While all the types put a high priority on a feeling of accomplishment, Drivers, particularly D-Commanders, are more likely than the other types to say advancement is important to them, while Guardians and Integrators prioritize work-life balance more than others, and Pioneers are the most likely type to say it’s important to know they’re making a difference in the world. When your people know you understand them and see them as people, not just employees, they’re more likely to put their trust in you.

Show vulnerability: As a leader, being vulnerable enough to ask for help when you need it is perhaps one of the scariest but most effective means of role-modeling trust. Doing so demonstrates to all types of people that asking for help is okay, that they can trust you enough to ask when they need it. By asking your people to have your back, you’ll show them that you’re going to have theirs. And isn’t that really what trust is all about?

Dr. Suz

Suzanne Vickberg, PhD (aka Dr. Suz)

Dr. Suz is the Greenhouse Team’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

1Research findings in this post are based on a study with 13,885 professionals of varying levels working outside Deloitte, in the US and elsewhere. Participants represent more than 1,200 organizations across various industries, and 115 countries overall. During the period of February, 2016 to November, 2016 participants completed the Business Chemistry assessment online and also answered questions about their career aspirations, career priorities, and the working conditions under which they thrive. For each question, respondents were asked to select their top three options out of a list of 10. The margin error for this sample is less than two percentage points at a 95 percent confidence level, for all Business Chemistry types.

Harvard Business Review Podcast: How Personalities Affect Team Chemistry

rec_glb_ho_1850_loHarvard Business Review has released a new podcast with Deloitte Greenhouse Experience National Managing Director Kim Christfort, who talks about the different personality styles in an organization and the challenges of bringing them together. Deloitte’s Business Chemistry system helps companies better understand personality styles and capitalize on their cognitive diversity. She and Suzanne M. Johnson Vickberg coauthored the article, “Pioneers, Drivers, Integrators, and Guardians” in the March-April 2017 issue of Harvard Business Review.

New podcast series launched, Confessions. Episode 1: “The Monster that Harmony Made.”

confessions_squareWe are excited to announce our new podcast series, Confessions.  Hosted by Kim Christfort, National Managing Director of the Deloitte Greenhouse Experience, each episode explores true stories of workplace success and failure that all come down to one thing–Business Chemistry.

Learn how Business Chemistry can help you understand your own working style and how it’s similar to or different from others. Listen in as Kim talks with Suzanne Vickberg (Dr. Suz), Lead Researcher for Business Chemistry. Together, they’ll discuss techniques you can use to flex your style, improve your working relationships, and build stronger teams.

promo_monsterthatharmonymade“The monster that harmony made,” is our first episode and explores Betsy’s efforts to guide a team that’s enthusiastic about achieving project success, but whose desire for harmony creates one monstrous roadblock.  Can too many similar working styles hinder success? 

Listen today on your favorite device. 

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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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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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A leader’s job is to get everyone’s best contribution

A leader's job is to get everyone's best contribution

Leaders sometimes ask me whether Business Chemistry is really just about making everyone feel included. While that’s a worthy endeavor in my opinion, Business Chemistry offers so much more, like the potential to make a good leader great.

I think great leadership is about creating environments that both empower and compel people to make their very best contribution. But since not everyone is empowered or compelled by the same environment, the trick is to understand what different people need and to provide them with the right kind of space to excel. For those leaders who aren’t sure where to start, Business Chemistry can help!

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Welcome! Let’s Stir Things Up

Time For Something NEW!

Welcome to the Business Chemistry Blog, a place to explore leadership, teams, and how relationships fuel our work. The launch of this blog coincides with the 5-year birthday of Business Chemistry, which I’ll describe in more detail below. To begin with, I’ll be writing from my vantage point within Deloitte’s Greenhouse Experience Team—I have so many questions to explore here—but other voices will join in along the way and you’ll have the opportunity to engage with more members of our team.

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