Every team is a mix of these personality types. Here’s how to get the best out of any combination.
Organizations aren’t getting the performance they need from their teams. That’s the message we hear from many of our clients, who wrestle with complex challenges ranging from strategic planning to change management. But often, the fault doesn’t lie with the team members, our research suggests. Rather, it’s often leaders who fail to effectively tap diverse work styles and perspectives—even at the senior-most levels. Business Chemistry can help.
A first step is to identify the work styles of your team members and begin to consider how similarities and differences are beneficial or problematic. How many detail-oriented Guardians do you have versus big picture Pioneers? What’s the balance of competitive Drivers with consensus-oriented Integrators? How are these diverse styles complementing or conflicting with one another?
Next, it’s time to actively manage those similarities and differences. Read our full article in Harvard Business Review for more detail on these strategies for doing so.
- Pull your opposites closer. Often, the biggest pain points are in one-on-one relationships, when opposite styles collide. By pulling your opposites closer—having them work together on small projects, and then bigger ones if it’s working out—you can begin to create complementary partnerships on your teams. It’s also important to pull your own opposites closer to you, to balance your tendencies as a leader.
- Elevate the “tokens” on your team. When a team’s makeup is lopsided, cognitive bias can creep in, often leading to “cascades” or momentum that carries the team in the direction of the most common viewpoint. Your goal here should be to elevate minority perspectives on the team without turning others off. This way you can benefit from all the perspectives represented, not just those in the majority.
- Pay close attention to your sensitive introverts. While a cascading team may lose out on contributions from any style that’s in the minority, members who are most introverted or sensitive can be at greatest risk of being drowned out. So that you don’t lose out on the unique strengths brought by these types, make an effort to understand how the team’s ways of working are supporting them to make their best contribution, or not.
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
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. 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.
Copyright © 2017 Deloitte Development LLC. All rights reserved.