I am most afraid that managers do not understand these four types of "workplace personality"
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Why does a team seem "unbreakable", but the results are not satisfactory?
Is it really because the staff's ability is insufficient, or is the leader's level limited?
In a team, no one really wants to pull the hind legs of team performance. No one really feels that this is their fault...
In fact, the main responsibility comes from the boss. When faced with various "workplace personality", he is unable to parry and is at a loss. What is more, he has never noticed the fatal problem that affects team performance.
4 types of workplace personality, which one are you?
There is a set of "quartet personality" system in the workplace to divide employees into four kinds of characters: a decisive lion type; a thinking-riding bait type; a stable dolphin type; a perfectionist-oriented owl type.
The biggest feature of this system is that in the simplest way, each member of the team can understand both themselves and others, and it is very helpful for team building and team strength.
Similarly, in order to deepen the understanding of the team members in order to maximize the team's strengths, Deloitte Consulting developed a "commercial chemical reaction" system that divides employees into four categories of workplace personality: guardians, promoters. , pioneers and integrators.
Deloitte's research shows that each of us is composed of these four types of workplace personality, but many people prefer 1-2 kinds of thoughts and behaviors. Different performances of the workplace personality can bring unique perspectives and values to the team in raising questions, solving problems, inspiring opinions and making creative decisions.
Everyone is the unique “Zhuge Liang” in the team! If the leader ignores the existence of the workplace personality, it is easy to miss some insights and influence team performance.
So, what are the characteristics of the 4 types of workplace personality?
* Guardian: Be cautious, pragmatic, pay attention to details, face blindness in the face of risk, sensitive and introverted, respecting facts and data, calm and objective.
* Promoters: Focus on challenges, focus on results and success, they tend to be black and white when looking at things, using rational logic and data to point to the core of the problem.
* Blazers: As the name implies, courage and adventurism are their main characteristics. They rely on intuition when making judgments, have a big picture, and can boldly express their ideas and be creative. They are easy to motivate the team's imagination and develop ideas.
* Integrators: Make the team more cohesive and value the team relationship. They are good at integrating and integrating various events, strengthening each other's connections, and finally making the final decision in the decision-making.
Susanna Wickerberg is a social personality psychologist. After a period of research, she found that when team members are actively inferring the personality of others, the understanding of the team itself is more profound, and they express common The sense of mission is stronger and the ability to accomplish goals is improved.
How do managers deal with workplace personality differences?
Although in theory, the combination of various workplace personalities is more conducive to the advantages of the team, but if the leader is not good at coordinating and grasping the relationship between the team members, then the team conflicts and differences will inevitably affect the whole Organizational performance.
So, how can leaders effectively deal with the differences in workplace personality in the team? Kim Christopher is one of the founding designers of the “Commercial Chemistry Reaction” and she put forward her own opinions.
Constantly blending and constantly running
According to the survey, nearly 50% of the workplace people said that it is the most difficult to cooperate with the opposite personality in the team. When there is a big difference in personality, there will often be interpersonal problems that hinder cooperation.
In our company, X is a cautious "guardian" who is not willing to try easily for certain risky matters. He will carefully express the possible disadvantages of doing so, but this makes the pioneer personality The L is very contradictory. He thinks that this is an opportunity for the whole team to lose performance. The conflict between them is very obvious, and they often compete with each other because of cognitive differences.
In the same way, I think that I belong to the "integrator" personality, and I value the team's cohesiveness, but I also don't adapt to the "promoter" personality of the small Z, too concerned about the results and success, and sometimes say some people are puzzled. The whisper, in short, working with him also makes me feel awkward.
This phenomenon is common in the workplace, is there a way to resolve it?
A large number of studies have proved that it is a feasible path to establish cooperative and complementary relationships in the team by narrowing the distance between the opposite workplaces and letting them cooperate on small projects and then gradually expanding the scale of cooperation projects.
In particular, managers, and the opposite of the workplace personality cooperation is more important, can balance their own inclinations, but also facilitate cooperation between other team members.
Encourage voice and encourage diversity
In some teams, members of a certain type of workplace personality may occupy 70%, and the remaining 30% consist of a small number of personality. In the face of this team structure, how can managers play their own roles?
Everyone will have such a workplace experience: at the time of discussion, once a certain mainstream view is formed, a different voice in the team will be regarded as a “heterogeneous”, which will lead to the entire team's cognitive bias.
In terms of experience, the most effective way is to adopt a way that meets the habits of a few members of the workplace personality, because only by focusing on the ideas of the minority can the diversity of the team be given advantage.
It is necessary for managers to encourage small people to express their opinions and to express them in a comfortable way, with a focus on “first voice” to avoid being overwhelmed by the mainstream views of 70% of personality members.
If a member of a certain personality is missing from a team, the manager may wish to encourage empathy, making the one-dimensional discussion more comprehensive and diverse.
Focus on sensitive people and pay attention to security
In a team, guardians and some quiet integrators are often emotionally sensitive groups, and unless the leaders deliberately approach them, they rarely hear them.
This group is often a small group of people in the team. However, in daily management, not only should they not be ignored, but it is necessary to spend energy to take care. What are the reasons?
Related studies have shown that those who are sensitive and introverted often have unique advantages and are equally beneficial to the diversity of the team.
For example, they are conscientious in their careers, meticulous, good at discovering the details of vulnerabilities and risks in their work, staying focused for a long time, and they are good listeners and have a good spirit of cooperation.
Managers pay more attention to such members, which will help create a relaxed team atmosphere, so that all members of the workplace will get a sense of psychological security.
Many team problems seem complicated. In fact, they can all be attributed to the "people" problem. Most employees can solve the problems of different workplaces.