Team Chemistry: The Quest for the Right Formula

‘’If you want to go fast, go alone. If you want to go far, go together.’’ African Proverb

Leaders the world over are strategizing how to solve challenging problems and deliver value to their target markets. However, even the most well-thought-out, carefully crafted strategy will go awry without the right people in place to implement it. Organizations often solely focus on the functional aspect of a team. High-performing teams are not just comprised of individuals with the right skill sets and technical ability to fulfill the necessary functions. The old adage that states, ‘’There is no I in the team,’’ needs to be reconsidered. Each person brings their unique personality to the team which contributes to the overall team dynamic. For your team to work as a cohesive unit, the individual natures and work style preferences of the members need to be considered. In a work environment, personality types influence the way people approach tasks, make decisions, deal with conflict and collaborate with others.

Having a balance of personality types can ensure the weaknesses of one type are offset by the strengths of another personality type. For example, people who are not keen on detail but are quick to act can work with others that are meticulous and analytical but are slower to act. As a result, the team will not get too bogged down and lost in the minutiae and also not be too hasty in their actions. However, if there is too much dissimilarity then there may be a lot of conflicts that can derail the team. This article aims to explore what leaders can do to perfect that team chemistry that can be so elusive in a world full of such diverse individuals.

Promote Self Knowledge and Group Understanding

When individuals become self-aware, they begin to understand what drives their behaviour and how their personality and behavioural styles impact others. Teams that coalesce and are able to work constructively together have a shared and deeper understanding of who they are as individuals and who their colleagues are. Being able to understand your personality type and recognizing and accepting others with different personalities will help you as a Leader to avoid unnecessary conflict by fostering understanding.

There are many personality profiling tools that are available to help people understand themselves at a deeper level. The Myers Briggs Type Indicator (MBTI) is based on the swiss psychologist Carl Jung’s psychological preferences around the dynamics of thinking and behaviour. A related tool is the Clarity 4D assessment which is linked to Hippocrates and the Ancient Greeks who identified the four elements and energies: water, fire, air, and earth. This tool also uses Carl Jung’s approach of recognizing that individuals have a ‘’preference’’ for the way they behave. There are a variety of tools available including assessments that can be used for team coaching. The name ‘’Clarity 4D’’ stems from the idea that there are four dimensions to an individual.

The first dimension, Discover, is the recognition and understanding of self. How do you see yourself? Do you see yourself more as a thinker or a feeler? Are you more extroverted or introverted?

The second dimension, Discuss, is the perception of the self by others. How do others see you and what impact do you have on others and how others perceive your level of influence.

The third dimension, Diversify, is your hidden potential.  Understanding your personality style and strengths allows you to expand your thinking and to leverage your strengths better and identify your blind spots and helps you modify your behaviour. You can then consciously match the energy, language, and communication style of the people you are trying to influence.

Finally, the fourth dimension, Develop, is the time it takes to develop your potential. Over time what habits can you develop in order to become your ideal version of yourself?

The four colours symbolizing the elements are red, yellow, green, and blue.

Red (Fire) energy is demonstrated by individuals who are highly energetic and goal-orientated. They are focused and take action to achieve quick results. They are logical, practical thinkers who are more objective but may sometimes overlook people’s needs.

Yellow (Air) energy is displayed by sociable, fun-loving individuals. They are charming, enthusiastic, persuasive, and enjoy being with other people. Their energy might be overwhelming for certain people.

Green (Earth) energy is characterized by people who are more under-stated and revere harmony and peace. These individuals prefer close relationships and are very loyal. They seek consensus and acceptance which may influence their decision-making.

Blue (Water) energy is shown by people who are introspective and reserved. They are slower to take action and very observant. They can appear detached and aloof as they are very analytical in nature and introverted.

Designing your Team

Good leadership, effective policies, work processes, and emotional intelligence are also key to the success of your team. Individuals must fit into the team without feeling pressured to conform to the styles of other team members.

Beyond choosing different personality types, diversity should be factored in terms of culture, ethnic diversity, age and gender to allow for different opinions, different points of view, and creativity. However, it is important to look for balance, just having diversity for the sake of diversity can work against you if communication styles are completely opposite or if there are major clashes in viewpoints. Team members should feel comfortable challenging each other and encouraging out-of-the-box thinking. When individuals are too similar siloed thinking leads to stagnation. The HR department should be cognizant of this during the hiring process and manage cognitive diversity at their level as well.

Define the accepted rules of engagement and boundaries with your team and follow up to ensure that everyone is communicating well and demonstrating respect and empathy. When leaders and team members are able to recognize and work with different communication and personality styles, individuals will feel more confident expressing themselves and sharing important ideas which may otherwise go unheard.

• Encourage civility even when team members disagree and do not let the team split into factions.
• Keep critiques and criticism focused on work and do not let it get personal.
• Enforce a zero-tolerance policy for personal gossip, undermining, shaming, or bullying.
• Encourage the quieter members to speak up.
• Ensure that the team remains focused on shared objectives.

In conclusion, there is no wrong personality type. Use your personality frameworks to educate, build understanding and open the lines of communication between individuals. When you know who your people are and how they prefer to work and communicate, you will be able to foster collaboration and adjust your own style to connect with them at a deeper level. In turn, your team will be empowered to collaborate better and scale new heights.

About the New Managers Leadership Programme

Promotion into management is an exciting rite of passage for any new graduate. But there are many pitfalls to avoid as one sharpens their skills in an all-around way. While the new manager has been recognized for the technical skills, self and other people management is a minefield. They must learn how to lead others rather than do the work themselves, to motivate, manage their peers, earn trust and respect, and strike the right balance between delegation and control. It is a transition many find challenging to make.

The New Managers Leadership Programme is ideal for newly appointed managers, individuals who are being groomed for their first management position, as well as those who are experiencing new pressures within a current management role. It is best suited for individuals with less than two years of managerial experience.

Learn about the New Managers Leadership Programme

References

1. Clarity4D, 2021, 4/03/2021 (https://www.clarity4d.com/)

Article by Shailja Sharma, Executive Fellow, and Coach

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