Personalities, Teams, and Leadership


Personalities, Teams , and Leadership

Thus far we have concentrated on your need to identify your natural strengths, the knowledge and skills you can easily and effectively bring to the task of helping teams. However, remember that personal qualities are also an important component of being an effective leader. Your personality synthesizes your personal qualities and is one of your most important tools for you to use in your efforts to influence teams. Capitalizing on the natural strengths of your personality and enjoying interaction with people who are different from you are crucial for success. Tolerating differences in the personalities of people you work with is not enough ”you need to celebrate those differences. They provide the natural strengths you may need to benefit the team.

This section will help you take a look at your personality and understand what you might find easy and natural to do. You also need to know what a team leader would like to be able to do that may be difficult for you because of your personality. Basically your choice is to try to do it yourself or find co- leaders to fill in for the good of the team. The framework we will use to understand personalities is known as the Myers-Briggs Type Indicator (MBTI ) assessment. If you have never encountered this instrument, you may want to read one or more of the references listed as MBTI Resources in the bibliography to gain a more thorough understanding. I will attempt to give you enough of a foundation here to help make use of your personality and to understand the personalities of the members of the teams with whom you will want to work.

First of all, personality traits exist in pairs of opposites. You were born with ”or developed early in life ”a natural preference for one or the other of each of these pairs. Think of it this way: You are either naturally right-handed or naturally left-handed ”you can do things with both hands but you generally favor one or the other. The same thing holds for aspects of your personality. For example, you are capable of acting in an Extraverted manner as well as in an Introverted manner, but you have a natural tendency to favor one over the other. That tendency may be very strong and pronounced or it may be only a slight tendency. The clearer you are on what your natural tendencies are, the more able you will be to use your personality as a tool of your leadership style.

In exercises 6 “9, we examine fours pairs of type characteristics, or dichotomies: Extraversion ”Introversion, Sensing ”Intuition, Thinking-Feeling, and Judging ”Perceiving. Your job is to decide which characteristic in each pair is most natural for you. Short checklists are provided to assist you in "typing" your personality or that of your teammates. On each checklist, the answer that predominates (E or I, S or N, T or F, J or P) indicates your likely preference. When answering the questions, choose the item that describes something that is more like the "real you," rather than the one that describes how you want to be. You will be tempted to say, "Well, it depends on the situation." We all vary our behaviors to match situations to some degree. Choose the item that is more likely to occur across situations, the one that is driven more by your natural tendencies than by how you think you are supposed to behave. Note that these checklists offer only a glimpse of MBTI typology . If you have the opportunity, I encourage you to take the latest version of the MBTI assessment. You can contact the Association for Psychological Type or CPP, Inc., to obtain the names of professionals in your area who can administer the instrument to you and provide a feedback session.

Preference for Extraversion vs. Introversion

Exercise 6 is a short checklist to help you identify whether you have a natural preference for being more Extraverted or more Introverted. All of us have both Extraversion and Introversion as a part of our personality. Use the standard of the "real you" to help determine which characteristic in this dichotomy is most natural for you.

Leaders and team members who have a preference for Extraversion are externally oriented and quite aware of what's going on around them. They are more likely than those with a preference for Introversion to reveal what they are thinking and feeling. Thoughts that surface in their brain tend to be quickly transmitted through their mouth. Most Extraverts are action oriented. They like variety and want to make things happen, not just think about it. As a result, their natural strengths include getting the ball rolling on projects and keeping their eyes and ears open to what is happening beyond their own work efforts. However, they may have some blind spots, too. They may be easily distracted and interfere with the group 's ability to stay focused. They may instigate action without sufficient forethought about goals and future requirements. They may also dominate team meetings and conversations. However, it is highly beneficial to have some team leaders and members with a preference for Extraversion because of the energy they bring to the team. Their " can-do " spirit is helpful in many situations.

Many people believe that leaders should be Extraverts. It is true that the role often calls for interacting with people and things and providing energy to get things going. However, people with a natural preference for Introversion can also be terrific leaders. They are more focused on the inner world of thoughts and concepts. They bring to a team their natural tendency to think before acting. They can help a team by insisting that what the team is attempting to accomplish be well planned and that matters have been thought through in depth. Their blind spots might include appearing secretive or overly intense as a result of all their interior thinking. They often wait to be asked for their opinion and don't typically want to provide it off-the-cuff . Team members who want immediate answers may find this frustrating. However, it is important to have some team leaders and members with a preference for Introversion because they help the team stay focused and can provide a healthy cautiousness delaying actions that others may not be prepared to support.

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EXERCISE 6

Extraverted Type (E) or Introverted Type (I) Checklist

Directions: For each pair of choices, select the one that best describes your natural tendency across most situations.

Circle your answer

1. Is your attention directed more externally to the world of people and things?

E

Or, is your attention directed internally to the world of ideas and concepts?

I

2. Are you more likely to take action and then (maybe) reflect on it later?

E

Or, are you more likely to think about a situation a lot and then (maybe) take action?

I

3. Do you find yourself thinking out loud?

E

Or, do you find yourself thinking a lot before saying things aloud ?

I

4. Do you find yourself feeling energized by interacting with people?

E

Or, do you find your energy being drained by interacting with people and thus need some down time to recharge your batteries?

I

5. Do you tend to have very broad interests?

E

Or, do you have a few deep interests?

I

6. Do you think of yourself as having many relationships and the ability to meet and talk with people easily?

E

Or, do you make a big distinction between friends and acquaintances and find small talk difficult?

I

7. Do you tend to notice most of everything going on around you and not mind interruptions that much?

E

Or, do you hate to be interrupted and are more comfortable with silence?

I

8. Are you quite willing to share what you think or feel?

E

Or, do you tend to wait to be asked about what you think or feel?

I

9. Do you learn best through doing and discussing?

E

Or, do you learn best through reflection and "mental practice"?

I

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Remember, everyone has the capacity for both Extraversion and Introversion ”here we are simply trying to determine your natural tendency. This tendency forms the basis of your personal style. However, situations call for behaviors that may be far from what is natural or comfortable. Any natural Introvert who becomes a leader knows he or she will have to deal with people. Any natural Extravert knows that as leader he or she will need to develop plans and write reports . Your choice as a leader may be to attempt to exhibit behaviors and skills that do not feel natural or to team up with someone whose personality fits the demands of the task. What is your strategy to capitalize on your strengths and to benefit from the tendencies and talents of your teammates?

When you need to deal with people who have the same preferences as you do, it is likely to be relatively easy for you to understand one another. Yet, conflict can still occur. People with similar type preferences may end up competing for the same kind of responses. Extraverts may not like all the attention other Extraverts are receiving. Introverts may become frustrated with other Introverts who spend more time thinking about plans and not coming to the same conclusions that they have.

When people need to deal with people who have opposing preferences, conflict may arise due to lack of understanding. Extraverts tend to become frustrated with Introverts who do not respond quickly to questions at team meetings. Extraverts wonder , "Why can't we just give it a shot rather than sitting here and thinking about all this stuff?" Introverts get uncomfortable with the desire to act simply for the sake of acting. They tend to zone out at team meetings when Extraverted teammates bounce from one topic to another. Leaders of both preferences need to learn to adjust in order to match their message to all members of the team.

If you are a natural Extravert, provide some quiet time for team members to think before stating their points of view. If you have key issues you need input on, try to announce those issues prior to your team meetings so that the Introverts can think before speaking. If you simply open the floor to responses to questions you present to the team, you will probably hear mostly from the Extraverts. Instead, you might use the round- robin technique. Announce the question on which you want team input. Let members think silently for a couple of minutes and then go around the circle and ask each person to comment. Let members know that if they really don't have anything to contribute on the issue, they can pass when it is their turn .

If you are a natural Introvert, expect your Extraverted teammates to speak out on issues beyond the subject matter currently on the agenda. A leader can effectively deflect off-agenda ideas that come up using the "parking lot" charting method, capturing ideas and yet limiting team meeting time to address them. This method requires that a flip chart or white board be available in the meeting room. When an issue or concern is raised that is not strictly tied to the agenda item being discussed, the leader records it somewhere on the "parking lot" flip chart or white board so as not to lose sight of it. The group is asked to return to the current agenda item and agrees to look for an opportunity to address the "parked" issue at a future time.

Preference for Sensing (S) vs. Intuition (N)

What is your preferred approach to understanding the world around you? Do you rely primarily on your five senses ”seeing, hearing, smelling, tasting, and touching (Sensing)? Do you tend to take things in and discern patterns to intuitively make sense of what is going on (Intuition)? All of us use both approaches. Use exercise 7 to help determine your natural preference in this dichotomy.

Leaders and team members who have a preference for Sensing zero in on the facts and details. They want to know what is "actually" going on. They want to focus on today's realities and use their common sense to understand the situation. Those with a preference for Intuition tend to look at situations and quickly speculate on the possibilities. They notice what could be happening, focusing on the connections and patterns between the details more than on the facts themselves . They tend to look beyond the current situation and use their creativity to focus on the future.

The work world tends to have many more Sensing types than Intuitive types. But a team will generally have both types. Those with a preference for Sensing are often frustrated by the idealism of those with a preference for Intuition. They aren't very interested in the theories and concepts underlying the business strategies. They want to know the specific steps and responsibilities to be undertaken right away. Intuitive types may find themselves frustrated by what they perceive to be resistance on the part of the Sensing types to think "outside the box." Why don't they speculate more about what could be and what should be? Intuitive types want to find the strategies for long-term success and often don't appreciate the Sensing types' focus on short- term bottom-line results.

When you are working with Sensing types, it is important that you develop the case for the need for change before presenting the new idea. Show respect for the past and don't be quick to condemn the traditional approach team members have been using up until now. Work with them to see the facts that led you to believe that something is broken and needs to be fixed. You might try to break down the change concept into its component parts ; you will need to work with the Sensing types to identify a step-by-step implementation plan and a realistic time frame for the steps. Allow them to "try before they buy." Introduce innovations on a trial, pilot basis. Allow time at team meetings to pay attention to the details.

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EXERCISE 7

Sensing Type (S) or Intuitive Type (N) Checklist

Directions: For each pair of choices, select the one that best describes your natural tendency across most situations.

Circle your answer

1. Are you more interested in the actual facts of a situation?

S

Or, are you more interested in the possibilities of the situation?

N

2. Do you tend to notice the details?

S

Or, do you tend to notice the patterns?

N

3. Are you more patient with routines?

S

Or, are you more patient with complexity?

N

4. Do people describe you as sensible , practical, pragmatic, and down-to-earth?

S

Or, do they describe you as imaginative, innovative, creative, and idealistic?

N

5. Are you more present oriented and thus attend to what is happening here and now?

S

Or, are you more future oriented and thus keep thinking about what could be?

N

6. Do you mistrust your intuition and try to prove things to your-self and others in a careful, step-by-step fashion?

S

Or, once your intuition tells you what the answer is, are you even willing to ignore some facts and go with your hunches?

N

7. Do you consider yourself to have a lot of common sense and prefer people who also have a lot of common sense?

S

Or, do you consider yourself creative and prefer people who also use a lot of creative thinking?

N

8. Do you find yourself responding to what people literally say?

S

Or, do you find yourself reading between the lines and figuring out what they mean?

N

9. Do you value practical, hands-on experience as the best way to learn?

S

Or, do you value learning that comes from inspiration and conceptualization?

N

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When you are working with Intuitive types, allow time for brain- storming . Encourage them to look beyond what they are doing currently and speculate on far-reaching and intriguing possibilities ”run wild with a discussion of what could be. Make sure time is spent on keeping things real before going forward but try not to throw a wet blanket on innovative thinking too soon. Challenge the Intuitive types to find the connections between the actions that need to be taken. Encourage them to discover the unified whole underlying team tasks and activities. Having both Sensing and Intuitive types on a team can be a dynamite combination, especially when it comes to planning and problem-solving activities. Intuitive types can help push the envelope and creatively develop new products, processes, and pathways for the team to consider. The Sensing types can take the wild and crazy speculations and identify the obstacles that need to be addressed and the steps to take to move the idea from the drawing board to reality. Both parties need to participate in "what if" thinking. Ideas need to be wiggled and shaken until a clearer image emerges and a road map to the goal is established.

Preference for Thinking vs. Feeling

The third dichotomy identified in the Myers-Briggs typological frame-work has to do with how one naturally goes about making decisions. Use exercise 8 to help determine whether you have more of a natural preference for Thinking or Feeling, but remember, we are all capable of using either.

Leaders and team members who have a preference for Thinking value logic above all else. They want to use the principles of logic to come to conclusions wherever possible. They are more comfortable arguing and critiquing ideas and concepts being discussed. They can enjoy analyzing issues without taking things personally . They are often nonchalant about good work ”their own as well as that of others. "Heck, isn't that what we are paid for?" This may establish a very impersonal tone and reduce the energy needed to build enthusiastic support for a change idea.

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EXERCISE 8

Thinking Type (T) or Feeling Type (F) Checklist

Directions: For each pair of choices, select the one that best describes your natural tendency across most situations.

Circle your answer

1. Do you prefer to use the principles of cause-and-effect logic to make conclusions?

T

Or, do you prefer to apply your values and beliefs to make conclusions?

F

2. Do you you prefer to decide whether things are either true or false and thus have a more objective orientation?

T

Or, do you prefer to decide first whether you agree or disagree with something and thus have a more subjective orientation?

F

3. Do you tend to come across as impersonal even when that is not your intention ?

T

Or, do you tend to come across as naturally friendly unless your values are offended?

F

4. Do you tend to be analytical, skeptical, and questioning?

T

Or, do do you tend to be trusting and maybe overly accepting?

F

5. Are you likely to choose truth over tact and thus state things bluntly?

T

Or, are you likely to choose tact over truth and thus try to smooth over negative comments?

F

6. Do you appreciate a good argument because it allows an opportunity to get both sides of an issue out in the open?

T

Or, do you tend to dislike (even fear) conflict and try to keep things harmonious?

F

7. Is your idea of justice to treat everyone the same?

T

Or, is your idea of justice to treat people according to their needs?

F

8. Do you tend to be nonchalant about good work, your own as well as that of others?

T

Or, do you express appreciation readily and tend to want it, too?

F

9. Are you more concerned with being reasonable and focusing on the task?

T

Or, are you more concerned with being compassionate and focusing on relationships?

F

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Those with a preference for Feeling tend to use their values and beliefs to come to conclusions. They examine problems and issues from a "people" point of view and think about who will like the idea and who will be against it. They are very good at letting people know they are appreciated, but they also need to feel appreciated themselves. They prize harmony and try to help establish an inclusive team spirit. They want the team to feel like one big happy family ”everyone agreeing with everyone else. However, if an expressed point of view contradicts their values and beliefs, look out! They can be self- righteous , get angry , or become depressed.

When you are working with Thinking types, try to allow time to analyze and question the ideas and activities. Make sure the discussion is focused on what the problems and options are rather than who is to be blamed. Try not to get discouraged if the Thinking types calmly agree with you but fail to show much enthusiasm , or to take their criticisms personally. Be sure the discussion includes analysis of the risks involved in not taking a certain action, not just whether the action has potential flaws. Attempt to channel their competitive urge toward defeating the obstacles interfering with accomplishing team goals, not toward defeating people and other teams. Be prepared to examine the objective realities associated with your team's situations, not just your hunches and opinions .

When you are working with Feeling types, listen attentively and show respect. Be aware that sarcasm and cynicism may not be well received. Encourage Feeling types to help the team establish ethical guidelines for decision making. Feeling type leaders and members can be good at encouraging everyone to contribute. Try not to discount concerns about the stylistic and aesthetic issues associated with the situation even if you think the only thing that is important is the substance. Encourage Feeling types (especially the Extraverts) to take on the role of presenting the team's case to others in the organization. Their enthusiasm can arouse support beyond the logic underlying the case.

Preference for Judging vs. Perceiving

The final dichotomy of the Myers-Briggs typological framework identifies an important life-style attitude. Use exercise 9 to help determine whether you have a natural preference for Judging or Perceiving. Remember again that we all use both preferences to some extent.

Leaders and team members who have a preference for Judging tend to want decisions made quickly. They want to have things decided up front and then have the team fulfill those expectations. They are decisive and purposeful. They want the team to have schedules and use to do lists. They believe in deadlines and often try to accomplish tasks early. Their greatest pleasure comes from finishing things, and they prefer a planned and orderly approach.

Those with a preference for Perceiving want to keep the team's options open as long as possible. They think life should be experienced and well understood . Their greatest pleasure comes from starting things. They contribute to team discussions by generating options to consider. However, they may come across as indecisive because they are more interested in gaining more information and possibilities than in coming to conclusions. They prefer a spontaneous approach to projects and to go where the work takes them. They are more interested in the journey than the destination. After decisions have been made, they can be prone to second-guessing.

As with all the dichotomies, neither type is better or worse ”they are just different. Their differences can lead to frustration, but together they cover both ends of the spectrum. Team leaders and members who have a preference for Judging may cut off information too quickly to get the group to make a decision. When working with Judging types, set aside a sufficient time period for discussion of options to ensure that decisions are not made prematurely. Another approach is to insist that a team come up with no fewer than three options for solving the problem before it makes a decision. When Judging types know that there will not be an endless discussion of possibilities, they have a deadline to look forward to and can trust that their desire for conclusion will be satisfied.

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EXERCISE 9

Judging Type (J) or Perceiving Type (P) Checklist

Directions: For each pair of choices, select the one that best describes your natural tendency across most situations.

Circle your answer

1. Do you tend to push for closure in situations?

J

Or, do you tend to push for understanding in situations?

P

2. Do you get your greatest pleasure from finishing things?

J

Or, do you get your greatest pleasure from starting things?

P

3. Do you tend to be more decisive and purposeful?

J

Or, do you tend to be more flexible?

P

4. Do you prefer to make the decision?

J

Or, do you prefer to generate the options?

P

5. Do you prefer a planned and orderly approach to things?

J

Or, do you prefer a more casual and spontaneous approach to things?

P

6. Do you like schedules and to-do lists and try to stick to them?

J

Or, do you like to respond to things as they arise?

P

7. Do you want things decided well in advance and stick to those expectations?

J

Or, do you want to keep your options open?

P

8. Do you take deadlines seriously and try to get things done early to avoid last-minute stress?

J

Or, do you use deadlines as a stimulus to get started and feel energized by last-minute pressures?

P

9. Do you cut off information and make decisions quickly?

J

Or, do you seek out lots of information, maybe even more than you need?

P

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When you are working with Perceiving types, you may find that they are happy to have others make the decision as long as they can be involved in generating acceptable possibilities. Even Perceiving types begin to feel overwhelmed when there is a never-ending stream of information and possibilities. It may also help to have set time limits for brainstorming followed by procedures to rank the utility of the ideas generated. However, it may be important for the team to set a ground rule that once the decision is made, team members must not denigrate the selection outside of team meetings.




Tools for Team Leadership. Delivering the X-Factor in Team eXcellence
Tools for Team Leadership: Delivering the X-Factor in Team eXcellence
ISBN: 0891063862
EAN: 2147483647
Year: 2003
Pages: 137

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