Introduction

Teams are the engines that drive innovation, productivity, and success. But what happens when your team isn’t functioning as smoothly as it should? Dysfunctional teams can cause stress and missed opportunities. Plus, they lower morale among team members. This makes identifying and addressing these issues crucial to a harmonious and productive work environment. Because we are huge advocates of the Everything DiSC assessment, we’re going to explore how it can help you recognize and resolve dysfunction within your team, with a particular focus on the impact of personality differences on team dynamics. We’ve said it before, and we’ll say it again. People differences trigger people problems! But luckily for you, DiSC can help. 

Recognizing Dysfunctional Teams

A dysfunctional team can manifest in various ways, from poor communication to low productivity and high employee turnover. One of the most significant indicators of dysfunction is the presence of unresolved conflicts and tensions within the team. These tensions can often be attributed to differences in personality and working styles among team members. According to DiSC, individuals fall into a combination of the four main personality types: Dominance, Influence, Steadiness, and Conscientiousness. These personality traits can significantly affect how people think, work, and communicate. When these differences aren’t understood or respected, they can lead to conflicts and dysfunction within a team. 

DiSC Personality Differences in Action

So, let’s take a look at some examples of how DiSC personality differences can cause issues among teammates.

• Dominance (D): Dominant individuals are driven, results-oriented, and often direct in their communication. They may clash with those who prefer a more collaborative and accommodating approach, such as Steadiness types. This can result in tension, as the D-types may perceive S-types as too passive or slow to make decisions.
• Influence (I): Influential individuals are sociable, enthusiastic, and creative. They thrive in a social environment and may find it challenging to work with Conscientiousness types, who are more reserved and detail-oriented. Misunderstandings can arise when I-types interpret C-types as overly critical or rigid.
• Steadiness (S): Steadiness types are known for their calm and patient nature. They prefer stability and harmony, which can clash with Dominance types’ assertiveness. The S-types may perceive D-types as too aggressive or intimidating, leading to anxiety and disengagement.
• Conscientiousness (C): Conscientious individuals are analytical, precise, and value accuracy. They may experience tension when working with Influence types, who are more spontaneous and less detail-focused. C-types may view I-types as careless or disorganized, while I-types may find C-types overly cautious and unyielding.

How DiSC Can Improve Team Culture

Recognizing these personality differences is the first step towards improving team dynamics and fostering a more inclusive and effective work environment. As a manager, you may want to incorporate one or more of the following strategies:

• DiSC Workshops: Conduct DiSC workshops for your team to increase awareness of different personality types and their strengths. Understanding that diversity in thought and work styles can be an asset rather than a liability and can transform how team members interact with one another.
• Effective Communication: Teach team members how to adapt their communication styles to better connect with colleagues of different DiSC profiles. For instance, D-types could learn to be more patient and inclusive, while S-types can work on asserting their needs and ideas.
• Conflict Resolution: Equip your team with tools for resolving conflicts constructively. Make it clear that disagreements are natural, and encourage open and honest conversations that lead to solutions. The DiSC framework can provide insights into why conflicts occur and how to address them effectively.

Be a Role Model for Transparency and Accountability

As a manager, you play a pivotal role in fostering a culture of transparency, accountability, and productive conflict resolution within your team. By embracing the DiSC framework and modeling the desired behaviors, you can lead your team by example. Here are 3 ways for you to do this. 

First, take a DiSC assessment and understand how you show up at work. Then, share your DiSC profile with your team and explain how it influences your leadership style. Being transparent about your own strengths and weaknesses creates an environment where team members feel comfortable doing the same. This openness can help eliminate judgment and reduce tension. 

Second, show that you embrace accountability for yourself and your team. Set clear expectations and hold the team accountable for their actions and commitments. Recognize and celebrate successes, but also address shortcomings and provide guidance for improvement. Encourage your team to do the same for each other. It’s not healthy for the team to just wait for the manager to step in where accountability is concerned. 

Third, show your team that disagreements can be opportunities for growth. When conflicts arise, model the behavior you want to see in your team by facilitating constructive discussions and guiding them toward resolution. Encourage open dialogue and ensure that each team member feels heard and valued. Productive conflict is just the quest for truth: what is really going on and how you solve the problem. 

Conclusion

In today’s diverse and dynamic workplace, recognizing and addressing dysfunction within your team is vital for success. The DiSC personality assessment can be a valuable tool in identifying the impact of personality differences on team dynamics and help you create a more collaborative and inclusive work environment.

We’ve all experienced personality differences at work, and most have witnessed the fallout that can occur. We are all wired differently. The key is to understand the differences so you can work better together. By utilizing DiSC workshops, promoting effective communication, and emphasizing transparency, accountability, and productive conflict resolution, you, as the manager, can play a pivotal role in transforming a dysfunctional team into a highly functional one. Remember that the power of diversity, including thought and work styles diversity, can be harnessed to enhance your team’s performance and innovation.

Are you ready to improve the dynamics and boost the productivity of your team? Brilliant People offers leadership development programs that incorporate the DiSC framework to help you create stronger, more effective teams. Contact us today to learn more about our services and how we can support your organization’s growth and success.

The Culture (R)evolution Starts With YOU!

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Your Personality at Work

It’s January. The beginning of a brand new year, and one with sooo much potential. But where to start? Well, we want to give you some food for thought, especially if you’re in leadership. Here goes. Gender diversity in corporate leadership is a topic that has gained significant traction in recent years, and for good reason. A growing body of research suggests that elevating more women into the upper ranks of companies is not just a matter of equality and social justice but also a sound business strategy. In this blog post, we’ll explore the top six reasons why having more women in leadership positions benefits businesses. We’ll also offer tips on how men can support and encourage this positive change. With that being said, let’s dig in!

1. Diverse Perspectives Drive Innovation

One of the most compelling arguments for increasing the number of women in leadership roles is the power of diverse perspectives. Women often bring unique viewpoints, problem-solving approaches, and insights to the table. When a leadership team is composed of people from various backgrounds and experiences, it creates a fertile ground for innovation. In fact, companies in the top quartile for gender diversity on their executive teams were 25% more likely to experience above-average profitability according to McKinsey & Company.

2. Enhanced Employee Engagement and Retention

Women in leadership positions can serve as role models for female employees, motivating them to aim higher and stay with the company. This, in turn, improves employee engagement and retention. A study by Gallup found that companies with a higher percentage of women in leadership positions have more engaged employees and experience lower turnover rates.

3. Improved Financial Performance

The financial benefits of gender diversity in leadership are well-documented. A report by Credit Suisse revealed that companies with at least one woman on the board outperform those with no women in terms of share price performance. Moreover, a study conducted by the Peterson Institute for International Economics found that companies with women in leadership roles were more profitable.

4. Better Problem-Solving and Risk Management

Diverse leadership teams are more effective at addressing complex challenges and making better decisions. Women in leadership roles tend to be more risk-aware and have a different approach to problem-solving, which can be a valuable asset. A survey by Harvard Business Review found that organizations with diverse leadership teams are better at making risk-aware decisions.

5. Enhanced Reputation and Stakeholder Trust

Companies that prioritize gender diversity in their leadership teams often enjoy a stronger reputation and greater trust from customers, employees, and investors. Research by Edelman found that businesses with diverse leadership teams are perceived as more trustworthy and are more likely to attract loyal customers.

6. Profound Impact on Organizational Culture

Women in leadership positions provide a presence that fosters a more inclusive, empathetic, and collaborative workplace. For example, an increase in the percentage of women in leadership roles is associated with a more positive organizational culture. And companies with a higher proportion of women in leadership roles have a more inclusive and collaborative culture.

Supporting Women’s Leadership Aspirations

Achieving greater gender diversity in leadership positions requires the active support and involvement of both men and women. Men can play a significant role in promoting and championing women’s advancement in the corporate world. The following are some ways in which men can help.

• Mentorship: Men can serve as mentors and sponsors for women aspiring to leadership roles. Sharing knowledge, providing guidance, and offering opportunities for skill development can be instrumental in women’s career growth.
• Equal Opportunities: Men should actively advocate for equal opportunities and fair treatment of women in the workplace. This includes ensuring that women have access to challenging assignments and promotions.
• Encouragement: Men can encourage and empower their female colleagues to voice their ideas and opinions, ensuring they are heard and respected in meetings and decision-making processes.
• Inclusive Leadership: Men can lead by example, practicing inclusive leadership and promoting a diverse and respectful work culture that values all employees’ contributions.
• Investment in Development: Supporting women’s leadership development through training, leadership programs, and networking opportunities can help them acquire the skills and confidence necessary to climb the corporate ladder successfully.

In Closing

The evidence is clear: diversity in leadership leads to innovation, better financial performance, and improved organizational culture. By actively supporting women’s leadership aspirations and championing their advancement, both men and women can contribute to a more diverse, inclusive, and successful corporate landscape. This means that elevating more women into the upper ranks of companies is not just a matter of fairness; it’s a powerful business strategy. It’s time for businesses to embrace the numerous benefits that come with gender diversity at the highest levels of leadership.  

Note: It’s essential to acknowledge that the conversation around gender diversity extends beyond the binary understanding of male and female. In the journey towards a more inclusive corporate landscape, we must also recognize and uplift individuals who identify outside of traditional gender categories. By fostering an environment that respects and values all gender identities, we create a more inclusive space where everyone can thrive and contribute their unique perspectives.

Brilliant People is a women-owned and operated leadership development consultancy based in Austin, TX.  Call us today to start your very own Culture (R)evolution. 

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Your Personality at Work

Introduction

The modern workplace is a melting pot of personalities, experiences, and backgrounds. This is something to be celebrated but to get there individuals first have to learn to manage these differences. The reality is that our differences often play a significant role in negative workplace dynamics. They affect teamwork, communication, and overall productivity. In essence they play a major part in creating workplace culture. Today, we want to explore the problems caused at work specifically by personality differences, the importance of self-reflection in addressing them, and how the DiSC model can benefit managers and teammates, both professionally and personally. Let’s dig in!

The Impact of Personality Differences at Work

You’ve probably heard us mention this before, but people differences trigger people problems, all day and everywhere. And personality differences, in particular, manifest in various ways in the workplace, often leading to a host of issues. Some of the more common problems caused by these differences are:

• Communication breakdowns: Individuals with different personality types may have contrasting communication styles. For example, an extroverted team member may prefer open discussions and frequent meetings, while an introvert may thrive in quieter, more focused environments. These differences can lead to misunderstandings and hinder effective communication.
• Conflict and tension: Conflicts can arise when team members have contrasting values, work preferences, or problem-solving approaches. These tensions can disrupt workflow, damage team morale, and negatively impact productivity.
• Reduced collaboration: When personality differences are not acknowledged and addressed, it can lead to silos within an organization, with teams and individuals working in isolation rather than collaboratively. This reduces the potential for innovation and problem-solving.
• Decreased morale and job satisfaction: Feeling misunderstood or undervalued due to personality differences can erode an employee’s job satisfaction and overall morale. This, in turn, can affect retention rates and lead to higher turnover.

These aren’t the kinds of things a manager can just turn a blind eye to. They need to be addressed head-on. 

The DiSC Model: A Tool for Understanding Personality Differences

At Brilliant People we prefer to use the DiSC model for personality development training. This model has 40+ years of research behind it and is known for its reliability and validity. Plus, it’s easy to remember. DiSC stands for Dominance, Influence, Steadiness, and Conscientiousness, representing four primary personality traits. 

• Dominance (D): Individuals with dominant personalities tend to be assertive, direct, and goal-oriented. They value results and take charge in decision-making.
• Influence (I): People with influential personalities are outgoing, social, and enthusiastic. They excel at building relationships and enjoy collaboration.
• Steadiness (S): Steady personalities are known for their patience, empathy, and reliability. They are excellent team players and prioritize harmony.
• Conscientiousness (C): Those with conscientious personalities are detail-oriented, analytical, and precise. They value accuracy and structure.

Each personality type has strengths but they can rub each other the wrong way when their strengths are taken to extreme, or when they are unwilling or unaware of how the other types operate. The DiSC model, then, is a valuable framework for understanding these differences by providing personalized feedback and encouraging a lot of self-reflection. 

The Importance of Self-Reflection

In addressing the problems caused by personality differences at work, self-reflection plays a crucial role, especially for managers. Self-reflection is the process of examining one’s own thoughts, feelings, and actions to gain a deeper understanding of oneself and how one interacts with others. Some may find this painful, but the reality is that when managers take the time to reflect on their own personalities, preferences, and behaviors, they become more self-aware and can make positive changes. Understanding how one shows up at work and how to mitigate any negative aspects can help a manager to succeed. Some important products of self-reflection are: 

• Gaining self-awareness: Self-reflection enables individuals to recognize their own strengths and weaknesses, as well as how they react in different situations. This self-awareness is the first step in effectively managing personality differences.
• Improve emotional intelligence: Understanding one’s emotions and those of others is essential for navigating interpersonal relationships. Self-reflection can help individuals develop emotional intelligence, which is critical in the workplace.
• Enhance communication skills: By reflecting on their communication style and how it may differ from others, individuals can adapt and improve their ability to connect with colleagues and team members.
• Manage stress and conflict: Self-reflection can aid in recognizing triggers for stress and conflict, allowing individuals to develop coping strategies and maintain a calm and productive work environment.

Sounds amazing, right? But if you’re a manager you may be thinking, “That’s all well and good. I’ll be a better person, but will this self-reflection actually get me noticed at work? I mean, I could really use a pay raise, or better yet, a promotion!”  

Statistics on Self-Reflection as a Leadership Quality

We hear you, and take heart because self-reflection is not just a feel-good practice. It has a measurable impact on leadership effectiveness. According to a study conducted by Harvard Business Review, leaders who engage in self-reflection exhibit the following:

• Improved decision-making: Leaders who prioritize self-reflection are 90% more likely to make better decisions.
• Enhanced problem-solving: They are 81% better at solving complex problems.
• Increased emotional intelligence: Leaders who practice self-reflection have an 83% higher emotional intelligence quotient (EQ).
• Better communication: They are 40% more effective in communicating with their teams.
• Stronger relationships: Leaders who engage in self-reflection have a 62% higher ability to build and maintain positive relationships with team members.

The stats don’t lie, people. Self-reflection makes for an improved manager with some pretty significant super powers!

Conclusion

In the complex tapestry of the modern workplace, personality differences can either be a source of discord or a catalyst for innovation and growth. By acknowledging the potential problems caused by these differences and embracing self-reflection and the DiSC model as the path to address them, managers can communicate more effectively and pave the way for more harmonious, productive, and fulfilling work environments. 

So what are you waiting for? Call us today to begin your own self-reflection journey with DiSC and Brilliant People! The Culture (R)evolution starts with you!

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Your Personality at Work

Motivating employees is a crucial aspect of effective management. After all, when employees are motivated, they are more engaged, productive, and committed to their work. Motivated employees also tend to stay with their organizations longer, reducing turnover and the associated costs. As a manager, it’s your responsibility to create a work environment that fosters motivation. Today’s blog post will give you 5 effective strategies managers can use to motivate employees.

1. Recognition and Appreciation

One of the most powerful motivators for employees is recognition and appreciation for their hard work and achievements. This is really a basic human need. And when employees feel valued, they are more likely to go above and beyond in their roles. In fact, research published in the Journal of Applied Psychology showed that when employees perceive their supervisors as appreciative, they are more committed to their organizations. To show appreciation for hard work managers can publicly acknowledge employees’ contributions in team meetings, highlighting specific projects where an employee excelled, provide a certificate of achievement

2. Opportunities for Growth and Development

Employees are motivated when they see a clear path for personal and professional growth within the organization. Managers can facilitate this by offering opportunities for skill development, advancement and mentorship. When employees know they can grow within the company, they are more likely to stay motivated and engaged. And according to a study by Mercer, they’re more likely to stay with their current employers. Managers can create development plans for employees with clear goals and that include training sessions or other professional development. And it’s important to realize that soft skills training is just as important as training for hard skills. 

3. Effective Communication

Open and transparent communication is essential for motivating employees. Managers should regularly communicate with their teams, providing feedback, setting clear expectations, and involving employees in decision-making processes. When employees understand their role and how it contributes to the overall success of the organization, they feel more motivated and engaged. A manager might hold weekly team meetings to discuss ongoing projects, share client feedback, and address any concerns. During these meetings, the manager should encourage team members to share their ideas and opinions. When employees feel that their voices are heard and their input is valued, they are motivated to actively participate in projects. 

4. Incentives and Rewards

Incentives and rewards can be effective motivators when used strategically. Managers can implement various incentive programs such as bonuses, promotions, or special recognition, to encourage employees to achieve specific goals or targets. And rewards can be big or small, depending on the manager’s budget. Extra vacation days are always welcomed by employees as are e-gift cards to your local coffee shop. Or a manager could set up an employee of the month/quarter/year award. There are even reward platforms available where you can track and reward in one place. Just remember that it’s crucial to tie incentives to meaningful achievements and ensure they are fair and equitable. 

5. Supportive Work Environment

Creating a supportive work environment is fundamental to employee motivation. Managers should foster a culture of trust, collaboration, and well-being. When employees feel supported and can maintain a healthy work-life balance, they are more likely to remain motivated and engaged. One of the best ways a manager can do this is to provide flexible work hours and remote work options. You could also provide wellness programs, such as yoga classes or mental health resources, to help employees manage stress. By prioritizing their well-being, you create an environment where employees are motivated to give their best. And bonus, a study published in the Harvard Business Review revealed that employees who feel their managers care about their well-being are less likely to leave their jobs.

To Wrap It All Up

Motivating employees is a continuous process that requires dedication and effort from managers. By utilizing these five effective strategies (recognition and appreciation, opportunities for growth and development, effective communication, incentives and reward and a supportive work environment) you can create a motivated and engaged workforce. However, each employee is unique, so it’s essential to tailor your motivational strategies to their individual needs and preferences. Ultimately, when employees feel motivated and valued, they contribute to the success and growth of your organization.

Whether you manage a team of one or many, improve your management skills with the Management training by Brilliant People. Contact us today!

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Your Personality at Work

Engaging with and motivating remote employees as well as creating a true team atmosphere is no easy feat. Team members don’t have the opportunity to learn from each other’s in-person behaviors nor can they witness office protocol first-hand when there is no regular in-person team interaction. Without the water cooler effect of office life, individuals end up operating in their own silos with the result being increased loneliness (by 67%), a lack of connection (94% agree), and feeling like they don’t truly belong (40%).

Conversely, when an employee feels connected and like they belong there is a whopping 56% increase in job performance. With no end in sight to remote working, creating cohesion should be top priority for anyone in management. To create a high-performance remote team, a manager should work to overcome these three issues: communication, isolation, a lack of supervision. 

The Issue of Communication

First, let’s look at the art of communication. It’s important that managers set a standard for communication during the hiring process and then stay consistent thereafter. For quick interactions, text chats are fine, video calls are usually best for real-time collaboration. Communicating remotely through a medium like Zoom is better than just email because it allows employees to see a manager’s expression and hear voice intonation. However, just telling someone what to do isn’t enough. To be truly effective at creating a high-performance there needs to be more nuance in management style.  

Most importantly managers should get to know each of the employees well enough that they can communicate with each in a way that resonates with them. For example, verbal instructions only really work for auditory learners, so they should always be followed up with written communication. Preferably through email, where employees can return as needed to that documentation.  

Communication is also important as a means of making remote workers feel connected to their team members. Since they are not in the office on a regular basis, they can miss out on important conversations and updates that happen in the moment.  Keep your teams organized with project management tools and access to a secure cloud. And make sure to regularly check-in and hold team meetings and one-on-one sessions to keep everyone informed, address concerns, and foster collaboration. 

The Issue of Isolation

Now, let’s talk about isolation. Remote employees like the work-life balance that comes from working remotely. However, they often feel isolated because they miss out on the social interaction and sense of community that comes with working in an office environment. This can lead to feelings of loneliness and eventually burnout. Helping remote workers feel connected to their team and the organization at large is crucial to keeping them happy, engaged, and productive.  

As we’ve said before, team members who get to know each other well and find commonality have the best opportunity to become a high-performing team. To help them do this, managers should encourage social time for the team. If they are part-time remote and come into the office occasionally, organize outings or in-office meals where team members can come together socially for some downtime.  

If they are completely remote, encourage social hours over Zoom. You could also host a once-a-week hour for people to trade stories around a particular theme like where they grew up and what they liked to do as a kid or what their first job was and what they learned from it. The more teammates get to know each other, the more they will understand why teammates show up at work the way they do.  

A Lack of Supervision

Last, let’s look at a lack of supervision. Remote work requires a higher level of autonomy, so it’s important to provide your team with a clear understanding of what needs to be accomplished and the expected outcomes. And yet, some remote workers may feel less supervised and accountable for their work, leading to decreased productivity and quality of work.  

A manager must consider the strengths and struggles of each teammate and provide the correct amount of supervision without micromanaging. Breaking down larger projects into smaller milestones and setting realistic deadlines will be really helpful. Regularly reviewing progress, providing feedback, and offering support when needed are important for the entire team. But it is imperative for those that need a little more structure.   

Conclusion

In summary, managers have three important issues to overcome as they manage remote teams: communication, isolation, and a lack of supervision. And as stated, there are ways to accomplish this. It’s also important to remember that each remote team will have a certain dynamic and specific needs, so a manager must learn to adapt their management style accordingly. Regularly seek feedback from team members to ensure that the strategies and approaches implemented are effective and actually address their unique circumstances. Doing so will help to ensure everyone is aligned and working toward becoming a high-performance team. 

If you’d like your managers to build high-performance teams, contact us today! We offer a fantastic management training program based on DiSC theory.

The Culture (R)evolution starts with you!

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Your Personality at Work

Encouraging accountability in employees is important for the success of any organization, and typically falls on the manager’s shoulders. It’s the manager’s job to create a culture of accountability, but two-thirds of managers are uncomfortable having conversations with employees when they need to point out mistakes, delays, micro-aggressions, inaccuracies, faux pas, and flubs. Especially because what they typically get in return is defensiveness, anger, or tears. To encourage accountability so there are fewer reasons to have these conversations, managers can take the following seven steps.  

1. Lead by example

Modeling the behavior a manager expects from their employees is crucial to creating a culture of accountability. Managers must exhibit the type of behavior they want to see in their team. It means walking the walk and talking the talk all the time. As Mahatma Gandhi said, “An ounce of practice is worth more than tons of preaching.” Because the minute a manager does the opposite of what they’re telling everyone else to do, they lose the employees’ trust. And trust is the necessary backbone to everything else that comes next. 

2. Set clear expectations

Managers should set clear expectations for their employees and ensure that everyone understands what is expected of them. This includes setting goals and outlining the steps needed to achieve them. Over-communication is necessary for this step, especially with any new team members. Providing clear verbal communication should be the first method, but it is also smart to provide expectations in print via email. And then check in to make sure there aren’t any questions or miscommunications. If and when they occur, handle them swiftly and directly.   

3. Provide feedback

Regular feedback is essential for helping employees understand how they can improve. This means having difficult conversations and ensuring that employees understand the consequences of their actions. Managers should provide regular feedback in a timely manner and make sure it is specific and actionable, especially if it’s constructive. It may feel like micro-managing at first, but checking in often with team members is one way for a manager to know when an employee isn’t following through, and to help them figure out why as well as how to get back on track. Given in a manner that shows you care about the person is key here. Employees need information to continue to grow, and the manager is the best person for the job. 

4. Provide resources

To meet their business goals, employees need resources and support. Therefore, managers should ensure that employees have the tools and training needed to succeed. Give them what they want. Ninety-six percent of employees polled say it is important or very important for them to continuously develop their work-related skills. Hard skills are necessary but soft skills training is just as important. The ability to cooperate, collaborate, put the team first, and talk to each other respectfully doesn’t always come naturally. And yet this is exactly what they will be expected to do. Plus, you’ll want them to hold each other accountable in a way that doesn’t cause destructive conflict.  

5. Celebrate successes

When employees meet or exceed expectations, managers must acknowledge it. In fact, more than forty percent of employed Americans feel that if they were recognized more often, they would put more energy into their work. However, a manager must realize that different people like to be celebrated differently. Some crave attention, while others are embarrassed by it, so a manager should understand how each person on their team prefers to be recognized. When an employee’s efforts are celebrated in a way that is meaningful to them, they will be more likely to stay in their role and strive for excellence.  

6. Empower employees

Give employees autonomy and ownership over their work. Allow them to make decisions and take responsibility for the outcomes. When individuals feel trusted and empowered, they are more likely to hold themselves accountable. 

7. Encourage learning and growth

Promote a learning culture where mistakes are seen as opportunities for growth. Encourage employees to learn from their experiences and share lessons with the team. This helps create a supportive environment where individuals are more likely to take ownership of their actions. 

Creating a Culture of Accountability

Overall, promoting accountability in employees requires consistent effort, attention, and a certain amount of finesse from managers. Leading by example, setting clear expectations, providing feedback and resources, celebrating successes, empowering and encouraging learning and growth, managers inspire accountability in their employees and drive success within the organization. Then and only then can a manager begin to discuss how the team will hold itself accountable. A true culture of accountability involves the whole team holding each other accountable instead of waiting for the boss to intervene.  

Stay tuned for our next post on how managers can help encourage accountability between team members so that there is an atmosphere of trust, transparency, and open communication. And if you are a manager, check out the training that Brilliant People provides on personality, productive conflict, management and team building. The culture (r)evolution starts with you! 

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Your Personality at Work

The push for diversity and inclusion is lacking a crucial piece of the puzzle. And I’m not talking about belonging. Yes, belonging is important. Just as equity and inclusion are important. However, to truly have a diverse workforce you also need a diversity of personalities because they bring different perspectives, priorities, and work styles together which can spark conversation and innovation. This is what it looks like when embracing differences is part of the DNA of a team or organization. And employees and the organization alike reap the benefits to the tune of 2.5 times higher cash flow per employee. 

Personality Prejudice  

Profit increase is just one of the amazing byproducts when our differences are celebrated. But the reality is that we often mistrust or disregard people who show up differently than we do. It’s a form of unconscious bias that most humans fall prey to, and when it happens, we are triggered into negative reactions. For example, have you ever worked with someone who came across as too harsh or abrupt? They always managed to pull in the results, but they hurt people’s feelings with their insensitivity. Or maybe you’ve worked with someone who was slow to respond or speak up and so they were disrespected and treated like a doormat.  

It’s possible that you may have experienced a workmate who was forgetful and came across as “flighty”, causing you and your coworkers to disregard their other abilities. It’s even likely that you’ve worked with someone who never showed emotion and preferred to work in their own silo even though, ultimately, it was detrimental to the team’s success. These are just some examples of natural personality tendencies that often rub people the wrong way and over time cause problems within a team or department. 

Soft Skills Are Lacking  

When teammates don’t know how to work collaboratively because their differences get in the way, it can result in prejudice, distrust, and even marginalization. It seems like we should be farther along than we are in addressing this issue, but organizations continue to put people together on teams based on their hard skills. And then they expect them to come together cohesively despite the different priorities, motivators, strengths, and struggles of each individual team member. More often than not, the result is a group of people who struggle to see eye to eye. They can’t relate to each other, and they don’t have the necessary soft skills to fix the problem. 

A proactive manager, on the other hand, would want to provide personality development for the team so that employees are empowered with the knowledge of why they show up at work the way they do and why their teammates show up as they do. A manager would also ensure that the training would provide strategies for communicating more effectively with the different personality types. And most importantly, this type of training would allow employees the opportunity to practice communication skills before they actually have to use them.  

Personality Development Matters

The ability to communicate effectively even in conflict is one of the soft skills most desired by today’s employers. So, if today’s employees want access to more professional development and organizations want employees to have more of the power skills like communication and collaboration, then personality development is a must. This type of development benefits teams as they work together but it also imparts skills that individuals will continue to use throughout their careers. In fact, research from Harvard University, the Carnegie Foundation, and Stanford Research Center found that 85% of career success comes from having well-developed soft skills and people skills. 

To conclude, kudos to every manager who is working to make diversity, equity, inclusivity, and belonging the norm in their place of work. Being a woman and having a Mexican family lineage makes that personal to me. But I also believe that a crucial aspect of this fight for diversity is recognizing that personality plays an important part in how we show up at work. To manage effectively you must understand your own personality as well as the others on your team. It’s the way to ensure that employees feel included, heard, appreciated, and valued. At Brilliant People we believe it’s the cornerstone of a culture that embraces DEI&B wholeheartedly.  

If you’d like to bring personality development to your team, get in touch with us today! 

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Diversity & Equality: Our Story

Your Personality at Work

A high-performance team is more than a collection of smart, ambitious, excellent human beings who have been tasked with solving a problem together. Instead, it is a group of people who share goals and values, and whose skills complement each other. To meet their common goals, they develop incredibly effective means of communication and collaboration. And a crucial aspect of this dynamic is a deep level of trust and respect for each other. Of course, if was as simple as it definition sounds, there would be a lot more high-performance teams! So, how do you go about developing a team that outperforms all the others? At Brilliant People, we focus on the following five areas:  

1. Shared vision, purpose and goals  
2. Building trust  
3. Effectively communicating 
4. Managing conflict constructively 
5. Encouraging diversity 

Share Vision

 “The more clear you are about what you want the more likely you are to achieve it.” Billy Cox 

Let’s start with focusing on the same vision, purpose and goals. A high-performance team is one who can directly tie their work to the vision of the company. Seeing the purpose behind their job absolutely relates to how much a team member will engage at work. In fact, 70 percent of people say they define their purpose through work. To improve how a team functions, develop goals that correspond to the company’s vision and the individual’s purpose.  

Build Trust

“Trust is the highest form of human motivation.” Stephen Covey 

Second, to create a high-performance team, teammates must work to build trust with each other. This involves getting to know each other on a personal basis. Things like whether they have a family, their hobbies, likes, dislikes, workstyle, and what motivates and demotivates them are a great place to start. But to really get to know someone, it helps to understand their background. Things like why they chose their profession and their current job, whether they grew up in an urban or rural area, if they have siblings, and where the fall in the line-up can all offer insight into why people show up at work the way they do. And the trust that can develop from getting to know someone well has been shown to improve psychological safety, encourages innovation, and enhances moral. 

Communicate Often & Effectively

“In teamwork, silence isn’t golden. It’s deadly.” Mark Sanborn  

The third way to encourage high-performance teams is to improve communication which means doing it frequently and effectively. Frequently involves making sure that all team members understand what is expected of them on a daily, quarterly, annual and project basis. Finding a channel where communication can flow freely, and everyone has access to it, is an important aspect of creating clear communication. And so is keeping it concise and to the point.  

Communicating often is important, but so is being able to communicate effectively. Many people think they are good communicators, but research shows that nearly 75 percent of communications that are received are interpreted incorrectly. So, taking the time to listen more than you speak is a first good step. But as important is the idea of meeting people where they are. Get to know their personality type so that you can engage in the way that comes naturally to them. You’ll get to know your teammates better through this process and continue to layer onto the trust you started to build with #2. 

Constructive Conflict

“To rumble is a discussion, conversation or meeting defined by a commitment to lean into vulnerability. It’s to stay curious and generous. You stick with the “messy middle” of problem identification and solving. The goal is to serve the work and each other, not our egos.” Brene Brown 

The fourth aspect of a high-performance team is to manage conflict constructively. This doesn’t mean that conflict won’t exist. Instead, it means that when conflict arises, teammates will work through it constructively. Successful teams create team norms around conflict so that everyone knows what’s expected when it does arise. For example, it can be very helpful to determine ahead of time things like whether it’s ok to yell or curse. Or whether it’s ok to discuss the conflict through email, or with others.  

And it’s just as important to set the expectation that it’s ok to have differing opinions and ways of doing things if everyone is respectful to each other. The idea is to encourage the team to consider conflict as a means to truth and innovation. Brene Brown, calls it “rumbling”. If you’d like to use her rumble language with your team, you can follow this link.  

Value Diversity

“Every individual matters. Every individual has a role to play. Every individual makes a difference.” Jane Goodall 

Lastly, a high-performance team is diverse and values their diversity. Different backgrounds, personalities, and experiences on one team allow team members the opportunity to fill each other’s gaps in varied and often unexpected ways.  Of course, people differences often trigger people problems, so the team must be willing to stay open-minded and try to find some common ground. This will involve all of the other steps discussed here. And in doing so will foster empathy and understanding. Both of which contribute to good working relationships and teams that succeed.   

Conclusion

“None of us is as smart as all of us.” Ken Blanchard 

Teams are a dime a dozen, but high-performance teams are something special. The excellent results they produce don’t come easily or by mistake. It takes time and effort to get to know each teammate well enough to see their value and know how to work with them in spite of any differences. This involves sharing a vision, purpose and goals and building trust on the team. But it also includes learning to communicate effectively and often so that miscommunication is lessened. And when it does occur, it involves following the pre-set norms around how to handle the conflict constructively. Finally, it involves seeing people for who they are and valuing them because of it. Working on these five areas, will push your team forward on its path to becoming a high-performance team. 

You may also like:

It Takes A Village

Building Resilience Amidst Uncertainty – Part 1

Diversity & Equality: Our Story

Your Personality at Work

“Thaw with his gentle persuasion is more powerful than Thor with his hammer. The one melts, the other breaks into pieces.”

– Henry D. Thoreau  

The art of persuasion is an important skill in a manager’s tool kit.  A successful manager doesn’t just direct and delegate. It’s not like writing a sequence of code and then letting the computer do the rest. Managers must also be able to make suggestions to others in a manner that ensures they are heard, and they need to be able to rally the team around goals and objectives. To do so, they must first connect with each team member on a basic level by taking into consideration their individual needs.  

This isn’t about “The Golden Rule” because treating others as you would want to be treated will only take you so far. Therefore, a better approach is understanding the needs of the person you’re engaging with and then working to connect with them based on that information. We’re all wired differently, so when a manager focuses on what resonates for each team member, they have the power to strengthen those relationships. And stronger relationships lead to higher engagement, productivity and a sense of belonging. 

What Gets in the Way 

The problem is that typically, humans approach a given situation with only their own needs in mind, which can shut down communication before it has even begun. For example, when in a crisis, heated argument or stressful situation, emotions often take over. Rational thought and logic flee the scene and what is left is a first instinct that is often wrong. Take this scenario, for example: Imagine a coworker who is hard charging, going 90-to-nothing most of the time vs one who is slow to respond because they take ample time to process before they respond.  One is a “ready, fire, aim” type, while the other might be more like “ready aim, aim, aim.”  

Without proper understanding of each other’s personality type, team members will have a hard time working cohesively, and possibly even be offended by each other’s behaviors. But when we take the time to understand what inspires others or what shuts them down, we can use the art of persuasion to influence our work relationships for the better and meet management goals. All it takes is a few minor tweaks in a manager’s approach to the different personality types.  

Persuasion Techniques 

The ‘D’ type personality is motivated by competition and achievement. They often take charge because they may be questioning whether the other teammates want to win as much as they do. This competitive nature and desire to be out front often makes them look like natural born leaders. And, because others tend to look to them to lead, having a ‘D’ type personality on your side might be to your team’s benefit. When needing to use persuasion, remember to focus on their needs. The ‘D’ personality needs to know what’s in it for them.  Share any benefits that will affect them personally. They won’t want a lot of detail, just the over-arching picture, and if they need more, they’ll ask.  

The ‘I’ type personality is very people oriented (vs task oriented) and are naturally gifted in influencing and persuasion. Teammates are often drawn to their enthusiasm and optimism, so a manager should look to get the ‘i’ type on board. They can be instrumental in helping the rest of the team get excited or at least willing to tackle the next project, goal, or other things coming down the line. To encourage them to get on your side, you’ll need to first meet them where they are. The ‘i’ type needs to verbally process and they are emotionally expressive. So, take the time to hear how and what they’re doing before trying to persuade them to your ideas. Let them feel your approval and appreciation and don’t give them too many details as it might be a bit too much to take in. They’ll fill in the gaps where needed with their own creativity so be willing to allow some of that. 

The ‘S’ type personality is a great collaborator so persuading them to be a part of the team won’t be difficult. They naturally want to support others. But if you’re asking them to change how they do things, you’ll need to tread carefully. The ‘S’ type feels threatened by change. They may nod their heads and smile in the face of confrontation, and then refuse to change their tactics when you aren’t looking. They aren’t intentionally trying to sabotage your plans, but this is a key reminder of why it’s super important to use the art of persuasion to help the ‘S’ type feel more comfortable. This means that if possible, use the BYAF technique that tells them they have a choice. According to a 2013 review of 43 research studies and 22,000 participants, using the ‘but you are free’ (BYAF) technique doubles the chances that someone will say ‘yes’ to a request. The psychology of allowing the other person to make a decision on the subject you’re discussing makes them more likely to agree with you. 

The ‘C’ type personality looks at the world through the lens of logic and analysis. They want as much data as possible before they make decisions because they want to be as accurate as possible. They are extremely valuable on a team because of this but they often don’t really like to ‘team’. They just want to be left alone so they can complete their work in silence and control the outcome. If a manager wants to win them over or encourage them to take the lead on a project, they need to come to the table with data. The more the better. This might come in the form of recent survey statistics, research studies, or logistics. Anything that shows what you’re asking them to do is valuable and valid. And then be prepared to answer all their questions. This isn’t because they don’t trust your plan, they just want to clarify exactly what you mean and what you want from them.  

Trust on a Team  

“Progress happens at the speed of trust.”

– Stephen M. R. Covey 

When managers take the time to get to know the different personality types on their team, the act of persuasion will be much easier and responded to more positively. In addition, managers that endeavor to communicate with their teams in this personalized manner will build relationships founded on trust and respect. And trust is the cohesive team’s superpower. Teams with high trust communicate and collaborate more effectively than those without trust.  

Sadly, some still view the idea of ‘trust’ as a poor alternative to productivity. The truth however has been revealed by Accenture, who’s research shows that when trust drops by a mere 2 points, EBITDA is compromised and decreases by 9.8% (global average)!! Therefore, trust or the lack thereof can seriously impact the bottom line, and this is crucial for managers to understand. Without trust, it’s difficult to progress no matter how skilled a manager is in persuasion. 

Setting managers up for success is what we do at Brilliant People. Call us today for more information.  

You may also like:

It Takes A Village

Building Resilience Amidst Uncertainty – Part 1

Diversity & Equality: Our Story

Your Personality at Work

‘Bring your best self to work’ sounds cliche’ but as a manager, it’s crucial to your team and those you report to. But what does that mean exactly? It means taking the time to consider how you show up at work. In particular, I’m talking about the way you interact with and communicate with others. It also means holding yourself accountable as well as those you manage. It’s a tall order, but as a manager, all eyes are on you and your behaviors. Your example sets the tone for the culture of the team. Therefore, to put your best foot forward, there are three things you can do to bring your best self to work. 

How we show up in the world is not always how we think we do 

First, let’s talk about how you show up. This is crucial because how we think we show up isn’t always how others experience us. For example, you may think that the team appreciates how results-oriented and driven you are when in reality they see you as an impatient micro-manager or taskmaster. Or maybe you are more into providing collaboration opportunities but when conflict occurs, you avoid it. And this makes the team think you’re a weak leader. 

And then there is the issue of simple verbal or written communication. For example, have you ever had someone totally misconstrue the meaning behind something you said or wrote in a text or email? If you went back to consider how you said it (words used, inflection, and posture), my guess is there are multiple ways it could have landed. Or if the communication was written, you may have left the door open for it to be construed in more ways than one. 

I am steeped in this knowledge and work with teams constantly around this topic, and I still catch myself having to go back and reiterate what I meant because of the way the other person heard or perceived my message. So, as a manager, it’s incredibly important to ensure that what you say gets across exactly in the way you meant it to. 

Be accountable to yourself – it goes a long way 

Second, to bring your best self to work, you have to hold yourself accountable for your actions. Your behaviors actually speak louder than your words. If you say you’re going to do something you must follow through because if you don’t, you run the great risk of your team questioning your integrity and your competence. This could show up when you’ve caught yourself saying (several times) “that’s on my list of things to do next…” The reality here is that you may be struggling with prioritizing. So, not only are you not doing what you said you’d do, but you’re also making up excuses when it gets brought to your attention.  

Or, what about something as seemingly benign as rescheduling your 1:1 meetings? We all have things come up unexpectedly so an occasional last-minute change isn’t the end of the world, but if it becomes a regular occurrence, you might be leaving that person feeling like everything else you’re focused on comes first and is more important. Managers are human and make mistakes like everyone else, but if these types of things are commonplace, your direct reports will begin to feel used and abused. 

If you say you want to build a cohesive team and create a culture that people won’t want to leave, then make sure your actions prove this. Holding yourself accountable also means acknowledging when you’ve made a mistake or said something that you shouldn’t have. There are many big and small ways to keep your word and hold yourself accountable. 

This might mean cleaning up the way you talk to people. Getting rid of sarcasm and instead use language that builds people up. Or it might mean having an open door policy and then not being frustrated when people actually take you up on it. 

You’re not the boss of me! Oh, wait… yes you are. 

Third, managers have to hold others accountable to bring their best selves to work. This might sound odd because the focus is on people other than yourself. But holding others accountable for their words and actions shows that you care about the individuals on the team as human beings, as well as the work they do. When your direct report needs feedback but you’re holding back trying to save them from hurt feelings, what you’re really doing is stunting their growth and the possible development of the team. As uncomfortable as it may be, feedback is a necessary part of your job as their manager. You have to nurture and encourage them to grow and feedback is how you do this.  

When managers aren’t willing to have difficult conversations everyone loses. So, be willing to have the courage to confront the situation head on by listening, offering feedback and coaching in the moment. This will ensure that all sides are clear about how the situation needs to play out differently in the future. It’s an unfortunate reality, but bad behavior left unchecked sends a message to the team that bad behavior is OK. And, when you think about it, good culture is never the result of bad behavior.  

Conclusion 

Managers today are expected to manage and lead. It’s a lot to take on but it makes total sense. Any time you are responsible for the output of a group of people, you also need to be able to motivate them, provide the guidance they need and create a culture around them where their work can be done to the best of their abilities. To do all of that well, focus first on three things: 

• Understand exactly how you show up as a manager and work on the areas where you need to improve 
• Hold yourself accountable. The team needs to know that you recognize when you’ve gotten things wrong and that you’re willing to fix the situation for the overall health of the team  
• Hold others accountable. Providing feedback, both positive and constructive, will help individuals know that you care not only about the bottom line but about them personally as well   

Here’s a mantra you can adopt and share with your team: Failure is progress in the moment. We have all shown up for others in ways that are cringe worthy at one point or another, but if you instill this attitude and actually live it out, it will help you and your team grow to new heights. They’ll understand these three steps as part of the “progress” you’re after as a leader of their team. You can do this, and your team will be so glad you did! 

Whether you lead a team of individual contributors or managers, we’ve got you covered. Call us to learn about our strategy for empowering managers to build cohesive, collaborative teams with the Wiley Management assessment and full day training session. 

The Culture (R)evolution Starts With You!

You may also like:

It Takes A Village

Building Resilience Amidst Uncertainty – Part 1

Diversity & Equality: Our Story

Your Personality at Work