Making people think and act for results

There are unique and distinct traits that are specific to each individual based on their background, life experiences, job experiences and social influences.

These traits which are personality attributes, thinking approaches, work styles and behavioural patterns, have an impact on the performance of a person in team situations as well. These traits work positively and negatively in organisational environment; conflicts at times and adding new dimension into the team. Conflicts cost money but new dimensions promote better quality judgement.

Business success depends on team performance not on individual performance. The real reason for creating teams is the hope that the output from the collective effort would be significantly better than what each individual can accomplish separately.

Team members are, at a fundamental level, short-listed for their knowledge, skills and expertise. But one has to also take into consideration the personality traits and thinking approaches necessary for a task. Take for example an aggressive go getter vs passive follower working together or risk-taking approach vs cautious and conservative approach in a team situation.

Allowing synergies to emerge

It is generally assumed that a successful relationship between an individual and an organisation is based on a shared foundation of beliefs and behaviour. Similar beliefs and ways of working usually encourage communication and tend to support the working relationship, allowing synergies to emerge. In contrast, a high level of dissimilarity usually requires a high consumption of adaptive energy.

A higher cultural match suggests the potential for a more satisfying interaction for both the individual and organisation.

In most situations there are some ways in which people will behave consistently. Recognise these consistent patterns in yourself and others, so you increase your effectiveness and ensure you keep the same problems from repeating themselves.

Differences can be damaging

There are mental habits that we all use in different situations. For example, some people follow a set procedure to achieve their goals and others prefer to have options. Evaluations can be based on people's own opinions, or on those of others.

Some people initiate action, while others are re-active. Some aim to achieve positive goals and others want to avoid negative problems. Some people think in overview and others focus on finer details. People may also look for how things are similar to, or different from, each other.

Two people with different wave lengths can find it difficult to communicate effectively and this can be damaging in business. Learn to recognise different patterns of behaviour in your team members and work with these differences to maximise performance.

For example, when you delegate a task to someone who favours 'options' to achieve their goals, as opposed to a set procedure, avoid telling them exactly what to do. They are likely to feel you do not trust them.

Tell them the goal and let them decide on the best way of achieving it. Try to differentiate between people with different personalities in your team, Improve performance by ensuring that people characteristics fit their job specifications. See how every mental habit can be a strength.

Learn to recognise patterns in yourself as well as in others. Prevent problems or conflicts by understanding your colleagues behaviour patterns.