Mix and match personalities for synergy

There are unique and distinct traits that are specific to each person based on his 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 or 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 that the output from the collective effort would be significantly better than what each person can accomplish separately.

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

Shared foundation

It is generally assumed that a successful relationship between a person and an organisation is based on a shared foundation of beliefs and behaviour. Similar beliefs and ways of working usually encourage communication and 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 has the potential for a more satisfying interaction for the person and organisation. There are some situations in which people will behave consistently. Recognise these consistent patterns in yourself and others, so that you can increase your effectiveness and ensure you keep the same problems from repeating.

Differences

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

For example, when you delegate a task to someone who favours 'options' to achieve his 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's characteristics fit their job specifications. See how every mental habit can be a strength.

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