Making people think and act

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 person can accomplish separately.

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

The 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. The traits work positively and negatively in an organisational environment. Conflicts at times and adding new dimension into the team. Conflicts cost money but new dimensions promote better quality judgment.

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 person 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 versus passive follower working together or risk-taking approach versus cautious and conservative approach in a team situation.

Cultural match

It is generally assumed that a successful relationship between an person 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 needs a high consumption of adaptive energy.

A higher cultural match suggests the potential for a more satisfying interaction for the person and organisation. In most situations there are some ways in which people will behave consistently. Recognise the consistent patterns in yourself and others, so you increase your effectiveness and ensure you keep the same problems from repeating.

Differences

Two people with 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 members and work with these differences to maximise performance.

For example, when you delegate a task to someone who favours 'options' to achieve goals, as opposed to a set procedure, avoid telling them exactly what to do. They may 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 and in others. Prevent problems or conflicts by understanding your colleagues behaviour patterns.