Over the past couple of blogs I have talked about Susan and John and their innate personality differences with the resultant impacts of these to their work place. John prefers to look at the concrete realities of the situation while Susan likes to be imaginative and creative. John prefers to make decisions on the basis of logic and analysis while Susan has the impact on people as the central focus of her decision making. One thing that has become apparent during their Team ‘Toughness’ training sessions is that John likes to work more independently and is the classic quiet achiever while Susan enjoys regular interaction in her work, in fact she works best this way.
There is one other major difference that both employees have discovered about each other. Susan has recognised that John requires definite order and structure in his work day and John now understands that Susan likes flexibility and is more casual and easy going. It has become clear that their needs in relation to the ‘world around them’ are different. John seeks closure to situations while Susan is more open ended and wants to explore all the options. John is seen to have a ‘judging’ preference while Susan is seen to have a ‘perceiving preference in this regard.
What do Judging people look like?
They prefer to be organised and planned
They focus on reaching the goal
They like to be in control of events
They are systematic and methodical
They desire to be punctual and meet deadlines
What do Perceiving people look like?
They like to respond to the moment
They explore all the options before making decisions
They prefer to be spontaneous
They enjoy working on several projects at once
They are energized by approaching deadlines
What are the implications of Judging and Perceiving preference people to the work environment?
John and Susan are reflective of most work places. They see things differently but at the same time their preferences provide a richness that can contribute to the success of the business. The challenge is to build respect for difference and position them in the roles that best fit their personality types. Overall there are three major things to consider:
The best teams recognise the different personalities in the group and accept their unique contributions. They learn to communicate appropriately and understand more of how others see the world. Within a project, high performing teams embrace the different skill sets each type has to contribute at different stages in the process.
The best leaders recognise their own preferences and the impacts these have on the work environment. They are not afraid to have people around them who think differently. Also, they recognise that a diversity of types are an important ingredient to success as this has the potential to uncover organisational blind spots.
Smart business managers realise that there must be a fit between the position and a candidate’s fundamental drivers. They recognise that it is important not to rush the recruitment process so proper assessments are made. Finally, they appreciate that utilising the services of an external provider in this process, one who intimately understands what underlies peoples’ behaviour, can be money well spent in the long run.
The final message is that what you see is not necessarily what you get with employees. What appears similar behaviours can be motivated by contrasting innate drivers. Understanding this can lead to manifesting extraordinary results.
If you have any thoughts or experiences please share them with me. I can then post these (maintaining confidentiality) on a future blog to start a conversation about the topic. This may start a valuable conversation amongst like minded people to help all of us do things better. email@example.com