Personality types and tests have been an intriguing, interesting and popular feature in the landscape of work and home. Over the years there have been a plethora of tests and types developed with in-depth analysis that peaks into every nook and cranny of one’s personality. Here at the Jon Harrison company, we often discuss how different personality types affect the workplace culture and how identifying and understanding why and how people are different can help with communication and collaboration in teams of people to drive success and innovation.
But what about times when “personalities” can be a hindrance or stumbling block rather than an asset. Today, I’d like to address a couple examples in which, when taken out of balance, these applications can cause conflict, frustration and apathy in the workplace.
IDENTITY:
Have you ever encountered someone who wears their “identity” as a badge of honor and when confronted with a behavior that is not aligned with the company values, they say something like, “that is just the way I am,” or “I can’t help it that I am wired this way.”
At our leadership sessions, we use a very simple assessment developed by Gary Smalley in which personality types are characterized by four different animals: lion, otter, beaver and golden retriever.
Here is a brief look at each type, according to Smalley...
LIONS:
Traits: Takes charge, Problem Solver, Competitive
Blindspots: Can be too direct, impatient and impulsive
OTTERS:
Traits: Motivational, Optimistic, Likes Flexibility
Blindspots: Can avoid being detail-oriented and lack follow-through
BEAVERS:
Traits: Conscientious, Analytical, Precise
Blindspots: Can be overly critical and strict
GOLDEN RETRIEVERS:
Traits: Loyal, Relational, Peacemakers
Blindspots: Can be indecisive and easily hurt and hold grudges
Each personality type has its strengths and blindspots. We talk in detail during our leadership sessions about how leaders and employees can effectively use their unique personality strengths in their workplaces and homes, and also address how to best navigate the blindspots and weaknesses of that particular type.
But, sometimes personality types can become an identify in which people can plant their flag in and use as a support (and excuse) for acceptance of their behavior, no matter how reckless that behavior is. And oftentimes, leaders ignore or don’t address issues because it’s part of a person’s personality. Both are not helpful and can be detrimental to the culture and success of the organization.
We have heard examples in our sessions of a certain person at work being a “lion” personality, which is known for their boldness and ability to take charge. That can be a strength, for sure, but in this example, this person would take charge by yelling, name calling and belittling employees. This person’s leader would excuse those actions as “that’s just how (insert name here) is,” and not address the specific behavior that needed to be corrected.When people don’t want to recognize certain behaviors that should be addressed, they can often lean on the crutch of it being a part of who they are and they can’t do anything to change it. But, this simply isn’t true.
The solution to this is to reinforce and uphold the expectations for behaviors and results as the standard in which ALL employees are held to, no matter what one’s personality is. If that standard is clearly defined and measured, then any behavior deviating from that standard should not be “swept under the rug” just because it could be a part of their “identity” or personality.
As human beings, we all have behaviors that need shaping. And in the workplace, if a behavior is not in line with the organization’s expectations to meet their mission and goals, then we must humbly analyze those and adjust accordingly.
If you are a leader of people, make sure you are communicating that clear standard of expectations and addressing deviations (even small ones) so that your people can make adjustments to get back on track.
FITTING IN JUST TO FIT IN
On the other end of the spectrum, another issue we see often is when people who are naturally a certain disposition try to conform to certain personality “types” that are not natural to them in order to “succeed” or be esteemed.
Now, this may sound very close to the example we advised against earlier in the article, but there is a difference. We are not talking about behaviors that are outside the values and expectations of the organization here.
We are acknowledging that people can be influenced by their culture and environments. People not only are “wired” a certain way, but national cultures exist, as do company cultures so people sometimes have to try to "fit in" to succeed and that can be very stressful if you are not naturally that personality type.
For example, if one is a “beaver” personality type naturally, they may tend to lean toward “facts” and “information” and be more reserved in disposition, and in a work environment of mostly outgoing, fun-loving, “dreamer” otter-type personalities, if that person were to try to mimic that personality type to gain approval or fit in, then that is going to eventually cause issues.
We have also heard stories about companies that have a very “competitive” and “cut-throat” culture where most people are very strong “lion” personalities. If you are naturally not a “lion,” yet are trying to be a “lion” in order to be recognized for success, that will be stressful.
The internal struggle of trying to be something you are not (again, not talking about specific expected behaviors in an organization) is going to take a toll. A person may be able to do it for awhile, but it will eventually “drain water out of your bottle” which is not good for the person, team or the organization.
The key is balance. Effective and thriving leaders and employees embrace their natural abilities, yet make a conscious, continuous effort to balance their particular strengths and blindspots. If you swing a pendulum too far in one direction or the other, disorder and discontentment will ensue.
If you are a leader, make sure you are fostering an environment in which people have the flexibility to be who they naturally are within the confines of that organization’s behavioral expectations and work results. If you notice that there is a culture of just one particular personality style, you may want to examine and evaluate if that could be a factor that could lead to burnout in your people.
We often say that having different hearts and minds around the same table helps drive innovation, foster better decision making, and inspire passion, which all lead to improved bottom-line results. Personality types are just one part of that puzzle in what makes individuals unique in what they bring to the table. It’s good to recognize their existence and role in being a beneficial part of a work culture, but also understanding that they can be out of balance and need some attention to restore the wellbeing of a person, team or organization.
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