Managing a TEAM of PERSONALITIES

We've all seen the best managers in baseball find a way to juggle a lineup to get the maximum wins out of a team. Much of this magic however, is actually accomplished way before the players even reach the ballpark. The top managers in the league take the time to know their players, so they may determine if it's best to challenge or support them individually.

In business, you need to know your team members just as well, if not better - as the success of your company relies on their interactions.

Here's a quick article about the basics of Myers-Briggs personality traits; and more importantly, how you, as a manager, can get the most out of your mix of introverts and extroverts.

Alignment behind new creative ideas will be the lifeblood of your growth in the coming months - make sure you're getting the maximum contribution from all your team members by managing the process.....


Author: Elisa Warner


Based on the writings of theorist Carl Jung, the Myers-Briggs Type Indicator assessment groups individuals into one of 16 personality types along four scales. The system is used frequently by organizations to understand the working styles of employees, balance teams, and circumvent conflict.

In the Myers-Briggs assessment, personality characteristics are categorized along four continuums: Introvert/Extrovert; Sensing/Intuition; Thinking/Feeling; and Judging/Perceiving.

Introvert/Extrovert

The category of introversion/extroversion measures how an individual draws their energy—internally (from their own thoughts and ideas) or externally (from their interactions with others). Introverts tend to be introspective, analytical, and cautious team members. Extroverts are typically vocal, active, and comfortable expressing their ideas. Whereas introverted team members need extroverts to initiate spontaneous verbal discussions, extroverts value an introvert’s capability for problem solving based on careful reflection and consideration of all ideas.

Sensing/Intuition

The sensing/intuition continuum measures how a person processes information – whether through their physical senses or instinctual processes. A sensing person tends to be visual and fact-oriented, while an intuitive person might approach life in a more open and creative manner. In a team environment, intuitive members need sensing personalities to remind them of facts and limitations. Conversely, sensing individuals need intuitive members to remind them to think outside of the box.

Thinking/Feeling

The thinking/feeling category refers to the manner by which a person makes decisions. Whereas a thinker reaches conclusions based on external standards and rules, feelers are more concerned with protecting feelings and values. As team members, thinkers are effective in articulating logical reasons behind decisions, while feelers can bring people together.

Judging/Perceiving

This final category assesses how people approach their life. Judging personalities tend to be highly organized and structured about their daily activities, while perceiving personalities are more spontaneous and flexible. A team needs the right mix of judging and perceiving personalities to ensure adaptability as well as adherence to project boundaries and deadlines.

While all personality continuums hold relevance for team dynamics, managing introverts and extroverts can be a particular challenge.

Managing Introverts and Extroverts Within a Team Environment

Managing a team consisting of introverts and extroverts demands forethought and creativity. While introverts find group discussions draining and stressful, extroverts regard such meetings energizing and productive. Through awareness and planning, project managers can create conditions that support the working styles of both sides of the continuum.

Organize Team Meetings around Documentation

Meetings are an integral component of project development and planning. For extroverts, meetings provide a venue for thought-provoking discussion and problem-solving. Introverts, on the other hand, need sufficient time to research, plan and prepare for substantive discussions.

As a manager, meet the needs of both groups by providing written information in advance of team meetings, such as an agenda, report, or discussion questions. This practice allows introverts time to organize their thoughts and feel more comfortable bringing their ideas to the table. Extroverts, energized by direct interaction, will welcome their contributions.

Conduct Team Exercises in Pairs

Organize a brainstorming exercise where the group is broken up into pairs (an introvert with an extrovert, if possible). A smaller scale of interaction will appease an extrovert’s need for face-to-face communication, while reducing the anxiety an introvert may feel speaking in front of a group.

Facilitate an Inclusive Discussion: Look and Listen

Sometimes an introvert would like to state a viewpoint, but lacks the assertiveness to jump into an active discussion. Extroverts can become so involved in a conversation that they miss the non-verbal cues of their introverted counterparts. As the project leader, observe both verbal and non-verbal cues when facilitating project discussions.

Assign a Private Project Journaling Exercise

Journaling allows team participants to explore their project ideas and reactions on paper, providing a safety zone for free thought, creativity and introspection. Encourage participants to use this tool to brainstorm ideas and organize their thoughts before a meeting.

Utilize Technological Resources

Help bridge the communication gap by utilizing technology to provide a variety of interaction opportunities. While the traditional sit-down meeting will appeal to extroverts, many introverts come alive with the faceless communication opportunities provided by email, Internet discussion boards, and conference calls. By incorporating technology as a meeting tool, the sit-down meeting is merely an extension of a running virtual dialogue.

As any group is enriched by diversity, a variety of personalities can make for a stronger team. By nurturing the strengths of all participants, managers can increase performance, creativity, and harmony within the team.

It's RALLY TIME for your business!

We've all heard of putting your "rally cap" on in baseball. It's a mark of solidarity, and team commitment to making a serious turnaround when your team is down. That's where many businesses are right now, in the current economy -- down a couple runs. Well, what do you do? Pack up your bats, gloves and call it a day?

OR.......do you put on your "rally cap" and start to spark something special. It's incumbent upon leaders right now to find their teams "rally cap" initiative. Be inventive, get creative - help your team rally behind something - and be the team that comes out on top at the end of the 9th inning!

Even GM has implored us to band together, put on our "rally caps", and WIN! Check out their latest commercial on youtube:

http://www.youtube.com/watch?v=BoTpGNvhvXO

Good luck. Play Ball!

Evergreen

Another example of the power of entertainment - and it's ability to act as a metaphor for life.

Get out - do something positive, while you have the time and good health to do it.

Read on....(from WIRED magazine):

When I first started working on Terminator: The Sarah Connor Chronicles, the studio gave me a general idea: They wanted to do a show about John and Sarah Connor, set some time after Terminator 2. So, as I was sort of staring at the concept, trying to figure out how I would approach it, I realized that the thing that works about Terminator is the relationships.

But we needed a central relationship to anchor the story. The first Terminator movie was a romance, really, between Kyle and Sarah. The second movie is a father-son story between John and the Terminator. So I thought my show, at its core, would be a family drama, a relationship between a mother and a son who is coming of age. But if we're going to be about Sarah and John, there should be a girl. That's what usually breaks up that Oedipal relationship. And I decided to make the girl a Terminator.
But before I could actually start writing the show, I was diagnosed with kidney cancer. I had to have an operation to remove the tumor, which meant I couldn't write it for that season. So I had a couple of months when I couldn't do anything, and I was in pain. I had this crisis — I went to a therapist, and I said, "What am I doing? I'm going to write a fucking show about a scary robot? Who cares?"

But when she calmed me down, I started reflecting upon it, and I realized that this show really was about my life. It was about mortality. The first voiceover I ever wrote for the series started with "I will die. I will die, and so will you. Death gives no man a pass." That's what the Terminators are — they're death coming to get us.

I still go in every six months for a scan, so I'm constantly reminded of this. It's something we talk about a lot in the writers' room. You know, cancer is cell mutation, and the artificial intelligence Skynet is in some ways a mutation. But more metaphorically, it's about predestination. Can you change your future, or is it something inside you, unchangeable? I had this idea, taken from T3, that Sarah had cancer, but then on our show she time-travels forward, past her death date. So did she jump over her death or merely postpone it? When Sarah did all that exercise in T2, she was doing it to gird herself externally. But I thought it would be interesting if she was doing it to chase something inside herself as well. She has her own personal apocalypse out there in the future — could she exercise enough or take enough vitamins to make it go away?

To me, the show is about what you do with life in the face of death. I mean, yeah, it's a genre show. It's the Terminator, and it's kind of pulpy, and some people think it's past its prime. But you can find yourself in this show. I definitely found myself in it.
Josh Friedman, executive producer of the Terminator: The Sarah Connor Chronicles, thought he was making a fun TV show. Then he got cancer — and found a metaphor for life. He told this story to Wired senior editor Adam Rogers.

What is your "HALF-COURT SHOT?"...

With March Madness starting today, it made me think about how often you see kids taking long, half-court shots when they are out shooting hoops. As parents, coaches, and adults in general we often shake our head in dismay as kids hoist up these long-range shots that have little chance of going in. Many of us even take a moment to "educate" the child in the merits of shooting shots closer to the hoop.

Wait for just one minute - let's take a timeout - and think about this one....

Perhaps, the youth should be telling US to take a long shot once in awhile. Have we lost so much of our youthful spirit, enthusiasm, and belief in doing the improbable that we are settling in life?

I'm not proposing you risk it all (particularly in the current "game" environment). However, aren't the ones who succeed those who take a more ambitious road, who do something a bit bolder, who try something unproven (e.g. the Ipod; the Wii).

Let March Madness take hold of you over the next 2 weeks - and take one long shot in your personal or professional life. Measure it for sure, use good form of course, but in the end - shoot for the stars and BELIEVE you can make it!

In the end, that is what we need more of (each one of us) - a belief that you can DO more, achieve better, and make the improbable happen. Be a BIG DREAMER!

Evergreen