Building Better Teams that Achieve More #HRTechConf

Have you ever wondered why some of the teams at your organization become dysfunctional? The answer may be that they were never compatible from the start.

Ted Malley, senior vice president product evangelism at Ceridian talked about how to “Build Better Teams that Achieve More” during an October 18 pre-conference session at Human Resource Executive’s 18th Annual HR Technology Conference & Exposition.  

When forming teams in your organization it’s important to take a close look at the personalities and communication styles of employees and to create teams with high levels of compatibility. Personality and communication styles for individual employees will determine how they will relate to each other and participate.

There are four main organizational personality traits:

Directors – want brief and relevant conversation. They focus on bottom line results. They’ll tune others out if too much is said. They need others to get to the point and be factual.

Encouragers – are animated and often exaggerate to make a point. They communicate with their hands and with a lot of emotion. They tend to interrupt others in conversation. They need others to let them talk and share their emotional enthusiasm.

Facilitators – are the peacemakers. They are patient and gentle. Their key motivators are harmony and security, and they listen more than they speak and will use reserved tones when they do. Often times they will need prompting in meetings for input.

Trackers – want everything in detail and they’ll give you the whole story. They need detail and they also need to be understood. They need others who will listen and ask for clarity.

Another important factor in assessing personalities for teams is how they react to stress. The director will become authoritarian. The encourager, normally socially outgoing, may begin to verbally attack others. The calm and engaging facilitator will disengage or become overly agreeable. And the tracker, normally interested in others, may start to avoid people.

Our basic communication styles are hard-wired, but our core values and convictions such as ambition, moral clarity, compassion and discipline can change especially with major life changes such as the loss of a job or a divorce. 

Think about the people on your teams and how their communication and personality styles interact. How do they relate to each other? Do you have six directors and two trackers on a team and wonder why they can’t get anything done? 

And how does your organization currently assess employees’ personalities and communication styles? What diagnostic tools and analytics are you using to ensure that the right personality styles are working together?

Understanding the personality and communication styles of employees—as well as your fellow teammates—is critical to improving communication and engagement and to overall workforce planning.



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